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
SHAPING THE FUTURE TOGETHER
It’s with a clear vision and genuine optimism that I introduce the GAPDL Tourism Strategic Plan 2026-2036.
This plan provides the focus and direction we need to grow a stronger, more sustainable visitor economy for the Gladstone Region. It reflects our values, our potential and our shared commitment to building a region that is ready to welcome more visitors, create more opportunities and tell our story proudly on a larger stage.
As we look ahead to the Brisbane 2032 Olympic and Paralympic Games, it’s important to recognise that the event’s impact stretches far beyond the capital. The Games will reach up and down the Queensland coast, from Cairns to Townsville, Mackay, Rockhampton, Maryborough and Toowoomba. For regional Queensland, this presents a once-in-ageneration opportunity.
With a conservative $4.6 billion expected to be injected into Queensland’s visitor economy, the time to position our region is now. Through this Plan, we are supporting accommodation providers, tour operators and businesses across hospitality, retail, transport, attractions and service sectors to be ready for this growth. Together, we are strengthening experiences, capability and partnerships so curiosity about the Gladstone Region becomes bookings, visits become longer stays and guests leave as lifelong advocates for our region, delivering lasting economic benefits for our community.
At GAPDL, we know that tourism is about more than just visitor numbers. It’s about creating jobs, building community pride and contributing to a vibrant, inclusive and economically resilient region. This plan sets out how we’ll do that - through experience development, destination marketing, strategic partnerships and advocacy.
It also aligns with the Queensland Government’s Destination 2045 vision and is underpinned by our six key pillars: Experience, Partnerships, Ecotourism, Brand People and Advocacy. These are supported by our ANCHOR values, which guide how we work with each other, our partners and our communities.
I want to thank our team, our Board, our volunteers and our valued operators and partners across the region. This strategy is the result of your insights and contributions, and its success will rely on all of us working together.
There is enormous opportunity on the horizon. With the right approach, we will ensure the Gladstone Region is not just included in the Brisbane 2032 legacy - but firmly positioned to benefit from it.
Dee Dalton
Interim Chief Executive Officer Gladstone Area Promotion and Development Limited
CHAIRMAN’s FOREWORD
On behalf of the Board of Directors, I am pleased to endorse the GAPDL Tourism Strategic Plan 2026–2036 - a clear and considered roadmap that sets out our shared vision for tourism-led growth across the Gladstone Region.
This plan comes at a pivotal moment. As we look toward the Brisbane 2032 Olympic and Paralympic Games and beyond, we are reminded of the vital role regional destinations like ours will play in shaping Queensland’s global story.
The decade ahead will present opportunities to elevate our profile, attract new investment and deepen community pride - and this strategy ensures GAPDL is positioned to lead with clarity and purpose.
The Board recognises that strong governance is the foundation of long-term success. In recent months, we have taken steps to ensure our organisation remains representative, responsive and future-ready. This has included a review of our Constitution to better reflect the diverse voices and sectors that contribute to our region’s visitor economy, including First Nations, accessibility and tourism industry representation.
We remain committed to transparency, strategic alignment and supporting the organisation to deliver measurable outcomes. Our role is to provide stewardship, oversight and advocacy - ensuring GAPDL can continue to serve as a trusted regional leader, working in partnership with government, industry and community.
I extend my sincere thanks to our team, volunteers, members and partners for their ongoing commitment. Together, we are shaping a vibrant, resilient visitor economy that reflects the true character, diversity and strength of the Gladstone Region.
Rob Gibb
Chairman of the Board
Gladstone Area Promotion and Development Limited
WHO WE ARE
The Gladstone Region doesn’t try to be like anywhere else - and that’s exactly what makes it unforgettable. It’s not just what you see here, it’s how it makes you feel. Raw, real and deeply connected to place.
Gladstone Area Promotion and Development Limited (GAPDL) is proud to be the Regional Tourism Organisation for the Gladstone Region. We are the lead body responsible for destination marketing, visitor experience development and industry support across the region - from reef to ranges.
We work in close partnership with Tourism and Events Queensland, Gladstone Regional Council, industry, operators and our communities to strengthen the region’s profile, grow our visitor economy and support those who make this region so unique.
Tourism is more than just visitation. It drives pride in our people, creates jobs for our locals and helps shape the identity of our region. When tourism thrives, so do our communities.
