Statement of Acknowledgement of the Traditional Owners
We respectfully acknowledge the Traditional Owners and Custodians of the lands and waters of the Gladstone Region, part of the Southern Great Barrier Reef.
We recognise the Bailai, Gurang, Gooreng Gooreng and Taribelang Bunda peoples as the Traditional Custodians of this region, and we pay our respects to Elders past, present and emerging. We extend that respect to all Aboriginal and Torres Strait Islander peoples.
The stories, languages and cultural traditions of our First Nations peoples are a timeless and integral part of the Gladstone Region’s identity. As we welcome visitors, we honour these deep connections to Country and commit to working in partnership with Traditional Custodians to ensure their voices, histories and cultural heritage are celebrated, protected and shared through authentic tourism experiences.
OUR PLAN AT A GLANCE
Going Forward
OUR VISION OUR PURPOSE
By 2035, GAPDL and the Gladstone Region will be established as a leading force in Queensland’s visitor economy - recognised for bold destination marketing, authentic experiences and collaborative partnerships that drive sustainable growth, community pride and global appeal.
To grow a sustainable and resilient visitor economy that creates genuine social and economic benefits for our communities.
We do this by:
• Attracting visitors through impactful destination marketing
• Enhancing the quality and accessibility of visitor experiences
• Supporting industry capability and collaboration
• Advocating for investment, infrastructure and innovation
• Elevating the region’s profile on the national and global stage
our brand promise Gladstone Region. Come curious, live deliberately, leave glad.
Our Values - The Anchor that Guides Us
Just as an anchor holds steady in shifting tides, our values keep us grounded through change, challenge and growth. The word ANCHOR is more than a nod to our position along the Southern Great Barrier Reef - it reflects the strength, stability and integrity we bring to our work, our partnerships and our region.
As we chart our course for the next decade, the ANCHOR values are our compass. They guide how we show up as a team, how we make decisions and how we serve the Gladstone Region and its visitors.
We aim high for our region, always striving for bold ideas, innovative campaigns and real outcomes.
We move with agility and creativity, responding quickly to changing needs, trends and opportunities.
We build meaningful relationships that strengthen our team, our region and our visitor experience.
We are open and transparent. Trust is built through truth, and we honour that trust in every decision we make. O
We believe in the potential of our region and the power of positive thinking. We focus on solutions and opportunities that move us forward.
As caretakers of our region’s story, we lead with purpose. We act ethically, inclusively and sustainably with care for people, place and culture.
where we are headed
Over the next decade, GAPDL will drive sustainable tourism-led growth and regional pride through the following Strategic Objectives and Pillars
OUR OBJECTIVES
2025 - 35
Experience
We champion our operators and unforgettable visitor moments
Partnerships
Industry collaboration drives everything we do
Contribute to Gladstone Region economy
Attract visitors to Gladstone Region, generating overnight visitor spend
Compelling experiences drive visitation and repeat travel. We enhance the visitor economy by working directly with operators to create high-quality, highvalue offerings that convert interest into overnight stays and regional spending.
By integrating tourism into the region’s economic and infrastructure agenda, we attract investment, create jobs and ensure tourism is valued as an economic driver. Strong partnerships open up opportunities to grow the visitor economy through cross-sector collaboration.
Enhance the profile of the Gladstone Region Foster community pride
Ecotourism
Proudly grounded in place, people and Country
Brand
We want the world to see the real Gladstone Region
People
The heart and drive behind our purpose
Our natural assets are a competitive strength. We elevate the Gladstone Region’s reputation as a naturebased destination and promote the integral role of First Nations stories, culture and knowledge in shaping meaningful visitor experiences.
A strong brand brings recognition, consideration, and trust. This pillar drives awareness and demand through insights-led marketing, ultimately contributing to increased visitation, longer stays, and higher spend.
High-quality, locally delivered visitor experiences shape a positive and authentic image of the region for external audiences.
Strategic alignment with heavy industry and government ensures tourism is seen as a vital sector, enhancing Gladstone’s influence and positioning at regional and state levels.
Authentic and personal experiences showcase Gladstone’s environmental assets and position the region as a distinctive, sustainable destination.
Consistent brand storytelling elevates the region’s visibility and appeal across target markets.
Supporting operators to tell their stories builds community connection, recognition and pride in the experiences our region offers.
Celebrating joint achievements with local stakeholders strengthens a shared sense of purpose and pride in our region’s collective progress.
Encouraging stewardship of the natural environment reinforces local identity and pride in the place we call home.
When locals see their communities positively represented, it fosters a deeper sense of belonging and connection.
A capable, passionate workforce underpins the visitor experience. We prioritise and invest in our team members – including our volunteers - to grow sustainably, while also enhancing service quality and economic resilience.
How Do We Measure Success?
