Statement of Acknowledgement of the Traditional Owners
We acknowledge the Traditional Owners and Custodians of the Gladstone Region, part of the Southern Great Barrier Reef, including the Bailai, Gurang, Gooreng Gooreng and Taribelang Bunda peoples.
We honour their enduring connection to Country and Sea Country and recognise the important role First Nations knowledge, culture and stewardship play in shaping the region’s future.
Destination Management in Contemporary Tourism
Great destinations are shaped not only by the experiences they offer, but by the people, places and environments that bring them to life. Contemporary destination management recognises that tourism is about more than attracting visitors - it is about protecting what makes a place special, strengthening communities, celebrating culture and ensuring future generations can experience it too.
The World Tourism Organisation describes responsible and sustainable destination management as a process that balances the needs of visitors, industry, local communities and the environment, while bringing together diverse organisations and stakeholders around a shared vision for the future of a destination.
For the Gladstone Region, this means taking a whole-of-region approach that connects our communities, natural landscapes, culture and experiences into one shared story. From reef to ranges, islands to inland, the destination is more than a collection of attractions - it is a living landscape shaped by nature, industry, heritage and the people who call it home. Through collaboration, stewardship and thoughtful growth, this Destination Management Plan aims to protect the region’s authenticity while creating meaningful experiences that encourage visitors to slow down, stay longer and leave with a deeper connection to place.
Great destinations are shaped not only by the experiences they offer, but by the people, places and environments that bring them to life.
Wilson Island
EXECUTIVE SUMMARY
Gladstone Region Destination Management Plan (DMP)
A destination like no other
The Gladstone Region is a natural wonder waiting to be explored. From pristine reefs and lush forests to coral cays and abundant wildlife, the region offers a globally distinctive reef-to-ranges landscape. Its sub-tropical climate, warm waters, and diverse ecosystems make it a place to unwind, slow down, and reconnect with nature and your family. The working port, energy, and industrial heritage provide a subtle contrast, adding authenticity and showing how people and nature coexist - but the destination itself is what sells the dream, and experiences are the tools that bring it to life. Through this Destination Management Plan, the Gladstone Region is working towards ambitious growth by 2036, including a 29% increase in overnight visitation, a 27% increase in visitor nights, and more than $900 million in annual visitor expenditure. Achieving these outcomes will strengthen the visitor economy while ensuring the region’s natural, cultural and community assets continue to thrive.
Come Curious. Live Deliberately. Leave Glad.
THE ROLE OF THE DMP
This tagline encapsulates the Gladstone Region experience, inviting visitors to explore with curiosity, immerse intentionally in nature, and depart with memories and connection.
The is the strategic guide for the region’s visitor economy over the next 10 years. Its purpose is to:
✔ Put the destination first, with experiences as tools to connect visitors to natural and cultural assets.
✔ Coordinate investment, marketing, and experience development across precincts.
✔ Align stakeholders - from local government and tourism operators to Traditional Owners — around a shared vision.
✔ Support sustainable growth while protecting reefs, forests, islands, wildlife, and heritage.
✔ Measure success through visitor, economic, cultural, environmental, and brand outcomes.
OUR GUIDING PRINCIPLES
1.
Protect and Promote Our Natural Assets
From our National Parks to the Southern Great Barrier Reef, our 14 ecosystems, coral cays, pisonia forests and marine megafauna form the foundation of our destination identity.
2. Balance Nature with Industry
Our working port and industrial heritage provide a unique contrast, demonstrating how people and nature coexist sustainably.
3. Grow a Sustainable Visitor Economy
Increase visitation, offseason stays, and high-value experiences while ensuring benefits flow to local communities and operators.
Heron Island
THE ROLE OF THE DMP
✔ Sell the destination first Highlight Gladstone’s natural beauty and reef-to-ranges ecosystems.
✔ Nature-Led Experiences
Ecotourism, reef and forest excursions, wildlife encounters, education, and wellness offering s.
✔ Precinct-Based Targeting Discovery Coast, Gladstone City, Boyne Valley, Boyne Island/Tannum Sands, Southern GBR Islands.
✔ Responsible Growth
Low-impact accommodation, conservation, and visitor education.
✔ Industrial Heritage Storytelling Port, energy, and manufacturing narratives subtly integrated.
✔ Marketing & Brand Leadership
Social-first content and trade/ consumer campaigns to differentiate the region, with a focus on slow travel, nature immersion, and family connections.
VISITORS
More overnight stays, longer lengths of stay, off-peak growth and increased international visitation.
ECONOMY
Higher visitor expenditure, tourism jobs and partnership value.
NEW AREAS OF FOCUS AND ACTION OUR UNIQUE NATURAL ASSETS AND HERITAGE
• Reef-to-Ranges Coverage
14 distinct ecosystems (7 marine, 7 terrestrial) spanning Agnes Water to the Southern Great Barrier Reef, supporting biodiversity, coral health and rare species.
• Iconic Coral Cays & Pisonia Forests
Lady Musgrave Island (navigable lagoon), the Capricornia Cays (supporting approximately 75% of the world’s Pisonia forest, including Heron Island and Lady Musgrave Island), and Pancake Creek (one of only a few in-estuary coral reef systems in the world).
• Marine Megafauna and Rich Reef Diversity
Warm and cool water currents create exceptional biodiversity, offering year-round observation and diving experiences.
• Subtropical Climate
Minimal wet season, lower humidity, warm waters supporting comfortable year-round visitation.
• National Parks
Deepwater, Kroombit Tops State Forest, Eurimbula, Curtis Island.
• Lake Awoonga
Ornithologists, twitchers and birders can look out for the Southern Squatter Pigeon and the Red Goshawk (listed as having conservation significance) and is one of the largest and important near-coast bird refuges in South East Queensland. This area is home to a thriving array of native animals, both by day and night like the Whiptail or pretty-face wallaby, Yellow-Bellied Glider or Grey-headed Flying Fox. You might even spot a Koala so look up.
• Boyne Valley
Full of untouched wonders, this quaint valley is made up of four smaller towns – Nagoorin, Ubobo, Builyan and Many Peaks – which are dotted along the valley’s flowing heart, the Boyne River.
• Industrial Heritage
Working port, energy and manufacturing sites provide subtle storytelling opportunities, showing how people and nature coexist sustainably.
measures of success
community & culture
Greater local pride, First Nations engagement and cultural participation.
ENVIRONMENT
Uptake of ecocertification, responsible visitor behaviour and conservation outcomes.
In summary: This DMP sets a nature-first, heritage-enriched course for the region. By selling the destination first - showcasing reefs, ranges, forests, coral cays and wildlife - and then highlighting experiences, we aim to extend stays, increase visitor spending and attract year-round tourism. Industrial heritage is included subtly, enhancing authenticity without overshadowing natural appeal. The plan also positions the region for slow-travel, immersive and family-focused visitors, driving sustainable growth and ensuring the Gladstone Region remains authentic, distinctive and competitive through 2036.
BRAND
Recognition, differentiation and awareness of Gladstone Region nationally and Gladstone RegionSouthern Great Barrier Reef internationally.
Wilson Island
OUR PLAN AT A GLANCE
Going Forward
OUR VISION OUR objectives
By 2036, 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.
Gladstone region Values - The Anchor that Guides 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.