Our vision
By 2036, the Gladstone Region will be established as a leading force in Queensland’s visitor economyrecognised for bold destination marketing, authentic experiences and collaborative partnerships that drive sustainable growth, community pride and national appeal.
Our PURPOSE
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 destination brand invites visitors to uncover the unexpected - from iconic Southern Great Barrier Reef adventures to hidden charm within our ranges. We market experiences that are raw, real and rich in story - showcasing the people and places that make our region unforgettable.
Wilson Island
OUR VALUES: THE ANCHOR THAT GROUNDS US
Just as an anchor holds steady in shifting tides, the Gladstone Region’s tourism 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 region’s strengths and our commitment to working collectively to achieve our tourism objectives.
AAMBITION
Our region aims high, always striving for success, for bold ideas, innovative new product development and marketing, and real outcomes for our communities.
NNIMBLE
The region’s tourism industry moves with agility and creativity, responding quickly to changing market trends and opportunities.
CCONNECTION
We build meaningful relationships that strengthen our region and our visitor experience.
HHONESTY
We are open and transparent in communicating with visitors and with industry and tourism stakeholders.
O OPTIMISM
We believe in the potential of the Gladstone Region to become established as a leading force in Queensland’s visitor economy.
RRESPONSIBILITY
As caretakers of our region’s story, we lead with purpose, acting ethically, inclusively and sustainablycaring for our people, place and culture.
Gladstone Marina
GAPDL StRATEGIC PLANNING FRAMEWORK
Queensland & Regional Context
• State Government’s Destination 2045 Strategy
• Queensland Visitor Economy 2032 Strategy
Gladstone Regional Council Plans & Priorities
• Corporate Plan & Economic Development Strategy
• Tourism and Events Priorities
• Tourism and Events Queensland (TEQ)
• Southern Great Barrier Reef Partnership
• Strategic Priorities >> Infrastructure and Liveability
GAPDL Strategic Plan 2026-36
• Defines long-term vision, purpose and ANCHOR values
• Aligns GAPDL’s priorities with Gladstone Regional Council and Tourism and Events Queensland frameworks
Destination Management Plan (DMP)
• Outlines how we deliver the vision – through experience, partnerships, ecotourism, brand, people and advocacy.
• Provides the 10-year roadmap for the visitor economy.
GAPDL Business Plan & Annual Work Plan
• Annual delivery of actions, Key Performance Indicators (KPI), budgets and performance measures informed by the Tourism Strategic Plan and Destination Management Plan (DMP)
Supporting Plans
• Cruise & Shore Excursion Development Plan
• Destination Marketing Plan
• Ecotourism and Nature-based Tourism Plan
• First Nations Tourism Action Plan
• Industrial Tourism Plan
• Marine & Fishing Plan
• Membership & Partnership Plan
• Visitor Experience & Volunteer Engagement Plan
Measurement
• GRC Corporate Plan & Economic Development Strategy
• GRC Tourism and Events Priorities
& Reporting Framework
• GRC Strategic Priorities >> Infrastructure and Liveability
Tracks Return on Investment (ROI) and performance across TEQ, Council and industry priorities.
WHAT THIS PLAN SETS OUT TO ACHIEVE
This plan outlines GAPDL’s strategic direction for driving growth in the Gladstone Region’s visitor economy, by attracting more visitors, encouraging longer stays, enhancing the visitor experience by building capacity and improving infrastructure.
It defines our unique role in supporting the region’s tourism industry while contributing to broader economic development across Central Queensland.
Our strategy aligns with the Queensland Government’s Destination 2045 vision and the Gladstone Regional Council’s Corporate Plan, ensuring the Gladstone Region plays an active role in transforming the State’s visitor economy in the lead-up to the Brisbane 2032 Olympic and Paralympic Games.
We will work in partnership with Tourism and Events Queensland, Gladstone Regional Council, local industry and operators to deliver high-impact destination marketing, visitor experience development and strategic industry support.
STRATEGIC OPPORTUNITIES AND RISKS
Tourism in the Gladstone Region operates in a fast-moving and competitive environment. From climate impacts to changing visitor expectations, we must stay agile and future-focused.
While risks such as natural disasters, limited connectivity and economic shifts are real, the opportunities are just as strong. By leaning into our region’s strengths and working in partnership, we can build a resilient, inclusive and sustainable visitor economy.