Attract
OUR OBJECTIVES
2025 - 35
Contribute to Gladstone Region economy
Service Delivery (KPI’s)
visitors to Gladstone Region, generating overnight visitor spend
• Overnight visitor expenditure (direct and incremental)
• Increases in interstate market visitation
• Number of visitors and visitor nights generated by supported events and campaigns
• Value of collaborative support and partnerships
• Ratio of investment to regional and strategic partner investment
• Publicity value of media coverage and marketing campaigns
• Community sentiment and pride metrics
• Cost-efficiency of strategy, research, marketing and stakeholder activity
• Website and social engagement metrics
Operator Outcomes (KPI’s)
• Increase in overnight visitor expenditure
• Increase in regional share of Australian overnight visitor spend
• Growth in regional tourism-related employment and economic output
• Maintained or improved brand awareness, consideration and favourability metrics
• Increase in the number of tourists participating in fishing and marine activities
• Increase in collaboration and partnerships between stakeholders, and increased revenue in the fishing and marine tourism industry
Enhance the profile of the Gladstone Region Foster community pride
To increase publicity value, targets are set for all service delivery measures on an annual basis.
Examples include:
• Greater visibility and recognition of the Gladstone Region as a nature-based tourism destination
• Elevate investment in inbound marketing activity
Maintained brand performance:
• Increased awareness, trust and favourability of the Gladstone Region brand, influencing travel, investment and lifestyle decisions
• A cohesive, wellgoverned brand identity recognised and respected across local, state and national markets
Measures the degree to which residents and stakeholders agree that, because of tourism, there is increased local pride.
Examples include:
• Locals see their stories and places celebrated through quality experiences
• Opportunities for visitors to contribute meaningfully to the region through community-led conservation and education initiatives
• Ecotourism strengths will be built on collaboration, community involvement and deep respect for Country
• Greater local pride and engagement, as communities see the brand as a true reflection of their place
ROI Targets and Measurement
BASELINES (YEAR TO MARCH 2024):
Overnight visitors: 568,000 with 2070 visitor nights
Average length of stay: 3.64 nights
2,070,000 nights/ 568,000 visitors
TARGETS YEAR 1:
Measurement:
Overnight expenditure: $385 M
Average spend per night: ~$185
$385M/2.07M nights
overnight visitor spend by 12% to ~$432M Grow visitors nights by 10% to ~2.28M nights
Measurement: Quarterly monitoring of TRA-sourced visitation and spend, with monthly campaign tracking and adjustments.
Success in meeting these targets will depend on effectively managing the risks identified in the Strategic Landscape Matrix and Challenge section, strengthening organisational capacity, and securing the necessary annual budgets.
STRATEGIC AND OPERATIONAL CONTEXT
Planning Context
Queensland Government’s Destination 2045
Our Destination Marketing Plan aligns with the Queensland Government’s Destination45 20 year vision (launched in 2025), ensuring the Gladstone Region plays an active role in transforming the State’s visitor economy in the lead-up to, and beyond, Brisbane 2032.
Destination 2045 informs our DMP’s primary areas of focus:
Collaboration
Strengthen partnerships with TEQ, Regional Tourism Organisations, local government, First Nations Peoples and community stakeholders to grow visitation, increase regional spend and deliver shared outcomes.
CONNECTIVITY
Leverage the region’s transport links - air, rail and road - alongside digital connectivity to support visitor access, movement and dispersal.
EXPERIENCE
Strengthen agri-tourism, eco-tours, First Nations cultural heritage, sustainable products and authentically local offerings to create compelling visitor experiences that drive pride, repeat visitation and regional growth.
ECOTOURISM
Maintain destination eco certification and strengthen operator eco accreditation, while leveraging Southern Great Barrier Reef branding and unique natural assets to position the region as a leader in sustainable tourism.
The Gladstone Region Visitor Economy Strategy, 2025-2030
This strategy sets a long-term vision for the Gladstone Region’s visitor economy — one that maximises economic benefit while balancing environmental and social responsibility. The visitor economy is defined broadly, encompassing leisure, business, work, education, and travel to visit friends and relatives.
Key Messages – Gladstone Region Destination Management Plan
We’ll continue to align our marketing and experience development with Queensland’s Experience Pillars:
• Reef, Islands and Beaches
• Natural Encounters
• Outback and Adventure
• Events
• Queensland lifestyle
The Gladstone Region’s unique offering combines:
World Heritage-listed marine adventures
Experience the Southern Great Barrier Reef — from pristine islands to unforgettable diving and snorkelling.
Recreational fishing, boating and cruise ship experiences
A water paradise for anglers, adventurers and cruise visitors alike.
A UNIQUE contrast of industry and nature
Where a world-class port and thriving industry stand alongside pristine landscapes and natural beauty.
Nature-based experiences
From coastal walks and national parks to wildlife encounters that connect visitors with the region’s natural beauty.
4WD and camping escapes
Rugged adventures and off-the-beaten-path journeys that showcase the region’s untamed landscapes.
Events, arts, culture and heritage
Celebrating the region’s creativity, stories and community spirit through vibrant festivals and authentic experiences.