As the Gladstone Region charts its tourism course for the next decade, the ANCHOR values are the region’s compass. They guide how the region will work collectively to achieve our ambition to become a leading force in Queensland’s visitor economy.
AAMBITION
Our region aims high, always striving for success, for bold ideas, innovative new product development and marketing, N NIMBLE
The region’s tourism industry moves with agility and creativity, responding quickly to changing market
We build meaningful relationships that strengthen our region and our visitor experience. H
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. R RESPONSIBILITY
As caretakers of our region’s story, we lead with purpose, acting ethically, inclusively and sustainablycaring for our people, place and culture.
where we are headed
Sustainable tourism-led growth and growth in regional pride will be achieved through successful delivery of the following Strategic Objectives and Priorities
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
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, high-value offerings that convert interest into overnight stays and regional spending.
Partnerships
Industry collaboration drives everything we do
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
Ecotourism
Proudly grounded in place, people and Country
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.
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
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.
Enhance the profile of the Gladstone Region Foster community pride
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.
Leverage the reputational benefits of recognised destination and operator certification programs. Agnes Water, the Town of 1770 and the Southern Great Barrier Reef Islands continue to strengthen the region’s naturebased tourism offering through certified operators, environmental stewardship and conservation partnerships.
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 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.
How Do We Measure Success?
Attract
OUR OBJECTIVES
2026 - 36
Contribute to Gladstone Region economy
Service Delivery (KPI’s)
visitors to Gladstone Region, generating overnight visitor spend
• Total 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
HEADLINE VISITATION AND EXPENDITURE BASELINES (YEAR TO DECEMBER 2025):
Overnight visitors: 565,000 with 1,797,000 visitor nights
Average length of stay (domestic visitors):
2.96 nights
1,600,000 nights/ 541,000 visitors
2036 TARGETS:
Total visitor expenditure: $689.8 M
Average spend per night: ~$185
$385M/2.07M nights
Measurement:
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.
Curtis Island
3-phase roadmap (2026-2036)
2029-2032
2026-2028
Build the foundations
Focus:
• Organisational excellence and industry capability
• Protect and enhance aviation connectivity
• Advocate for marina, waterfront and access infrastructure
• Strengthen destination stewardship and sustainability practices
• Develop priority tourism experiences across all precincts
• Grow industry participation and collaboration
• Establish strategic corporate and community partnerships
• Strengthen destination storytelling and brand alignment
• Improve visitor servicing, wayfinding and digital readiness
OUTCOME TARGET
Build the foundations required for sustainable destination growth and improved visitor experiences.
Focus:
Experience Growth & Regional Leverage
• Leverage Brisbane 2032 opportunities
• Grow event attraction and destination activation
• Increase visitor dispersal across the region
• Expand reef, nature, heritage and cultural experiences
• Activate urban nature and waterfront experiences
• Strengthen the Southern Great Barrier Reef proposition
• Increase average length of stay through experience packaging
• Position Gladstone as a leading regional destination for nature, adventure and discovery
• Support workforce attraction and industry development
OUTCOME TARGET
Increase visitor spend, length of stay and regional dispersal through a stronger destination offering.
DESTINATION MANAGEMENT
2033 - 2036
Market Leadership & Destination Maturity
Focus:
• Expand interstate and international market reach
• Establish the Gladstone Region as Queensland’s leading reef-toranges destination
• Grow destination investment and private sector participation
• Lead destination stewardship and sustainable tourism practices
• Mature premium tourism and experiential product offerings
• Strengthen regional advocacy and destination influence
• Position the region as a recognised leader in nature-based, heritage and industrial tourism
• Enhance destination reputation for liveability, visitation and investment attraction
OUTCOME TARGET
Position the Gladstone Region as a leading force in Queensland’s visitor economy.
STRATEGIC CONTEXT
The Gladstone Region’s visitor economy does not exist in isolation – it is influenced by a range of external factors including market demand and a range of existing Queensland and local policies and strategies.
This section of the DMP provides a summary of key strategies and policies which will shape DMP priorities and implementation. Their priorities are reflected in the DMP’s objectives and actions.
Queensland & Regional Context
• State Government’s Destination 2045 Strategy
• Queensland Visitor Economy 2032 Strategy
• Tourism and Events Queensland (TEQ)
• Southern Great Barrier Reef Partnership
Gladstone Regional Council Plans & Priorities
• Corporate Plan & Economic Development Strategy
• Tourism and Events Priorities
• 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 & Reporting Framework
Tracks Return on Investment (ROI) and performance across TEQ, Council and industry priorities.
Tourism Landscape: Roles and Responsibilities
STAKEHOLDEr KEYROLES
Tourism Australia
Queensland Government
• Marketing and promotion of Australian tourism internationally
• Tourism policy and strategy, tourism investment, ecotourism development (DETSI)
• Regional development, infrastructure, transport
• Olympics delivery
• National Parks and protected areas across the region
• Regulates sustainable tourism activities within conservation areas
Tourism and Events Queensland
Queensland Tourism Industry Council
EcoTourism Australia
• Domestic & International Marketing of Queensland
• Attract, Develop & Promote a distinctive Events Calendar
• Tourism Sector and Experience Design
• Research & Insight
• Industry Advocacy and Representation
• Policy Development
• Workforce development and support
• Queensland tourism awards
• National eco-certification programs for destinations and operators
• Sustainable tourism standards and environmental best practice
• Infrastructure and services
Gladstone Regional Council
Gladstone Ports Corporation
• Partnership and funding
• Regulatory environment and planning
• Place building
• Tourism and economic policy
• Port infrastructure essential for cruise and marine tourism
• Marine tourism development and waterfront experiences
• Place building
Gladstone Airport Corporation
Queensland Rail
• Airport management and improving connectivity
• Infrastructure development to enhance visitor accessibility
• Supporting tourism flow through improved air services
• Rail transport connectivity to key Queensland destinations
• Infrastructure development to enhance visitor access
• Ensuring multi-destination travel options for tourists
• First Nations tourism advocacy
Port Curtis Coral Coast Trust
Local Tourism Operators
Community Groups & Volunteers
Gladstone Area Promotion and Development Ltd
• Development of culturally respectful heritage experiences
• Delivering experiences and services
• Accommodation providers, tour operators and local guides.
• Support visitor welcoming, events and community pride initiatives
• Contribute to frontline visitor experience delivery
• Regional marketing and promotion
• Member and business services
• Tourism destination development
• Leadership and advocacy Industry development
• Visitor information
• Tourism and visitor economy advocacy
Discovery Coast Tourism & Commerce Inc
Southern Great Barrier Reef
• Promotion and marketing of the Discovery Coast precinct
• Advocacy for industry
• Event development
• Industry networking and collaboration
• Destination development
• Collaborative regional destination marketing partnership
• Joint promotion of reef and nature-based tourism experiences
where are we now? the Gladstone region visitor economy
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.
An important starting point for the DMP, is a clearsighted understanding of where Gladstone Region currently stands as a destination. This section of the DMP considers:
• Key tourism characteristics of the region.
• Regional visitation and performance.
• Trends impacting on tourism.
• Brand personas - Gladstone Region’s visitors.
• Brand awareness.
• Partnerships - roles and responsibilities on Gladstone Region’s visitor economy.