Town of 1770
KEY RISKS
• Natural disasters, climate change and global events that impact visitor confidence and regional accessibility
• Fluctuating social and economic conditions affecting consumer travel behaviour
• Limited aviation and transport connectivity reducing ease of access
• Supply gaps in tours and experiences
• Changing consumer expectations around sustainability, inclusion and digital access
• Infrastructure upgrades required to meet future tourism, transport and visitor needs
KEY Opportunities
• Align with Destination 2045 and Queensland’s major events and tourism strategies
• Leverage the lead-up to the Brisbane 2032 Olympic and Paralympic Games to raise the profile of the Gladstone Region
• Position the region as a gateway to the Southern Great Barrier Reef and a leader in nature-based and marine tourism
• Secure the Gladstone Region as a long-term cruise destination and strategically positioning it as a safe haven port for vessels during weather or disaster events.
• Enhance and promote inclusive, accessible tourism experiences for all
• 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
• Strengthen industry collaboration and advocacy to secure infrastructure, investment and product development
Kroombit Tops National Park
OUR APPROACH
GAPDL enables growth and manages strategic risks by:
• Working in partnership with all levels of government, industry and commercial operators
• Taking a data-led, market-informed approach to marketing and experience development
• Advocating for regional tourism infrastructure, investment and access
• Building operator capability and industry confidence through support, training and collaboration
• Enhancing internal systems, governance and team capabilities to deliver value for our region and funding partners
• Supporting our people with upskilling opportunities to improve employee retention
OBJECTIVES
Contribute to the Gladstone Region economy
Attract visitors to Gladstone Region, generating overnight visitor expenditure
Enhance the profile of the Gladstone Region Foster community pride
MEASURING ACHIEVEMENT
Regular measurement of performance is fundamental to the implementation of the Strategic Plan.
Performance and progress are tracked and reported in four key documents listed below:
Annual Work Plan and Budget
1.
2.
We will develop an annual Work Plan and Budget which will enable the incremental implementation of the 2026-36 Tourism Strategic Plan.
Monthly Financial Reports
Each month a financial report is presented to the Board that compares the financial results for the year-to-date to the annual budget and latest available forecast.
3. 4.
Quarterly Performance Report
Every three months, a report is presented to the Board to enable ongoing monitoring of performance against Work Plan initiatives.
Annual Report
At the end of each financial year, GAPDL produces an Annual Report that reviews our performance and provides our funding partners and community with operational and financial information. This demonstrates our performance against the goals, outcomes and objectives set out in the 2026-36 Tourism Strategic Plan and Annual Operational Plan.
Curtis Island National Park
Our Objectives 2026-36
Where we’re headed
Over the next decade, GAPDL will drive sustainable tourism-led growth and regional pride through the following strategic objectives:
Experience
We champion our operators and unforgettable visitor moments
Partnerships
Industry collaboration drives everything we do
Our Priorities
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
ADVOCACY
Championing investment, infrastructure and innovation
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.
Enhance the profile of the Gladstone Region Foster community pride
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.
Our natural assets are a competitive strength. We elevate the Gladstone Region’s reputation as a nature-based destination and promote the integral role of First Nations stories, culture and knowledge in shaping meaningful visitor experiences.
High-quality, locally delivered visitor experiences shape a positive and authentic image of the region for external audiences.
Strategic alignment with the Gladstone Region’s industries to ensure that tourism is seen as a vital sector, enhancing the region’s influence and positioning at regional and state levels.
Agnes Water, Town of 1770 and our islands lead Gladstone’s eco-certified, nature-based experiences, showcasing the region as a distinctive sustainable destination.
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.
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.
Consistent brand storytelling elevates the region’s visibility and appeal across target markets.
When locals see their communities positively represented, it fosters a deeper sense of belonging and connection.
A capable and passionate workforce underpins every visitor experience across the Gladstone Region, from our team members and volunteers to tourism operators and the many hospitality, retail and service staff who bring our destination to life. We invest in people and industry capability to strengthen service quality, support sustainable growth and build long-term economic resilience across the visitor economy.
Advocacy ensures the right infrastructure, investment and policy settings are in place to support sustainable tourism growth and community liveability. By representing the collective voice of the tourism industry and community, we advocate for infrastructure that benefits visitors while enhancing everyday life for locals - from access and transport to public spaces, digital connectivity and visitor services.
Our Objectives CONTD.