Alignment to Strategic Frameworks
DMP Action Area
• Marine and Fishing Strategy
• First Nations Storytelling
• Digital Campaigns
• Drive Market Focus
Tourism & Events Queensland Themes Gladstone Regional Council Tourism Objectives
• Experience Development, Ecotourism
• Collaboration, Experience
• Connectivity, Collaboration
• Experience Development
• Diversify attractions, regional dispersal
• Elevate heritage, inclusive storytelling
• Increase digital reach, reinforce SGBR branding
• Grow local drive economy, regional visitation
Gladstone Marine and Fishing Strategy
2023 - 2028
The Gladstone Marine and Fishing Strategy is designed to grow coastal and marine tourism by activating, supporting and stimulating new experiences and businesses. For GAPDL, a key priority is leading partnerships with local operators and organisations to drive this growth. Stronger coordination and regular regional forums will enhance existing fishing tourism while creating pathways for new marine-based tourism ventures.
Promoting the Gladstone Region’s marine and recreational fishing opportunities delivers strong economic benefits, supporting tourism and allied industries. It also broadens the region’s economic base while encouraging greater visitation and longer stays.
The Marine and Fishing Strategy must align with our broader nature-based and eco-tourism aspirations.
Sustainable and responsible tourism practices are essential to positioning the Gladstone Region as a leading marine and recreational fishing destination.
SGBR First Nations Tourism Action Plan 2025 - 20351
The Southern Great Barrier Reef First Nations Tourism Action Plan (SGBR FNTAP) is a powerful expression of collaboration between the custodians of Country and the tourism sector in the Port Curtis Coral Coast region, being:
• The First Nations Bailai, Gurang, Gooreng Gooreng and Taribelang Bunda Peoples Aboriginal Corporation RNTBC (PBC) and the Trustee for the Port Curtis Coral Coast Aboriginal Peoples Charitable Trust (PCCC)
• Gladstone Area Promotions and Development Limited (GAPDL)
• Bundaberg Region Limited (BT).
The SGBR FNTAP provides the framework for developing First Nations tourism in a way that is strategic, sustainable and culturally grounded. It positions these experiences as iconic and authentic, reflecting the heart and soul of the Queensland story in the Port Curtis Coral Coast region. Its purpose and vision is:
PURPOSE:
We seek First Nations tourism that is alive with story, guided by culture, and sustained by community, where our traditions are shared with care, our businesses thrive, and visitors leave with deeper connection to Country.
VISION:
To grow an innovative, sustainable First Nations tourism sector that shares authentic, culturally enriching experiences deeply connected to Country.
Brand Awareness
The table below summarises key brand assessment metrics for the Gladstone Region2. This informs our strategic direction and resource allocation.
Brand Element
Familiarity and Consideration
Brand Health
Brand Power
Regional Brand Imagery
Description
• Most respondents (79%) have heard of the Gladstone region.
• Visitation in the last 12 months increased to 13%, and consideration for a future trip is up significantly from 2023, with 31% considering it.
• Salience: Gladstone Region is generally not a top-of-mind destination for specific holiday needs.
• Meaningful Difference: There has been growth on this compared to 2023, leading to a stable or slightly increased rank among Regional Queensland Destinations.
• Perceptions of Gladstone’s unique qualities also grew.
• Gladstone Region’s brand power is driven by salience and difference, performing strongest among Queenslanders and solo travellers
• Associations with beaches, adventure, and Indigenous experiences are relatively low.
• Among Queenslanders, Sydney-siders, and Melbourne residents, the Gladstone Region is more closely associated with “Off the Beaten Track” experiences.
Strategic Implications for the DMP
• Retain our marketing focus on the regional Queensland drive market as the strongest consideration comes from Regional Queensland and Melbourne.
• Leverage business travel and events.
Brand Typology
• Based on Kantar’s BrandZ framework, Gladstone is positioned as a “Generic Brand”.
• It is critical to retain destination ecocertification, individual operator ecoaccreditation and leverage SGBR branding and unique assets, whilst retaining Gladstone Region’s identity.
• Awareness is growing, so it is timely to increase digital marketing and also crossSGBR packaging initiatives.
• Retain our marketing focus on the regional Queensland drive market.
• Leverage SGBR branding and our unique assets.
• Seek a balanced association with “convenient escape” and “relaxing and experiencing” attributes (Discovery Coast, island and hinterland focus) alongside developing more land-based experiences that align with perceived imagery being “Off the Beaten Track”.
• Activate initiatives to progress the SGBR First Nations Tourism Action Plan.
• Opportunity for reinvention by conveying a widely relevant and differentiated promise, and building salience through visible activities and strong distribution.
Regional Visitation and Performance
Looking at regional visitation and performance across the past 10 years, the following trends are evident:
• Domestic overnight visitation is steadily increasing to around 500,000 per annum.
• International visitation is yet to fully recover from Covid-19 pandemic impacts.
• Day trip visitation has remained steady at around 500,000 per annum.
Key Source Markets
The Gladstone Region’s overnight visitors predominantly originate from Queensland, with significantly smaller numbers from New South Wales and Victoria. A comparison of visitor expenditure is shown here.