• Overall strengths, weaknesses, opportunities and threats.
Curtis Island
Key Characteristics of the Gladstone Region
The Gladstone Region is a place where reef meets ranges, resources and energy industry meets nature and adventure meets stillness. Located on Queensland’s stunning coastline and forming part of the Southern Great Barrier Reef, the region stretches from the pristine waters and coral cays offshore to lush forests, inland ranges, waterways and welcoming rural communities.
At its heart is Gladstone City - Queensland’s industrial engine room and home to one of Australia’s leading multi-commodity ports - providing a unique contrast to the surrounding natural environment. Beyond the city, visitors can slow down and reconnect with nature through experiences across the Discovery Coast, Boyne Valley and Southern Great Barrier Reef Islands. From the turtle nesting beaches of North West Island and the world-renowned pisonia forests of Heron Island, to the navigable lagoon at Lady Musgrave Island, the region offers globally significant ecosystems and rare biodiversity found nowhere else on earth.
The region is also rich in walking trails, lookouts, waterways and heritage experiences. Visitors can explore the Gladstone Region Round Trails, Turtleway and Canoe Point boardwalks, Police Creek and Lake Callemondah, Mount Larcom walking trails, the Boyne Burnett Inland Rail Trail, Bustard Head Lighthouse
Station, Barrimoon Tunnels, award-winning Tondoon Botanic Gardens and several tranquil national parks. These places provide opportunities for hiking, birdwatching, forest bathing, wildlife encounters and cultural discovery, while also showcasing the region’s industrial heritage.
Clear waters, minimal wet season impacts and a subtropical climate support year-round visitation, while the meeting of warm and cool ocean currents creates exceptional marine biodiversity, resilient coral systems and regular marine megafauna encounters. The region’s 14 distinct ecosystemsseven terrestrial and seven marine - form the foundation of its reef-to-ranges identity.
Around 64,000 people call the Gladstone Region home, with the population expected to grow over the coming decades. Tourism plays an increasingly important role in the local economy alongside industry, energy, agriculture and construction, supporting jobs, local businesses and regional liveability.
The Gladstone Region also has deep and ongoing cultural connections to Traditional Owners, particularly the Port Curtis Coral Coast peoples. Their enduring relationship with Country and Sea Country continues to shape the identity, stewardship and future of the region today.
Gladstone Region’s Experience Mix
The Gladstone Region is a proud gateway to the Southern Great Barrier Reef, with incredible fishing, island escapes, coastal beaches, scenic ranges and unforgettable national parks. Visitors can enjoy a diverse mix of experiences across:
• Reef, Islands & Beaches
• Natural Encounters
• Adventure & Discovery
• Lifestyle, Culture & People
• Events
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.
Lake Awoonga
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.
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 2026 before strengthening, supported in part by the work and events leading up to the Olympics.2
The expenditure trends for the Southern Great Barrier Reef 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.
SGBR Source Markets - Domestic Intrastate (QLD)
SGBR Source Markets - International Overnight Expenditure ($M)
Data sample sizes limit detailed analysis of sub-regions; however, topline characteristics can be identified.
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 midlife 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
Agnes Water
3Roy 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
The visitor profile for the region shows a mix of travellers visiting for holiday/leisure, business and visiting friends and relatives (VFR) purposes. Whilst travelling in the Gladstone Region, visitors engage in the following activities:
Activities Undertaken in Descending Order4
SOCIAL ACTIVITIES
Dining out, shopping, visiting pubs and clubs.
OUTDOOR + NATURE
Visit National Parks/State Parks and bushwalking.
ACTIVE OUTDOOR + SPORTS
Fishing, playing sports, golf, cycling and other activities.
local attractions + tourism activities
Guided tours/excursions, charter boat/cruise and 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.
Lake Awoonga
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 and 4WD trails.
“Cultural Explorers” are interested in First Nations storytelling and hinterland escapes.
1770 Reef - Lady Musgrave Island
Brand Awareness
The table below summarises key brand assessment metrics for the Gladstone Region5. Whether as a leading part of SGBR or as a standalone destination, the ambition is growing brand awareness of the region in target visitor markets.
Brand Element Description
Familiarity and Consideration
Brand Health
• 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.
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.
• It is critical for the destination to retain destination eco-certification, for individual operators to retain eco-certification and to leverage SGBR branding and unique assets, whilst retaining Gladstone Region’s identity.
Brand Power
• Gladstone Region’s brand power is driven by salience and difference, performing strongest among Queenslanders and solo travellers.
Regional Brand Imagery
• 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.
• Retain our marketing focus on the regional Queensland drive market.
• Leverage SGBR branding and our unique assets.
• Opportunity for reinvention by conveying a widely relevant and differentiated promise and building salience through visible activities and strong distribution.
• 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.
Brand Typology
• Based on Kantar’s BrandZ framework, Gladstone is positioned as a “Generic Brand”.
• Opportunity for reinvention by conveying a widely relevant and differentiated promise, and building salience through visible activities and strong distribution.
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
Digital Nomadism
Flexibility in Booking and Cancellation Policies
Personalised Experiences
The reinvention of the road trip
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.
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.
Globally, demand for road trips is growing as travellers look for freedom, flexibility and lower-cost holidays.
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 ecotourism and cultural priorities.
This trend aligns with campaigns that integrate tourism with infrastructure, liveability and workforce development priorities.
We welcome collaboration amongst tourism operators and GAPDL on policies and fostering flexible, consumer focused mindsets.
Let’s leverage the opportunity to align with other SGBR destinations on trails, itineraries and bespoke offerings.
Drive tourism and touring visitors are key components of Gladstone’s visitor mix.
6https://www.deloitte.com/content/dam/assets-zone2/fr/no-index/docs/industries/consumer/2024/wttc-consumer-trends-report-2023.pdf
Personalised, DigitalFirst Planning
Travellers increasingly expect seamless trip planning online - from inspiration and research through to booking - supported by real-time information, usergenerated content and personalised itinerary ideas. As digital behaviour continues to evolve, the use of generative AI in travel planning and booking is rapidly growing, making it critical that our region keeps pace to stay visible, competitive and easy to choose.
Wellness Tourism 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.
Maintaining investment in innovative marketing and digital communication remains essential to ensure the Gladstone Region stays visible and competitive in an increasingly online and AI-driven travel market.
The Boyne Valley and the Discovery Coast locations are ideal for stimulating more wellness products.
North West Island
Strategic Landscape: Strengths, Weaknesses, Opportunities
and
Threats
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.
S STRENGTHS
• Natural assets and attractions, including the Southern Great Barrier Reef.
• Established tourism infrastructure supporting diverse experiences.
• Internationally renowned water experiences for repeat visitation.
• Ongoing investment in environmental stewardship, conservation partnerships and marine ecosystem education initiatives.
• High levels of Visiting Friends and Relatives (VFR) and business travel.
• Positive market trends in Gladstone’s diverse experience mix.
• Strategic Southern Great Barrier Reef location boosting international appeal.
• Deep Water Port, a major infrastructure asset supporting economic growth and regional logistics.
W WEAKNESSES
• Vulnerability to natural disasters, climate change, and increased frequency of weather disruptions affecting tourism.
• Limited aviation and transport connectivity, hindering access.