Where we’re headed
Over the next decade, GAPDL will drive sustainable tourism-led growth and regional pride through the following strategic objectives:
Service Delivery Measures
Contribute to Gladstone Region economy
• Overnight visitor expenditure (direct and incremental)
Attract visitors to Gladstone Region, generating overnight visitor spend
• 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
• 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
Enhance the profile of the Gladstone Region Foster community pride
Increased publicity value*
Maintained brand performance
Increased local pride**
*Targets are set for all service delivery measures on an annual basis. **This indicator measures the percentage of residents who agree that because of tourism there is increased local pride
Experience
We champion our operators and unforgettable visitor moments.
At the heart of every great trip is a great experience - the kind that visitors remember, talk about and come back for.
In the Gladstone Region, those experiences are driven by our passionate operators, our landscapes, our stories and our people. GAPDL’s role is to support, promote and strengthen those moments - helping transform local offerings into compelling, bookable experiences that drive visitation, extend stays and increase regional spend.
We work directly with operators to enhance the quality and visibility of their experiences, aligning with market trends, consumer expectations and destination priorities. We also champion new ideas, foster innovation and connect operators with the tools, data and support they need to grow.
From reef tours to off-road trails, cultural encounters to coastal adventures and industrial discovery experiences, our focus is on elevating the visitor experience in ways that build business confidence, community pride and long-term regional sustainability.
By 2036, the Gladstone Region is recognised as a destination of choice for immersive, high-quality and memorable experiences - delivered by capable operators and supported by strong regional systems. what does success look like in 2036?
We will have:
• A diverse portfolio of bookable, high-value experiences, aligned with target market interests and seasonal opportunities
• Operators who are confident, connected and supported, with access to training, marketing and product development tools
• Strong alignment between visitor experiences development and destination marketing, ensuring consistency from first impression to final interaction
• New and refreshed products that respond to changing visitor needs, including demand for sustainability, accessibility and authenticity
• Increased conversion from interest to overnight stays, as a result of compelling experiences and clear itineraries
• A regional reputation for welcoming, knowledgeable and professional operators, grounded in real connection and care
Across the region, we will see:
• Growth in tourism-related revenue through experience-based spend
• Visitor satisfaction and positive word-of-mouth, driving repeat travel and referrals
• Deeper community pride, as locals see their stories and places celebrated through quality experiences
• A thriving visitor economy where experience is not just a product - it’s a point of pride
When we invest in unforgettable visitor moments, we create lasting value for our operators, our communities and our region.
PARTNERSHIPS
Industry collaboration drives everything we do
Tourism doesn’t operate in isolation - it thrives when it’s connected. At GAPDL, partnerships are at the core of everything we do. They allow us to amplify impact, unlock investment and ensure tourism is positioned as a key contributor to the region’s broader economic and infrastructure agenda.
Whether we’re working with government, industry, operators, Traditional Owners or the community, we see collaboration not as a task, but as a mindset. When we bring people together around shared goals, we build more than campaigns - we build trust, alignment and long-term value.
Through this strategy, GAPDL will continue to take a seat at the table in regional planning and advocacy conversations, while also creating platforms for grassroots collaboration. We’ll champion tourism as a vital sector that creates jobs, drives pride and strengthens regional resilience.
what does success look like in 2036?
By 2036, GAPDL is recognised as a trusted connector across sectors - bringing together stakeholders from tourism, industry, government and community to shape a stronger, more integrated regional economy.
We will have:
• Long-standing partnerships with industry, government and economic development bodies that enable joint initiatives, coinvestment and shared outcomes
• A reputation as a collaborative and proactive organisation, trusted to represent the tourism sector and regional interests
• Cross-sector projects and campaigns that integrate tourism with infrastructure, liveability and workforce development priorities
• Formalised partnerships with First Nations organisations, built on respect, cultural safety and mutual benefit
• A thriving membership base engaged in regional conversations and supported through networking, capacity-building and collaboration opportunities
Across the region, we will see:
• Tourism included in major economic, planning and investment strategies, reinforcing its value as a driver of jobs, identity and innovation
• Increased private and public investment in tourism-related infrastructure and experience development
• Collective marketing efforts, leveraging shared resources and consistent messaging
• Stronger alignment across regions, particularly through partnerships like the Southern Great Barrier Reef collaboration
• A culture of co-creation and regional pride, where local voices and businesses are part of the solution
In the Gladstone Region, partnership isn’t just how we work - it’s how we grow.