Source Markets - Domestic Interstate Overnight Expenditure vs QLD ($M) 2024
The expenditure trends for Queensland’s domestic and international source markets are shown in the graphs. This informs our DMP focus:
1. Brisbane, Sunshine Coast and regional Queensland must be the focus.
2. International travel is curiously skewed to the USA, which may reflect business travellers.
Queensland Forecasts
For Queensland, visitor nights are expected to grow at a rate of 3.5% over each of the next 5 years. Domestic visitor nights in Queensland recovered quickly post-pandemic, increasing above their 2019 level in 2022 before declining again in 2023. Growth is expected to be softer in 2025 before strengthening, supported in part by the work and events leading up to the Olympics.3
3 National Survey and Forecast data, Tourism Research Australia (TRA)
QLD NSW VIC OTHER (ACT, NT, TAS)
Gladstone
GLADSTONE REGION’s Traveller Personas
An assessment of our target audiences goes beyond geo-demographics - incorporating attitudes, values, beliefs, behaviours and psychographic modelling - allowing the segmentation of Gladstone Region’s travellers into persona types. This enables more precise targeting and guides the focus of our Destination Marketing Plan. As our primary market, Queensland is represented by the following personas:
WORKING HARD
Working Hard are young families making their way in life, focused on the kids and home life. Juggling a mortgage and the financial demands of a family household, people belonging to this persona are clustered most significantly in Queensland, on the Gold Coast and Brisbane and New South Wales in the Outer West and South West.
838K PEOPLE 3.5% of the nation
MAKING ENDS MEET
Making Ends Meet are predominately Australian born young parents, who love shopping and getting out and about. You’ll find them renting separate houses in Brisbane and on the Gold Coast.
HOME IMPROVERS
Life revolves around the home for Home Improvers, who are very house proud and see their homes as a symbol of their status and achievements in life. They are likely to be midlife family and midflife householders, living in a mix of metro and outer urban areas, clustered most significantly in New South Wales, Queensland and Victoria.
954K PEOPLE 3.9% of the nation
LIFESTYLE SEEKERS
Lifestyle Seekers Persona are well educated and more progressive and socially aware than most of their Aspirationals community counterparts. They also skew older - 4 in 10 are 50+. You’ll find Lifestyle Seekers clustered most significantly in Melbourne and Brisbane, along with a significant proportion in outer urban areas in QLD.
341K PEOPLE 1.4% of the nation
874K PEOPLE 3.6% of the nation
4Roy Morgan Research Helix Personas consumer classification system, 2024 (‘Social activities’ are generally ranked very highly, if not the highest, for most tourism destinations and generally it’s the subsequent activities undertaken in the region that provide the best strategic insights.)
Activities Undertaken
Whilst travelling in the Gladstone Region, visitors engage in the following activities:
Activities Undertaken in Descending Order5
SOCIAL ACTIVITIES
Dining out, shopping, visiting pubs and clubs
OUTDOOR/NATURE
Visit National Parks/State Parks, bushwalking
ACTIVE OUTDOOR/SPORTS
Fishing, playing sports, golf, cycling, other activities
local attractions/tourism activities
Guided tours/excursions, charter boat/cruise, visit industrial attractions
ARTS/HERITAGE
Visit museums or art galleries, experience Indigenous culture, attend festivals and events, visit historic monuments
INDIGENOUS CULTURAL ACTIVITIES
Aboriginal art, food history, culture tours and experiences
The relevance of this data is:
• We need affordable experiences to capture these persona groups.
• Lifestyle seekers will align with sustainable and nature-based activities.
• The activities undertaken align closely with the key experience offerings of the region and the Great Barrier Reef, being a unique natural asset.
• We need to offer a diverse range of highquality products for visitors, encompassing experiences related to the Southern Great Barrier Reef and Islands, National Parks, camping, bushwalking, fishing and access to the exceptional natural assets and beaches of the Discovery Coast.
Market Segmentation
Primary Market
Queensland drive visitors (especially Brisbane and Sunshine Coast) seeking accessible wilderness and marine adventure
Secondary Market Melbourne leisure travellers exploring new coastal destinations
Emerging Market Business travellers, business events and cruise ship visitors
The relevance of these to the Persona Alignment (within the SGBR framework) is:
“Nature Nurturers” “Adventure Seekers” “cultural explorers”
“Nature Nurturers” are motivated by environmental connection and eco-stays
“Adventure Seekers” are drawn to marine experiences, 4WD, trails
“Cultural Explorers” are interested in First Nations storytelling and hinterland escapes
Trends Influencing Visitor Demand
Over recent years, tourism consumer trends and behaviours have undergone a significant transformation6. These shifts have been largely influenced and accelerated by the impacts of the Covid-19 pandemic. Below are some key consumer trends and behaviours that inform this DMP:
Consumer Trend
Experiential Travel
Local Travel
Sustainable and Responsible Tourism
Description
Travellers are increasingly seeking immersive experiences that allow them to connect with local culture, acquire new skills, or take part in authentic local activities.
Since the pandemic, there has been a sustained and growing enthusiasm for exploring closer-to-home destinations and discovering local treasures.
Awareness of the environmental and cultural impact of travel continues to grow. More travellers are driven by a desire to escape crowded urban environments and embrace the natural world, favouring destinations with a commitment to sustainability and support for local communities.
Strategic Implications for the DMP
We must prioritise meaningful, transformative and First Nations experiences to target these travellers.
Let’s dial up our offering to the drive market amongst the four personas outlined earlier.