• Supply gaps in tours and experiences, especially niche markets.
• Changing consumer expectations around sustainability and digital access.
• Slow recovery of international visitation post-pandemic.
• Reputational risk with First Nations content needing approval.
O Opportunities
• Leverage Brisbane 2032 Olympics to position the Gladstone Region as a tourism destination.
• Promote Gladstone as a gateway to the Southern Great Barrier Reef.
• Enhance inclusive, accessible tourism and highlight First Nations culture.
• Promote sustainable tourism and ecotourism practices.
• Activate natural assets (trails, boardwalks) to extend stays and increase spend.
• Strengthen industry collaboration for infrastructure and product development.
• Grow marine and recreational fishing to stimulate economic activity.
T Threats
• Climate change impacts (natural disasters) damaging tourism infrastructure.
• Economic instability affecting discretionary travel.
• Limited transport connectivity reducing ease of access.
• Supply gaps in product offerings, limiting appeal to diverse markets.
• Changing consumer demands for sustainability and digital experiences.
• Geopolitical instability affecting global tourism flows.
• Marketing adjustments to ensure continued competitiveness and alignment with evolving market trends.
• Supply chain disruptions and cost escalations impacting development of new tourism infrastructure and experiences
SWOT ANALYSIS: GLADSTONE REGION TOURISM LANDSCAPE
Where We’re Heading Over the Next 10 Years A Diverse Gladstone Region
Introducing our Tourism Precincts
The Gladstone Region offers a wide range of visitor experiences across different towns and landscapes, each with its own strengths and personality.
By focusing on these precincts individually, we can promote the right experiences to the right visitors and support investment where it makes the biggest impact. This approach helps attract more visitors, encourage longer stays, spread benefits across the region and grow tourism in a way that works for our communities and local businesses.
Gladstone City & Surrounds
boyne valley
discovery coast (Agnes Water and Town of 1770)
tannum Sands
boyne island
Regional Precinct Outcome Targets (By 2036)
Building on the priorities identified across the Southern Great Barrier Reef Islands, Gladstone City and Surrounds, Boyne Island and Tannum Sands, Discovery Coast and Boyne Valley, the Gladstone Region will strengthen its position as a nature-first, experience-led destination where visitors are encouraged to slow down, reconnect with nature and immerse themselves in authentic regional experiences.
BUILDING ON THE PRIORITIES IDENTIFIED FOR THE SOUTHERN GREAT BARRIER REEF ISLANDS, GLADSTONE CITY AND SURROUNDS, BOYNE ISLAND AND TANNUM SANDS, DISCOVERY COAST AND BOYNE VALLEY COMMUNITIES, ACROSS ALL PRECINCTS, THE GLADSTONE REGION WILL:
• Increase total overnight visitor expenditure across all precincts.
• Increase average length of stay through immersive, multi-precinct experiences.
• Improve regional dispersal, encouraging visitors to explore both coastal and inland communities.
• Strengthen off-season occupancy and year-round visitation.
• Grow eco-certified, nature-based and experience-led tourism product.
• Increase participation in cultural, educational and citizen science experiences.
• Strengthen destination awareness and positioning nationally and internationally.
• Increase community pride and positive sentiment toward tourism.
• Support sustainable tourism growth that protects the region’s natural and cultural assets.
• Encourage slow-travel experiences that foster deeper connections with nature, Sea Country and local communities.
Lilley’s Beach, Boyne Island
Southern Great Barrier Reef Islands
The Southern Great Barrier Reef Islands precinct showcases pristine ecosystems, rare wildlife and marine biodiversity, making it a nature-first visitor experience. Each island offers something unique:
• Heron Island – home to 17ha of Pisonia supporting abundant seabird populations.
• Wilson Island – a secluded, adults-only eco-retreat with pristine beaches and reef access.
• North West Island – nesting grounds for endangered turtles and vibrant marine life.
• Lady Musgrave Island – the only coral cay on the Great Barrier Reef with a navigable lagoon.
• Masthead Island – a wilderness escape with protected habitats and rare coastal vegetation.
Collectively, these islands form a globally unique reef destination, offering immersive eco-tourism experiences. Visitors also learn about the deep cultural connections Traditional Owners have to Sea Country, strengthening awareness and stewardship.
Wildlife, ecosystems and connections
KEY ADVOCACY PRIORITIES
• Improve access including ferry services, moorings, boat ramps and landing facilities.
• Enhance visitor facilities: signage, trails, boardwalks, and amenities.
• Develop experiential infrastructure: guided tours, snorkeling platforms, observation points.
• Strengthen destination positioning: market as a cohesive reef-to-ranges precinct, highlighting rare ecosystems and First Nations connections.
• Ensure visitor safety and management: first-aid, safety protocols and environmental monitoring.
CAMPAIGN FOCUS
• Educational Programs & Citizen Science – Hands-on learning about reef ecology, migratory birds, marine megafauna, and conservation.
• Nature-Based Adventure Experiences – Snorkelling, reef excursions, birdwatching and eco-trails showcasing each island’s unique ecosystems.
• Slow Travel & Disconnect Experiences – Immersive, low-impact stays encouraging visitors to unplug, unwind and reconnect with nature.
• Family & Travel-Partner Activities – Shared adventures and educational experiences that strengthen connections while exploring the islands.
SIGNALS OF SUCCESS
• Recognised as a signature island and reef destination within the Southern Great Barrier Reef
• Improved access to island, reef and marine experiences
• Healthy and protected reef, island and coastal environments
• Traditional Owner stories and Sea Country connections reflected in visitor experiences
• Growth in conservation, citizen science and educational tourism experiences.
Heron Island
Gladstone City and Surrounds
Gladstone City is the energetic hub of the region, known as the ‘engine room of Queensland’. It serves as the gateway to Southern Great Barrier Reef icons, while also connecting visitors to nearby communities including Mount Larcom, Calliope and Benaraby. The precinct offers a diverse mix of business, leisure and cultural experiences, blending waterfront attractions, industrial heritage, nature-based recreation and regional hospitality.
KEY ADVOCACY PRIORITIES
• Advocate for cruise visitation growth, including safe-haven positioning and destinationbased shore experiences that extend dwell time in the city
• Support activation of the harbour and waterfront precincts to enhance visitor appeal, public access and experience-led use
• Advocate for improved reef access logistics, enabling Gladstone to function as a launch point for day trips to Quoin, Curtis, Masthead, Heron and Wilson Islands
• Support investment in visitor-ready infrastructure (signage, wayfinding, amenities) linking the CBD, waterfront, airport and marina
CAMPAIGN FOCUS
• Easter in Gladstone as a flagship city-based family event and accommodation driver
• Group and event-led travel campaigns, leveraging regional sporting, cultural and industry events
• Gateway to the Reef positioning, promoting Gladstone as the access point to offshore island experiences
• Fishing and freshwater adventures centred on Awoonga Dam and surrounding waterways
• Short-break city escapes targeting regional and drive markets
SIGNALS OF SUCCESS
• Established as the region’s primary visitor gateway and hub
• Diverse waterfront, cultural, business and nature-based experiences
• Tourism growth supports economic diversification and community pride
• Strong events, business and sports tourism sector driving year-round visitation
• Increased visitor dispersal, length of stay and regional exploration
• Improved aviation, cruise, marine and transport connectivity
Regional hub, gateway city and economic engine ROOM
Gladstone City
Boyne Island and Tannum Sands
Only a short drive south from Gladstone are the picturesque coastal communities of Boyne Island and Tannum Sands. Visitors can experience a relaxed coastal lifestyle centred on superb beaches, riverside walkways, parklands and recreational activities.