ECOTOURISM
Proudly grounded in place, people and Country
The Gladstone Region is uniquely placed to lead in ecotourism, with access to the iconic Southern Great Barrier Reef, expansive national parks, rich agricultural lands and culturally significant Country. Our landscapes and waterways offer more than beauty - they hold stories, knowledge and opportunity.
Ecotourism is one of our region’s key competitive advantages, with strong potential to drive sustainable jobs, attract new investment, support local communities and deliver nature-based experiences that are both immersive and low-impact.
Through this strategy, we will champion investment in eco-certified infrastructure and facilities that enhance the visitor experience without compromising environmental integrity. We will support the development of nature-based tourism experiences, including agritourism offerings that connect visitors to the land through local food, seasonal produce, and authentic encounters with working farms and producers.
We will also create opportunities for visitors to contribute meaningfully to the region through community-led conservation and education initiatives. This includes hands-on participation in reef monitoring and restoration, partnerships with schools and local groups to build environmental awareness, and deeper engagement with Traditional Owners and landholders to share stories, culture and knowledge in respectful and inclusive ways.
By aligning with Queensland’s Ecotourism Plan for Protected Areas, and working closely with First Nations communities and local operators, we will position the Gladstone Region as a destination where visitors can connect deeply with place, people and purpose - and where tourism plays a vital role in protecting what makes this region so special.
what does success look like in 2036?
By 2036, the Gladstone Region is recognised as a respected contributor to Queensland’s ecotourism leadership - a destination where visitors connect deeply with nature, culture and community and where tourism supports both conservation and local pride.
We will have:
• A growing network of eco-certified operators and low-impact experiences, from island adventures to immersive national park and rural encounters
• Strong and respectful partnerships with First Nations communities, enabling cultural storytelling and onCountry experiences led by Traditional Owners
• A thriving agritourism offering, connecting visitors with local producers, food stories and land-based experiences that support regional economic resilience
• Education and engagement programs embedded in schools, visitor centres and community networks, building environmental awareness and shared responsibility
• Support for visitor participation in conservation initiatives, including reef monitoring and regenerative tourism experiences — delivered through collaboration with science, community and industry experts
Across the region, we will see:
• Greater visibility and recognition of the Gladstone Region as a nature-based tourism destination
• New income streams for landholders and small producers, supported through agritourism and eco-based product development
• Stronger integration of environmental stewardship in tourism planning, with community and Traditional Owner involvement
• An increase in values-driven visitation, with tourists choosing Gladstone because of its commitment to sustainability, culture and authenticity
• A region-wide culture of care for Country, where tourism contributes to the protection of natural places, and the stories they hold
The Gladstone Region’s ecotourism strengths will be built on collaboration, community involvement and deep respect for Country. Through strategic partnerships, advocacy and support, GAPDL will help ensure that these outcomes create lasting value for our environment, our economy and the people who call this place home.
BRAND
We want the world to see the real Gladstone Region
Brand is more than a visual identity - it’s a feeling. It’s the sense of connection, belonging and discovery we want people from all backgrounds and places to experience when they engage with us at GAPDL and the broader Gladstone Region.
Our region is raw, real and rich in story. Through intentional, insights-led branding and marketing, we will show the world what makes our region special - not just through beautiful landscapes, but through the warmth of our people, the authenticity of our experiences and the strength of our identity.
We want visitors to feel something genuine here. And we want locals to see their stories reflected in the way our region is represented - building community pride, trust and shared ownership of our place brand.
By supporting operators and stakeholders to align with a clear and consistent brand, we amplify our message, grow recognition and create a brand
what does success look like in 2036?
By 2036, the Gladstone Region is confidently positioned as a bold, recognisable and respected destination brand - known for its raw beauty, authentic experiences and deep sense of place. It is a brand that connects emotionally, invites exploration and reflects the real stories, communities and values that make our region unique.
We will have:
• A cohesive, well-governed brand identity recognised and respected across local, state and national markets
• Increased awareness, trust and favourability of the Gladstone Region brand, influencing travel, investment and lifestyle decisions
• Empowered operators and partners who align with and amplify the destination brand
• A shared sense of ownership among locals, who feel represented in regional storytelling
• Strong digital and media performance, with branding activity driving measurable visitation outcomes
• A brand that is inclusive, evolving and values-led, celebrating diverse voices, First Nations culture and our distinct identity
• A consistent and authentic visitor experience, where brand values are reflected from first click to final memory
Across the region, we will see:
• Stronger recognition and reputation of the Gladstone Region as a desirable place to visit, live and invest
• Improved visitor conversion and repeat visitation, driven by consistent brand presence and messaging
• Greater local pride and engagement, as communities see the brand as a true reflection of their place
• Collaborative brand alignment across operators and stakeholders, reinforcing a unified and compelling regional narrative
Ultimately, our brand will be more than marketing. It will be a lived experience - a reflection of who we are, what we stand for and the feeling we leave with every visitor who chooses the Gladstone Region.