This demand highlights the DMP’s eco-tourism and cultural prioritites.
Digital Nomadism
Flexibility in Booking and Cancellation Policies
Personalised Experiences
Wellness Tourism
The rise of remote working has allowed more people to blend work with leisure travel. This trend encourages longer stays and creates opportunities for destinations to attract visitors throughout the year.
Travellers now place high value on flexible booking and cancellation terms. This reflects a cautious approach to travel planning, with businesses offering such flexibility being more likely to appeal to these consumers.
There is a growing demand for tailored and unique experiences. Travellers are seeking bespoke accommodation options, customised itineraries and opportunities to explore lesser-known destinations.
Health and wellbeing have become top priorities for many travellers, with increasing demand for wellness retreats, fitness-based activities, mental health programs and nutritious dining options.
This trend aligns with campaigns that integrate tourism with infrastructure, liveability and workforce development priorities.
We welcome collaboation amongst tourism operators and GAPDL on policies and fostering flexible, consumer focussed mindsets
Let’s leverage the opportunity to align with other SGBR destinations on trails, itineraries and bespoke offerings.
The Gladstone hinterland and the Discovery Coast locations are ideal for stimulating more wellness products.
6https://www.deloitte.com/content/dam/assets-zone2/fr/no-index/docs/industries/consumer/2024/wttc-consumer-trends-report-2023.pdf
Stakeholder Consultation Thematic Summary
Three public workshops were held to engage with the tourism industry and the wider community. The themes that emerged are outlined below and are directly reflected in our five Strategic Pillars.
Theme Gladstone 1
Advocacy and Voice
Funding and Resources
Fostering a united vision, collaborative approaches, building exposure and leverage
Sustainable funding, partnerships with industry and diversifying revenue sources
Gladstone 2 Agnes Water
Seizing control of our future, reducing parochialism, multiple funding inputs, strong advocacy
Balance of LGA, State, membership, sponsorship income, ROI focus
Operational Structure
Brand and Identity
Combining skills, staff shortages risk, clarity on structure
Maintain local identity, showcase diversity, eco-tourism momentum
Ecotourism and Sustainability
Visitor Experience
Promote culture, Indigenous tourism, green events
Extend stays, major events, marina activation, cruise tourism
RTO to reduce silos, resource efficiency, skilled staff recruitment
Formalise Gladstone Region and SGBR brand, diversity of experiences across region
Eco-certification roadmap, education, unified messaging, bottom-up approach
Transformational experiences, community pride, AI-driven itinerary planning
Voice for major industry input, regional gravitas, common policy advocacy, overcoming parochialism
Accessing major industry funds, economies of scale, leveraging Brisbane 2032
United region, resource sharing, operational efficiencies
SGBR brand is stronger than Gladstone, so a fear of identity dilution, jewel in the crown positioning
Education and legislation, accreditation, carrying capacity, transport to reduce footprint
Quintessential boutique feel, reef health, friendly eco-focus, emotional connection
Infrastructure and Transport
Community and Engagement
Improve island access, RVfriendly, better transport links
Public transport challenges, visitor connectivity
Local pride, engage community in tourism, stakeholder collaboration
Welcomes You program expansion, bottom-up pride, open communication
Visitor-centric transport (rail, buses), paths, amenities, dark skies tourism
Community-led preservation, volunteer VIC challenges, place branding focus
Strategic Landscape Matrix and Challenge
Tourism in the Gladstone Region operates in a competitive and rapidly evolving environment, shaped by local, national and global forces. From climate events to consumer shifts, we must be ready to adapt, respond and leverage our strengths while maintaining a focus on sustainable growth.
Bold and innovative thinking is needed to address seasonal and economic pressures and unlock the full potential of our natural assets. Success relies on an optimised GAPDL with the capability, resources and budgets to deliver the Destination Marketing Plan. Stronger partnerships - with Southern Great Barrier Reef RTOs, First Nations tourism, and investment beyond the tourism sector - will be critical, alongside enhancing the Gladstone Region brand while drawing on the saliency of the SGBR.