With a population of close to 12,000, these ‘twin’ communities are linked by a bridge across the beautiful Boyne River. Boyne Island – the island you can drive to – offers a quality mix of residential, business, shopping, industry and environment where foreshore parks overlook boats, outrigger crews and fishing on the calm river waters.
With only a small variation in seasonal water temperatures, the waters of Tannum Sands and Boyne Island are perfect for year-round swimming.
Relaxed coastal lifestyle, recreation and liveability-led visitation
KEY ADVOCACY PRIORITIES
• Advocate for foreshore and riverfront enhancements that support recreation, events and visitor use
• Support upgrades to walking and cycling pathways connecting beaches, parks and town centres
• Champion improved boat, fishing and water access infrastructure to support year-round recreational use
• Advocate for place-based amenity upgrades (shade, seating, lighting) that enhance visitor comfort
• Support activation of community spaces for small-scale events and markets
CAMPAIGN FOCUS
• Coastal lifestyle campaigns highlighting swimming, beach time and relaxed stays
• Fishing and recreational boating campaigns targeting repeat and regional visitors
• Family-friendly coastal escapes positioned as an easy add-on to Gladstone stays
• Active outdoors campaigns (camping, walking, cycling, paddling)
• Shoulder-season short breaks appealing to drive markets
SIGNALS OF SUCCESS
• Recognised as a leading coastal lifestyle and recreation destination
• Accessible beaches, parks, riverfronts and public spaces
• Enhanced walking, cycling, boating and fishing experiences
• Vibrant community events supporting year-round activation
• Tourism growth complements local liveability and community pride
• Improved connections between recreation assets and visitor experiences
Tannum Sands
Discovery Coast (Agnes Water & Town of 1770)
Agnes Water and the Town of 1770 are sub-tropical, reef-to-ranges destinations offering a diverse combination of beaches, forests, wildlife and cultural experiences, alongside eco-tourism, adventure and wellness opportunities. Home to Queensland’s most northern surf beach, the precinct provides a unique coastal experience rarely found elsewhere along the Southern Great Barrier Reef.
Visitors can explore connecting Great Barrier Reef ecosystems, giving the precinct a rare and globally significant ecological profile. On land, national parks such as Deepwater, Eurimbula, Mount Colosseum and Round Hill provide wilderness camping, hiking and immersive forest experiences, while everyday wildlife encounters with echidnas, kangaroos, butterflies, monitors and dolphins offer hands-on learning about biodiversity, reef ecology and the interdependence of species.
Iconic beaches, reef access and nature-based experiences
KEY ADVOCACY PRIORITIES
• Advocate for SES Grounds upgrades to support events, community activation and visitor capacity
• Support delivery of walking and cycling infrastructure, including improved beach access and wayfinding
• Champion investigation of a sustainable coastal pathway linking Agnes Water and the 1770 headlands
• Advocate for Agnes Water airstrip investigations to attract high-value visitors and improve emergency access
• Support upgrades to the 1770 boat ramp and associated parking, addressing visitor and resident demand
CAMPAIGN FOCUS
• Ecotourism and low-impact accommodation campaigns aligned to sustainability credentials
• Health and wellness escapes, including slow travel, nature immersion and wellbeing retreats
• Event-led visitation, including Captain Cook 1770 Festival, Agnes Blues, Roots & Rock Music Festival and nature-based events
• Citizen science and nature discovery, highlighting the Discovery Coast’s role in migratory and native bird habitats, reef, turtle and coastal monitoring.
• Experience-rich long-stay campaigns encouraging extended visitation
SIGNALS OF SUCCESS
• Recognised as a leading coastal and nature-based destination
• Longer stays driven by reef, wellness and outdoor experiences
• Protected beaches, reefs, national parks and coastal ecosystems
• Tourism growth supports local businesses while maintaining destination character
• Strong participation in conservation, stewardship and citizen science
Town of 1770
Boyne Valley
The Boyne Valley is just an hour’s drive from Gladstone City. It is a rural community with the small townships of Nagoorin, Ubobo, Builyan and Many Peaks dotted along the Boyne River, which forms the heart of the valley. In addition to local services, camping and accommodation options are available for visitors, with easy access from Calliope in the north or Monto in the south.
Beef and sawmilling are the main industries, with dairying and irrigated crops also contributing to the economy. The Boyne River, Awoonga Dam and a network of National Parks combine to create a place of great natural beauty, supporting growing opportunities for recreation, ecotourism and slow-travel experiences.
Rural heartland, freshwater, trails and off-grid experiences
KEY ADVOCACY PRIORITIES
• Advocate for accessibility upgrades at key visitor assets, including the Many Peaks Hotel
• Support development of trail-based infrastructure (cycling, walking, paddling)
• Champion improved wayfinding and visitor information across townships and natural assets
• Advocate for protection and activation of river and dam-based recreation areas
• Support low-impact visitor facilities that enable nature-based and agritourism experiences
• Champion recognition of Awoonga Dam as a premier freshwater fishing destination through access, amenities and promotion
• Advocate for the positioning of Lake Awoonga and the Boyne Valley as an inland hub for recreation and ecotourism.
• Work with GAWB to support the proposed Lake Awoonga Visitor and Interpretive Centre
CAMPAIGN FOCUS
• Recreation-led campaigns, cycling, kayaking, fishing, hiking
• Off-grid and digital detox escapes, targeting disconnect-to-reconnect travellers
• Wellness and slow travel campaigns leveraging rural landscapes
• Agritourism and local produce storytelling
• Nature-based short breaks for regional drive markets
SIGNALS OF SUCCESS
• Recognised as the region’s premier rural and freshwater destination
• Accessible trails, rivers, camping areas and recreation assets
• Protected natural landscapes, waterways and outdoor recreation areas
• Growth in naturebased tourism, agritourism and outdoor adventure experiences
• Improved access and connectivity support regional dispersal and economic opportunities.
Kroombit Tops National Park
BRISBANE 2032 & beyond
POSITIONING THE GLADSTONE REGION FOR A ONCE-IN-A-GENERATION OPPORTUNITY
The Brisbane 2032 Olympic and Paralympic Games represent far more than a global sporting event - they are a transformational opportunity for regional Queensland.
As visitors travel across the state for events, experiences and extended holidays, the Gladstone Region is strategically positioning itself to attract high-value visitors, strengthen regional dispersal and showcase the very best of our reef, islands, coastline, city and country experiences.
Located within driving distance of key Olympic host regions and supported by existing rail and aviation connections, the Gladstone Region is uniquely placed to encourage travellers to explore beyond the highway and discover authentic regional Queensland through immersive, premium and multi-night travel experiences.
OUR FOCUS
ACCESS & CONNECTIVITY
Advocating for improved drive, rail and aviation connectivityincluding opportunities linked to Gladstone Airport and the Agnes Water/Discovery Coast region - to support visitor dispersal, accessibility and regional growth.