PEOPLE
The heart and drive behind our purpose
Our people are our greatest asset - they are the energy, care and capability behind every visitor experience, every campaign and every conversation about our region.
For GAPDL, investing in our people is a strategic priority. From our core team to our incredible volunteer network, we are committed to fostering a culture of purpose, connection and continuous learning. When our people are supported, empowered and aligned, we’re able to deliver with impact and integrity.
Beyond the organisation, we recognise the role that people across the region play in shaping the Gladstone Region visitor experience - operators, hosts, guides, tourism champions and community members. A warm welcome, local knowledge and genuine care can leave a lasting impression and turn a first-time visitor into a lifelong advocate.
We will continue to invest in leadership, learning and wellbeing, and create opportunities for recognition, collaboration and growth across our team and volunteer base.
what does success look like in 2036?
By 2036, GAPDL is known for its strong organisational culture, high-performing team and engaged volunteer network. We have built a workplace that attracts and retains talented people who are passionate about place, community and purpose.
We will have:
• A values-led, skilled and supported workforce, committed to delivering outcomes and living our ANCHOR values
• A well-established volunteer program that attracts new faces while retaining long-standing ambassadors
• Clear career pathways, training and leadership development, enabling internal growth and long-term organisational capability
• A culture of care, collaboration and accountability, where people feel proud of the work they do and the region they represent
• Strong systems and internal frameworks that enable operational efficiency, team wellbeing and performance tracking
Across the region, we will see:
• Tourism and visitor-facing roles recognised as valued careers, supported through local training pathways and industry partnerships
• More operators and tourism businesses investing in their people, recognising the link between employee experience and visitor satisfaction
• A region-wide focus on quality service, cultural awareness and genuine hospitality, shaping a consistently positive visitor
At the heart of every successful visitor economy is a community of people who care - and in the Gladstone Region, that care runs deep.
ADVOCACY
Championing investment, infrastructure and innovation
At the heart of a strong visitor economy is the infrastructure that enables it - the access, amenities, services and systems that support great experiences and thriving communities.
In the Gladstone Region, advocacy plays a critical role in shaping the conditions that allow tourism operators and businesses to grow sustainably. By representing the collective voice of the tourism industry and community, we advocate for tourismenabling infrastructure that supports business confidence, investment attraction and long-term resilience.
Our advocacy focuses on infrastructure that improves both the visitor experience and everyday liveability - from transport connections and waterfront access to public spaces, digital connectivity and visitor services. These foundations help operators deliver high-quality experiences, encourage longer stays and ensure tourism growth aligns with community needs and values.
By working collaboratively with all levels of government, industry partners and infrastructure providers, we influence decision-making that delivers lasting benefit, creating places locals are proud of and visitors want to return to.
what does success look like in
2036?
By 2036, the Gladstone Region is recognised as a connected, accessible and investment-ready destination - supported by high-quality tourism infrastructure that enhances visitor experiences, strengthens local businesses and improves community liveability.
We will have:
• Tourism-enabling infrastructure and innovation that supports access, connectivity and new ways of experiencing the region
• Strong alignment between tourism priorities and planning, ensuring land-use decisions and infrastructure investment work together
• A clear and unified industry voice influencing policy, funding and infrastructure decisions at local, state and national levels
• Increased confidence among tourism operators and investors, supported by clear advocacy and strategic direction
Across the region, we will see:
• Growth in overnight visitation and visitor spend, enabled by better access, supporting infrastructure and innovative delivery
• Increased group travel and event-related bookings, supported by fit-for-purpose infrastructure and new approaches to destination development
• More attractive and activated places, shaped through innovative design and multi-use community infrastructure
• Improved community perceptions of tourism, recognised as a driver of liveability, opportunity and innovation
Through strong advocacy, we help create the foundations for a visitor economy that works for operators, for communities and for the future of the Gladstone Region.