Things We Can Leverage
• A wealth of natural assets and attractions
• Unique and established tourism infrastructure
• Internationally renowned water experiences
• A sustainable destination with a focus on preserving marine ecosystems and promoting environmental awareness
• Consistently high levels of Visiting Friends and Relatives (VFR) and business travel
• Southern Great Barrier Reef location in international markets
Key Risks
• Natural disasters, climate change and global events that impact visitor confidence and regional accessibility
• Fluctuating social and economic conditions affecting consumer travel including increased cost of living pressures
• Limited aviation and transport connectivity reduces ease of access
• Supply gaps in tours and experiences
• Changing consumer expectations around sustainability, inclusion and digital access
• Increasing frequency of weather events and natural disasters including floods, cyclones, bushfires
• International geopolitical unrest or conflict
• The slow recovery of international visitation post-pandemic
• Marketing Risk & Contingency:
• Climate Risk: Shift to digital promotion and delayed drop-ins if coastal filming areas are impacted by weather
• Reputational Risk: All First Nations materials approved by TOs/ Cultural Tourism Advisory Group before release
• Campaign Underperformance: Reallocate funds to high-yield markets mid-year based on performance analysis
Key Opportunities
• Align with Destination45 and Queensland’s major events and tourism strategies
• Leverage the lead-up to the Brisbane 2032 Olympic and Paralympic Games
• Position the region as a gateway to the Southern Great Barrier Reef and a leader in nature-based and marine tourism
• Enhance and promote inclusive, accessible tourism experiences
• Highlight First Nations stories, voices and culture through respectful tourism partnerships
• Support the region’s calendar of signature events to attract new and returning visitors
• Support sustainable tourism practices that protect the natural environment and benefit local communities
• Collaborate on cross-destination itineraries that encourage dispersal and higher visitor spend
• Activate key natural assets through the creation of new trails, boardwalks, and lookouts
• Streamline development and event approval processes to attract investment
• Strengthen industry collaboration and advocacy to secure infrastructure, investment and product development
• Grow marine and recreational fishing activities to stimulate economic activity
Strategic pillars action plan
STRATEGIC PILLAR 1 - EXPERIENCE
We champion our operators and unforgettable visitor moments
1. Seasonality and Events Marketing Strategy:
a. Develop a diverse portfolio of bookable, high-value experiences, aligned with target market interests and seasonal opportunities
b. Package events like Easter in Gladstone with accommodation and experience bundles in Q2 to boost off-season nights
c. Promote “Sunshine on Tap” campaign during winter shoulder season – targeting Melbourne and southern states
2. Activate the Marine and Fishing Strategy:
a. Create digital content based on Gladstone Region’s marine and fishing sector
b. Develop a stand-alone website, or a detailed section within the existing one, as a one-stop shop
c. Build partnerships with local businesses and organisations (e.g. Gladstone Ports Corporation Limited (GPC) to support the development of marine and fishing tourism
3. Build partnerships with the Australian Cruise Association (ACA), cruise lines, travel agents and other tourism-related businesses to increase the number of cruise ships visiting the region
4. Nurture niche product development opportunities in: agritourism, industrial tourism, citizen science and environmental voluntourism (eg. with Gladstone Healthy Harbours Partnership - GHHP)
5. Create Drive itineraries and attend key caravan/camping/fishing/boating shows
6. Continuation of RV Friendly destination certification
7. Activate the SGBR First Nations Tourism Action Plan:
a. Increase Ecotourism Respecting our Culture (ROC) Certifications for Non-Indigenous operators
b. Collaborate with PBC/PCCC on an investment prospectus for Indigenous tourism priority projects
c. Install Indigenous interpretive and dual language signage
d. Set 3, 5 and 10 year targets for acceptance of local Indigenous tourism experiences into TEQ’s Best of Queensland Experiences (BOQE), Transformational Experiences Mentoring Program (TEMP), Tourism Australia’s (TA) Discovery Aboriginal Experiences Australia Programs
GAPDL, tourism operators
2025-2035 GAPDL, GPC, BTHU, tourism and fishing operators
2025-2030 GAPDL, GRC, ACA, TEQ, cruise industry
2025-2035 GAPDL, GHHP, GRC, large industry, tourism operators
2025-2035 GAPDL, GPC, tourism operators
2025-2035 GAPDL, GRC
2025-2035
GADPL, QTIC
GAPDL, PBC/PCCC
GAPDL, GRC, PBC/PCCC/TOs
GAPDL, PBC/PCCC, TA, TEQ
Strategic pillars action plan
STRATEGIC PILLAR 2 - PARTNERSHIPS
Industry collaboration drives everything we do
1. Activate the SGBR First Nations Tourism Action Plan:
a. Establish a Cultural Tourism Advisory Group (CTAG) as the primary vehicle to strengthen representation and advocacy for the Indigenous tourism sector
b. Support Reconciliation, particularly for tourism operators working on Country, and develop a Reconciliation Action Plan
c. Develop a Cultural Awareness Program with First Nations partners
2. Using data, increase community awareness of tourism’s value, ensuring that residents understand and support the economic and social benefits of a thriving visitor economy
3. Establish and ratify long-standing partnerships with industry, government and economic development bodies that enable joint initiatives, co-investment and shared outcomes
4. Advocate for infrastructure and facilities to support marine tourism: marinas, land-based fishing platforms, boat ramps, wash down areas, bins, measuring stations, fish cleaning facilities, etc.