THIS DESTINATION MANAGEMENT PLAN PROVIDES THE STRATEGIC FOUNDATION TO POSITION THE GLADSTONE REGION FOR LONG-TERM SUCCESS LEADING INTO BRISBANE 2032 AND BEYOND - ENSURING THE REGION IS VISITOR-READY, INVESTMENT-READY AND FUTURE-FOCUSED.
ACCESSIBLE & INCLUSIVE EXPERIENCES
Working alongside operators and tourism industry to strengthen accessibility, inclusion and visitor readiness in support of Paralympic opportunities and growing demand for accessible tourism experiences.
SEAMLESS
MULTINIGHT JOURNEYS
Exploring opportunities to create connected, bookable visitor itineraries that allow travellers to seamlessly plan and experience the Gladstone Region in one streamlined journey.
INDUSTRY & EXPERIENCE DEVELOPMENT
Supporting operators to evolve tourism products, strengthen capability and create immersive experiences that encourage longer stays and greater regional exploration.
the legacy beyond 2032
The Gladstone Region’s readiness work is focused on creating lasting benefits for local communities, businesses and visitors long after the Games conclude.
This includes:
• Increased destination awareness and high-value visitation
• Stronger tourism infrastructure and accessibility
• Greater industry capability and collaboration
• Enhanced visitor experiences and regional dispersal
• Long-term visitor economy growth, resilience and investment attraction
Imagine arriving in the Gladstone Region and being able to book an entire multi-night reef-toranges journey - accommodation, transport, tours and experiences - seamlessly in one place.
Brisbane 2032 is more than a moment. It is the beginning of a new era for the Gladstone Region visitor economy.
Mount Larcom
action plan
PRIORITY - EXPERIENCE
We champion our operators and unforgettable visitor moments
NO INITIATIVE
ACTIONS
1. Drive year-round visitation through experiences & seasonal activation Implement an ongoing Events & Experiences Marketing Program to address seasonality:
a. Develop a diverse, bookable portfolio of high-value experiences aligned to target markets and seasonal demand.
b. Package key events (eg. Easter in Gladstone) with accommodation and experiences to increase off-peak length of stay.
c. Deliver a winter shoulder-season warm-weather positioning campaign targeting southern markets.
2. Activate marine and fishing experiences Work with industry and government partners to implement the Marine & Fishing Strategy:
a. Produce experience-led digital content showcasing marine and fishing operators.
b. Develop a region-wide, AI-optimised fishing and marine visitor webpage as a one-stop planning hub.
c. Partner with local businesses and industry (eg. port, marine services) to support overnight-stay focused product development in Gladstone and Boyne-Tannum.
3. Strengthen the cruise visitor experience Build partnerships with the Australian Cruise Association (ACA), cruise lines, travel agents, and other tourism-related businesses to ensure that the region maximises economic benefits from the sector.
a. Take a twin track approach to marketing the region for the cruise market – in the short term establishing Gladstone as a safe haven, and in the longer-term as a destination for cruise vessels.
b. As appropriate to market opportunities, consider implementation of a range of actions:
• Develop a Cruise Ship Prospectus: a comprehensive document showcasing Gladstone Region, shore excursions and port facilities.
• Operator Development: Build capacity and diversity of shore excursion products with unique eco, cultural, and bespoke tours.
• Engagement with TEQ and seek support for marketing, positioning and operator readiness.
• Famil programs: Organise familiarisations for shore excursion operators and cruise lines pre/post the 2026 Brisbane ACA Conference to strengthen the region’s visibility.
4. Grow niche and emerging experience markets Support development of niche tourism experiences including inclusive and accessible tourism, agritourism and industrial tourism and citizen science and environmental voluntourism.
YEAR STAKEHOLDERS
20262028
20262028
20262028
Lead: GAPDL Support: GRC, ACA, TEQ, GPC
20262028
Lead: GAPDL Support: GHHP, GRC, large industry, tourism operators
GAPDL Support: GRC, DCTC, GAWB and tourism operators
GAPDL Support: GPC, BTHU, GAWB, tourism and fishing operators
NO INITIATIVE ACTIONS
5. Expand drive tourism experiences Grow drive tourism through new themed itineraries and attendance at priority caravan, camping, fishing and boating shows.
6. Deliver First Nations tourism experiences (experience-led)
Activate experience components of the First Nations Tourism Action Plan:
a. Increase Respecting Our Culture (ROC) certification uptake.
b. Support Indigenous tourism investment pipeline development.
c. Set staged acceptance targets for Indigenous experiences into BOQE, TEMP and Discover Aboriginal Experience.
7. Enhance town presentation and visitor appeal Within adopted capital works programs and budget approvals, work with Council and communities to advocate for a rolling program of experience-enabling improvements, including:
a. Lighting, streetscape and amenity upgrades.
b. Maintenance priorities that directly impact visitor perception.
8. Grow group and event visitation Work with events partners to identify the potential to establish a Groups Attraction Fund to attract new year-around events.
20262028
20292032
GAPDL Support: GPC, tourism operators
GAPDL, PBC, PCCC Support: Traditional Owners, TA, TEQ, DETSI, GRC
20292032
GAPDL Support: GRC, DCTC, PBC
20292032
GAPDL Support: DCTC, GRC, GFE
9. Strengthen RV and caravanning experiences Subject to Council service priorities, advocate for a review and update the RV & Caravanning Strategy including dump points and short-stay parking. 20292032 Lead: GAPDL Support: GRC, DCTC
10. Enable eco and low-impact accommodation
Review the opportunity with Council to introduce planning and development incentives for low impact accommodation and ecotourism experiences, subject to regulatory and budgetary considerations. 20262028
11. Build experience capability Building capacity and capability in the industry to improve the visitor experience:
a. Provide educational material to tourism businesses/operators. This material could cover topics such as: Building skills and understanding in sustainability/sustainable tourism, or, how to make tourism inclusive and accessible.
12. Support operators with grant enablement
Review opportunities to support operators via a Grant Enablement Program. The program would aim to increase the number and value of successful grant applications by Gladstone Region tourism operators, accelerating product development and experience uplift:
a. Grant-readiness workshops and one-to-one triage.
b. EOI intake and prioritisation aligned to DMP priorities.
20262028
20292032
GAPDL Support: GRC, DCTC
GAPDL Support: Operators
GAPDL Support: GRC, DCTC, operators
action plan
- PARTNERSHIPS
Industry collaboration drives everything we do
1. Support First Nations tourism governance and partnership Activate Partnership components of the First Nations Tourism Action Plan:
a. Establish a Cultural Tourism Advisory Group.
b. Support reconciliation outcomes and RAP development.
c. Deliver cultural awareness programs for tourism stakeholders.
2. Build community support for tourism Using available tourism data and intelligence, build community awareness of tourism’s value, ensuring that residents understand and support the economic and social benefits of a thriving visitor economy.
3. Formalise priority partnerships Establish and ratify high priority long-standing partnerships with industry, government and economic development bodies that enable joint initiatives, co-investment, and shared outcomes.
a. Ensure ongoing engagement with multiple industry partners beyond key partners.
4. Strengthen macro-regional collaboration Enhance alignment and collaboration across the macro-region, particularly through partnerships like the Southern Great Barrier Reef collaboration.