5. Enhance alignment and collaboration across the macro-region, particularly through partnerships like the Southern Great Barrier Reef collaboration
6. Form cross-sector projects and campaigns that integrate tourism with infrastructure, liveability and workforce development priorities
7. Support business events opportunities in partnership with Gladstone Regional Council (GRC) - such as destination marketing support, inregion familiarisations, itinerary content for pre- and post-event days, targeted materials for trade events
8. Cooperative Marketing Leverage:
a. Partnership with cruise lines and SGBR operators targets co-hosted promotion campaigns
b. Billboards and train ads in partnership with Queensland Rail (QR) and regional accommodation providers
c. Content-sharing agreements with local operators to reduce production costs/increase reach
GADPL, BT, PBC/PCCC, TOs, GRC
GAPDL, GRC
GAPDL, GRC, state agencies, tourism and local industry
GAPDL, GRC, BTHU, GPC, recreational fishing industry
GAPDL, BT, CE, TEQ
GAPDL, GRC
GAPDL, GRC
GAPDL, cruise lines, tourism operators, QR
Strategic pillars action plan
STRATEGIC PILLAR 3 - ECOTOURISM
Proudly grounded in place, people and Country
SP3 NO ACTIONS
YEAR STAKEHOLDERS
1. Partner to support nature-based experiences in showcasing our natural assets and connecting people to our environment:
a. Foster industry support and actively encourage the development of additional eco-tourism initiatives
b. Advocate and work with local industry to fund an Eco Tourism and Sustainability Officer through corporate ESG partnerships
c. Promote specially curated eco-tourism trails and itineraries
d. Facilitate and accelerate ecotourism growth in protected areas and facilitate dialogue between First Nations peoples, tourism stakeholders and the Department of the Environment, Tourism, Science and Innovation (DETSI)
2. Support the retention of Gladstone region‘s destination eco-certification and positioning as a leader in responsible tourism:
a. Encourage and support operators to become certified via Ecotourism Australia’s (EA) certification options
b. Report on the number of new ecotourism businesses and initiatives launched in the region
c. Use the Eco-certified Destination status to encourage and educate marine tourism businesses to adopt sustainable practices to protect the environment and the local community
d. Promote sustainability storytellers in the region in partnership with GHHP, GPC, etc
3. Activate the SGBR First Nations Tourism Action Plan:
a. Partner with Traditional Owners to reduce complexity and risk for ecotourism operators and improve engagement and returns
b. Support First Nations peoples with sharing their knowledge of caring for Country, connecting culture through tourism experiences and promoting new and existing experiences to visitors
c. Collaborate with GRC and Traditional Owners on reducing the environmental impact of tourism activities
d. Collaborate with PBC/PCCC on guiding content development, ensuring protocol alignment
e. Develop a hero imagery/video series featuring dual-language signage and cultural interpretive experiences
f. Distribute through SGBR, GAPDL and partner channels as part of Q4 campaign targeting cultural explorers
4. Encourage awareness and responsible travel behaviour by developing and promoting a pledge/code of conduct encouraging visitors to support the region’s Eco Destination credentials
5. Collaborate on education and engagement programs embedded in schools, visitor centres and community networks, building environmental awareness and shared responsibility
2026-2035
GAPDL, tourism operators
GADPL, heavy industry
GAPDL, BT, CE
GAPDL, PBC/PCCC, TOs, DETSI
2025-2030 GAPDL, GRC, GHHP, GPC, EA, tourism operators
2026-2030 GAPDL, PBC/PCCC, TOs, TEQ, BT, CE
2026 GAPDL, EA, GRC, DCTC, tourism operators
2025-2030 GAPDL, GRC, GHHP
Strategic pillars action plan
STRATEGIC PILLAR 4 - BRAND
We want the world to see the real Gladstone Region
1. Rebrand GAPDL as a cohesive, well-governed brand identity recognised and respected across local, state and national markets, recognised in the market through:
a. Impactful brand launch driving media coverage
b. Brand book developed to guide GAPDL and tourism operator brand usage
c. Brand saliency measurement in place
d. Content refresh project implemented, website revisions, integration of social media channels
2. Measure and monitor meaningful visitor numbers and satisfaction data that can be used to inform decision-making
3. Digital and Content Strategy:
a. Undertake a visual content audit to identify gaps and priorities, including locations, experiences and content tailored to specific audiences such as families, couples, accessible and inclusive travel
b. Hero Stories: “Reef to Ranges”, “Guided by Country”, “Off Track, On Point”
c. Channel Mix:
• Owned: GAPDL website & social
• Earned: media famils, feature stories, Visit Gladstone Region and SGBR channels
• Paid: digital retargeting, ATDW spotlight listings
d. Use influencers and collaborations with marine tourism content creators to boost targeted visibility
e. Measurement is via click-through rates, ATDW referrals, booking conversions 2025-2035 GAPDL, DCTC, TEQ, tourism operators, partners
4. Leverage the Gladstone Region’s growing brand saliency, whilst also leveraging that of the SGBR
GAPDL, BT, CE, DCTC
5. Enhance our brand by highlighting the region's eco-credentials that contribute to the conservation of natural assets 2025-2030 GAPDL, GRC, DCTC
6. Attend key B2B media events, including Travmedia’s IMM, the ASTW Convention and ATEs International Media Marketplace to increase awareness and networks
GAPDL, DCTC, tourism operators
7. Develop off-season campaigns, including around events, to support quieter visitation periods and reach new target audiences 2025-2030 GAPDL, GRC, DCTC
8. Participate in SGBR promotion and activities from a Trade perspective
2025-2030 GAPDL, BT, CE, TEQ
STRATEGIC PILLAR 4 - BRAND - CONTD.
9. Partner with BT and Capricorn Enterprise (CE) to gain further exposure of the SGBR in the domestic and international trade market
10. Ensure a range of ‘hero images’ and accompanying video content to use in the future promotion of the Indigenous tourism offerings
11. Collaborate with PBC/PCCC, BT and DCTC in marketing and positioning of First Nations tourism experiences and the development of target markets
12. Effective marketing and promotion of the Gladstone Region’s marine and recreational fishing opportunities to tourists and visitors for positive economic impacts
13. Work with TEQ to secure media familiarisation opportunities with personalities that specialise in marine/recreational fishing experiences, such as IFish/Paul Worsteling
14. Engage local brand ambassadors representing specific experience pillars to showcase the region's product strengths and authenticity via video/blogs
12-Month Marketing Activity Schedule7
GAPDL, tourism operators
GAPDL, PBC/PCCC, DCTC
GAPDL, BTHU, GPC, tourism operators, partners
GAPDL, TEQ
GAPDL, GRC, DCTC
attainment of this schedule is contingent on enabling annual budgets and the mitigation of risks outlined in the
Strategic pillars action plan
STRATEGIC PILLAR 5 - PEOPLE
The heart and drive behind our purpose
1. Redesign GAPDL team structure to align with the evolving needs of the tourism sector, balancing industry responsiveness with financial sustainability 2025-2030 GAPDL
2. Enhance the Gladstone Region visitor experience across operators, hosts, guides, tourism champions and community members to foster a warm welcome, local knowledge and genuine care
GAPDL, GRC, tourism operators
3. Invest in leadership, learning and wellbeing to create opportunities for recognition, collaboration and growth across the GAPDL and our volunteer base 2025-2035 GAPDL
4. Live out our ANCHOR values with a skilled and supported workforce, committed to delivering tourism industry and community outcomes 2025-2035 GAPDL
5. Enhance GAPDL staffing presence across Visitor Services and Trade support in the heart of our primary tourism cluster, the Discovery Coast 2025-2030 GAPDL, DCTC
6. Ensure a well-established volunteer program to attract new faces while retaining long-standing ambassadors 2025-2035 GAPDL
7. Career pathways, training and leadership development, enabling internal growth and long-term organisational capability 2025-2035 GAPDL
8. A region-wide focus on capacity building for quality service, cultural awareness and genuine hospitality, shaping a consistently positive visitor experience 2025-2026 GAPDL, GRC, PBC/PCCC/TOs, tourism operators
9. Encourage greater operator involvement in TEQ’s BOQE program to elevate experience excellence and marketing for the region 2025-2035 GAPDL, tourism operators, TEQ
10, Create short marketing skills training videos on the Australian Tourism Data Warehouse (ATDW) listings, working with travel media, understanding distribution and social content
GAPDL, ATDW, tourism operators
11. Leverage capacity building initiatives and programs for tourism operators (e.g. mentoring programs, trade distribution, digital marketing and social media, accessibility packaging and bundling and event management 2025-2030 GAPDL, TEQ, QTIC, tourism operators
STAKEHOLDER GLOSSARY
ACA Australian Cruise Association
ATDW Australian Tourism Data Warehouse
BTHU Boyne Tannum Hook Up
BT Bundaberg Tourism
CE Capricorn Enterprise
DCTC Discovery Coast Tourism and Commerce
EA Ecotourism Australia
Gladstone Regional Council
The First Nations Bailai, Gurang, Gooreng Gooreng, and Taribelang Bunda Peoples Aboriginal Corporation RNTBC
Port Curtis Coral Coast Trust
Tourism Industry Council
Queensland Rail
Tourism and Events Qld
GAPDL Gladstone Area Promotion and Development Limited TO Traditional Owners
GHHP Gladstone Healthy Harbours Partnership
GPC Gladstone Ports Corporation
Research Australia
Measuring and Reporting on Our Achievements
Progress of the DMP is tracked in a DMP dashboard and also reported in the Annual Work Plan and Budget, Monthly Financial Reports, Quarterly Performance Report and Annual Report.
Destination Plan Monitoring
The DMP monitoring and reporting process will be:
• Develop clear KPIs and reporting structures to track the success of tourism initiatives, including visitor growth, satisfaction, and economic impact.
• Monitor environmental sustainability through visitor impact assessments, eco-certification adoption, and conservation metrics.
• Conduct regular industry and community sentiment surveys to ensure ongoing alignment between tourism development and community expectations.
• Implement real-time visitor data collection tools to better understand visitor behaviour, needs, and future tourism trends.
• To report using a traffic-light performance dashboard.
Fully achieved or on track
In progress, but risks or delays exist
Not started or significantly off track
Consultation
In November 2024, GAPDL commenced engagement on the Destination Management Plan, inviting feedback to shape a shared vision for tourism in the Gladstone Region. This process included six consultation workshops, complemented by five online surveys and written submissions. The collective input from community, industry, partners, and GAPDL employees and volunteers has directly shaped our bold vision for the future of tourism in the region.
Survey responses
Participants at 6 workshops XXXXXX
Social media reach
Visits to the Destination Management Plan webpage/s
This Destination Management Plan is our blueprint for a stronger, more sustainable visitor economy - one built on collaboration between industry, community and government. It is focused, achievable and driven by a shared vision for the future.
With bold marketing, authentic experiences and strategic partnerships, we will not only grow visitation and lift our profile, but also