5. Strengthen Discovery Coast collaboration Collaborate with the Discovery Coast Tourism & Commerce group to build cohesive regional partnership arrangements.
6. Support business events attraction Support business events opportunities in partnership with Gladstone Regional Council - such as destination marketing support, in-region familiarisations, itinerary content for pre- and post-event days, targeted materials for trade events.
7. Leverage cooperative marketing partnerships Building a network of marketing partnerships to leverage cooperative marketing support:
a. Partnership with cruise lines and SGBR operators targets co-hosted promotional campaigns.
b. Billboards and train ads in partnership with Queensland Rail (QR) and regional accommodation providers.
2032
GAPDL, GRC Support: Operators
GAPDL Support: BT, CE, TEQ
GAPDL Support: GRC, GECC
c. Content-sharing agreements with local operators to reduce production costs/increase reach. 20262028 Lead: GAPDL Support: Cruise lines, tourism operators, QR
8. Advocate for tourism workforce solutions Work with QTIC and industry partners to advocate for workforce solutions which support improved regional competitiveness. For example, affordable housing and workforce supply measures, including advocacy for Working Holiday Visa inclusion.
20292032
QTIC Support: GAPDL
NO
9. Leverage Brisbane 2032 opportunities As planning becomes established, work with the Brisbane 2032 Organising Committee, Games Independent Infrastructure and Coordination Authority (GIICA), the Queensland Government and TEQ to ensure that the region capitalises on tourism opportunities linked to the 2032 Olympics and Paralympics, including pre- and post-Games positioning and strategies to attract visitors from outside SEQ.
10. Strengthen aviation connectivity Collaborate with Gladstone Airport Corporation (GAC) and carriers to support existing route networks and develop new routes where supported by market demand, including on northern gateway connections and international travel.
11. Work with key partners to identify a sustainable resourcing framework for implementation of the Destination Management Plan.
12. Leverage screen production opportunities to drive economic activity, destination awareness and off-peak visitation.
a. Identify existing funding streams, co-investment opportunities and partnership models to support implementation of key DMP actions.
b. Advocate for sustainable long-term investment into destination development, tourism infrastructure, marketing and industry capability aligned with Destination 2045 priorities.
Work with Screen Queensland and regional stakeholders to identify and promote suitable filming locations, improve industry readiness and advocate for streamlined processes that encourage screen productions to choose the Gladstone Region.
20262028 Lead: GAPDL Support: BOCOG, GIICA, TEQ, QLD Government
20262028 Lead: GAC Support: GAPDL, carriers
20262028 Lead: GAPDL Support: GRC, TEQ, DETSI, Partners
20292032 Lead: Operators, Screen Queensland Support: GAPDL, DCTC, GRC
action plan
Proudly grounded in place, people and Country PRIORITY - ECOTOURISM (including Nature and Conservation)
1. Grow nature-based and eco-experiences Support the development of high-quality nature-based and ecotourism experiences that connect visitors to the region’s landscapes, biodiversity and sense of place by:
a. Encouraging new eco-experiences and diversification of existing products.
b. Supporting curated eco-itineraries and trails (e.g. coastal walks, birding, citizen science, macro-region nature journeys).
c. Advocating for partnerships that support ecotourism innovation, conservation outcomes and sustainable visitor economy development.
2. Strengthen the region’s destination position in responsible tourism Support the Gladstone Region‘s positioning as a leader in responsible tourism:
a. Encourage and support operators to become certified via Ecotourism Australia’s (EA) certification options or similar.
b. Work with EA and operators to provide practical guidance on the benefits of certification and tips to achieve certification.
c. Report on the number of new ecotourism businesses and initiatives launched in the region.
d. Use recognised destination certification and industry education programs to support marine tourism businesses in implementing environmental management, conservation and visitor stewardship initiatives appropriate to their operations.
e. Review opportunities to collaborate on development and implementation of education and engagement programs to be embedded in schools, visitor centres and community networks as a means of building environmental awareness and shared responsibility.
f. Promote the region’s natural assets for film production, low impact accommodation, and other ecotourism development.
g. Work with Bush Heritage Australia to review the feasibility of reopening of the Paperbark Forest Trail and integrating new experience activations.
3. Expand drive tourism experiences Activate the 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.
20262028
20262028
Lead: GAPDL, Support: tourism operators, TEQ, resources/ manufacturing sector, DCTC, BT, CE, GHHP, PBC, PCCC, Traditional Owners, DETSI, GAWB
Lead: GAPDL Support: GRC, GHHP, GPC, EA, DETSI, tourism operators
20292032
Lead: GAPDL, PBC, PCCC Support: Traditional Owners, TEQ, BT
NO INITIATIVE ACTIONS
d. Collaborate with PBC and 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 campaign targeting cultural explorers.
4. Encourage responsible visitor behaviour Encourage responsible visitor behaviour through a visitor code of conduct that promotes respect for natural environments, cultural heritage and local communities.
5. Build environmental awareness through education Collaborate on development and implementation of education and engagement programs to be embedded in schools, visitor centres and community networks as a means of building environmental awareness and shared responsibility.
6. Enable ecotourism opportunities near protected areas Work with DETSI (QPWS&P) and private landholders to identify low-impact ecotourism opportunities adjacent to National Parks, aligned with conservation outcomes.
7. Integrate wellness within ecoexperiences Support the development of wellness-based offerings (eg. nature immersion, slow travel, mindfulness, retreat-style experiences) as a subset of ecotourism.
8. Build organisational capability in sustainable tourism planning, destination stewardship and responsible visitor economy development
Capacity building within GAPDL to strive to become leaders in business/tourism sustainability:
a. Introduce monthly/yearly workshops to build team capacity and capability in sustainable tourism.
b. Establish a program of KPIs for ecotourism work that aligns with Destination 2045 and the KPIs relating to this Destination Management Plan.
20292032
Lead: GAPDL Support: EA, GRC, DCTC, tourism operators
20292032 Lead: GAPDL Support: GRC, GHHP
20292032 Lead: GAPDL. DETSI (QPWS&P)
20262028 Lead: Operators Support: GAPDL
20292032
Lead: GAPDL
9. Strengthen sustainable tourism, naturebased experiences & environmental stewardship
10. Strengthen the positioning of Lake Awoonga and the Boyne Valley as a inland destination for nature-based experiences and environmental education.
Work collaboratively with partner agencies to strengthen environmental stewardship, resource efficiency and highquality nature-based visitor experiences.
a. Work with state agencies such as Business Chamber Queensland and local Chambers to ensure Gladstone Region tourism businesses have access to specialised support to build the sustainability of their business.
b. Work with operators to build the sustainability of key regional events.
c. Work with Council to support the development of sustainable infrastructure throughout the Gladstone Region.
d. Work with DETSI (QPWS&P) to investigate ecotourism permitting opportunities, and infrastructure development within National Parks in the region.
Work with GAWB and local operators to develop the potential of Lake Awoonga and the Boyne Valley as an inland hub for recreation and ecotourism.
a. Support GAWB in exploring and developing opportunities associated with the proposed Lake Awoonga Visitor and Interpretive Centre.
b. Encourage the development of nature-based, outdoor recreation, agritourism and environmental education experiences that complement the region’s coastal and reef offerings.
20332036
Lead: GAPDL
Support: Ecobiz, GRC, operators, DETSI (QPWS&P), GCCI, DCTC
Lead: GAWB
Support: GAPDL, local industry
action plan
We want the world to see the real Gladstone Region PRIORITY - BRAND
NO INITIATIVE
1. Refresh and govern the regional tourism brand
2. Measure visitor sentiment and community pride
3. Deliver an AI-optimised digital and content strategy
Refresh the regional tourism brand 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 Guidelines developed to guide tourism operator and partner brand usage.
c. Brand saliency measurement KPIs.
d. Content refresh project implemented, website redesign (AI optimised), integration of social media channels.
e. Monitor and resolve any branding inconsistencies across regions and campaigns.
f. Develop and promote distinct brand identities for tourism precincts - Agnes Water and Town of 1770, Boyne Island/Tannum Sands, Gladstone City and Boyne Valley, ensuring these sit cohesively under the Gladstone Region brand promise.
Implement annual sentiment tracking to measure meaningful visitor numbers and satisfaction data and community pride and alignment with precinct brand identities through annual sentiment surveys, that can be used to inform decision-making;
a. Visitor satisfaction.
b. Community pride and alignment with precinct brand identities.
c. Insights to inform investment and campaign decisions.
Establish and implement a future-focused digital and content strategy that improves how the Gladstone Region is discovered, interpreted and chosen across search engines, AI-powered travel planning tools and booking platforms by:
a. Undertaking a comprehensive visual and content audit to identify gaps and priorities across locations, experiences and seasons, ensuring content is structured and tagged to support AI-led search, voice search and itinerary planning, including content tailored to families, couples and accessible and inclusive travel markets.
b. Translating the region’s hero narratives into AI-readable, story-led content frameworks that reinforce brand values supported where appropriate by precinct-specific expressions to improve relevance and discoverability.
c. Selecting an integrated channel mix that maximises reach, efficiency and conversion in both traditional and AIassisted discovery pathways, including:
• Owned: GAPDL’s consumer website (structured for AI and search optimisation) and social channels.
20262028
20262028
GAPDL Support: TEQ, GRC, TA, tourism operators, corporate partners
20292032
Lead: GAPDL Support: DCTC, TEQ, tourism operators, partners
Lead: GAPDL Support: DCTC, TEQ, TRA
NO INITIATIVE ACTIONS
• Earned: media famil programs, feature stories, Visit Gladstone Region and SGBR platforms.
• Paid: data-led digital campaigns, retargeting and ATDW spotlight listings optimised for conversion.
d. Leveraging influencers and specialist content creators, particularly within marine and nature-based tourism, to generate authentic, high-quality content that performs strongly across social platforms and AI-driven recommendation environments.
e. Establishing a performance framework with clear KPIs that measure digital visibility, engagement and conversion, including click-through rates, AI and search referrals, ATDW engagement and booking pathway performance.
4. Leverage SGBR brand strength Amplify Gladstone Region’s reach by aligning with the Southern Great Barrier Reef brand in interstate and international markets.
5. Showcase eco-credentials through marketing Build brand value by highlighting the region’s sustainability leadership and credentials in marketing activity that contribute to the conservation of natural assets.
6. Enable ecotourism opportunities near protected areas Work with DETSI (QPWS&P) and private landholders to identify low-impact ecotourism opportunities adjacent to National Parks, aligned with conservation outcomes.
7. Drive off-season demand Develop and implement shoulder a program of off-season campaigns (including events and for precincts, where appropriate), to drive demand in quieter visitation periods and reach new target audiences.
8. Support trade engagement and conversion Participate in SGBR promotion and activities from a trade perspective while also enabling precinct-specific campaigns to sharpen visitor appeal and local buy-in.
9. Market First Nations tourism collaboratively Collaborate with First Nations partners and regional bodies to position Indigenous tourism experiences to target markets.
20262028 Lead: GAPDL, BT, CE Support: DCTC
20292032 Lead: GAPDL Support: GRC, GHHP
20292032
GAPDL, BT, CE Support: DCTC, DETSI (QPWS&P)
20262028 Lead: GAPDL, DCTC Support: GRC
20332036
Lead: GAPDL Support: BT, CE, TEQ
20292032
Lead: GAPDL, PBC, PCCC, DCTC, BT, GRC
10. Promote marine and fishing experiences Deliver a focused marketing program showcasing the Region’s marine and recreational fishing strengths. 20262028 Lead: GAPDL Support: BTHU, GPC, GAWB tourism operators, partners
11. Activate local brand ambassadors Engage local ambassadors aligned to key experience pillars to showcase authenticity through video, blogs and storytelling.
20292032 Lead: GAPDL Support: DCTC, GRC
action plan
- PEOPLE
The heart and drive behind our purpose
1. Internal team capability & organisational excellence
a. Invest in structured professional development, leadership capability, governance training and systems improvement across the GAPDL team to strengthen strategic delivery, stakeholder management, financial oversight, data literacy and performance reporting.
b. Embed succession planning, role clarity, performance frameworks and knowledge management systems to ensure organisational resilience and continuity.
2. Regional Tourism Workforce Development Program
Develop and deliver a coordinated workforce capability program across the Gladstone Region, including customer service excellence, eco-certification readiness, accessibility training, digital capability and visitor experience design.
3. Industry Leadership & Collaboration Forum Series Establish biannual regional tourism and visitor economy forums to strengthen collaboration between tourism, resources/ manufacturing sector, marine, events, retail and hospitality sectors.
2026–2028: Development plan
2029–2032:
Leadership pipeline and succession embedding
Ongoing: annual PD allocation
2026–2028: Program design and rollout
2029–2032:
Expansion and refinement
Lead: GAPDL Board, CEO Support: Management, employees, external governance advisors, training providers
4. Volunteer Ambassador Excellence Framework
Implement a structured volunteer engagement and recognition framework across Visitor Information Centres.
5. Visitor Economy Career Pathways Promotion Partner with schools and training providers to promote tourism career pathways aligned to Brisbane 2032 opportunities.
2026–2028: Establish forum model
2029–2032: Formalise as annual regional summit
Lead: GAPDL, Registered Training Organisations
Support: Operators, hospitality businesses, First Nations partners, QTIC, TEQ, GRC
Lead: GAPDL, major industry partners, operators
Support: GCCI, GRC, TEQ
2026-28 Lead: GAPDL, VIC volunteers, Support: GRC, community organisations
2026-28 Lead: GAPDL, local schools, CQUniversity, TAFE, QTIC, industry employers
action plan
PRIORITY - ADVOCACY
Championing investment, infrastructure and innovation
1. Integrate infrastructure to enhance visitor experiences and community livability
2. Advocate for marine tourism infrastructure
Where consistent with Council’s capital prioritisation, advocate for investment in infrastructure that directly enhances visitor experience. Opportunities may include:
a. Discovery Coast walking, cycling, beach access and visitor facilities.
b. Priority beach access improvements (subject to feasibility).
c. Investigate sustainable coastal pathway opportunities.
d. Explore Agnes Water airstrip potential for high-value visitation.
e. Investigate local visitor shuttle feasibility.
Subject to agreement on cost sharing and identification of delivery responsibilities, advocate for infrastructure and facilities to support marine tourism. For example: marinas, land-based fishing platforms, boat ramps, wash down areas, bins, measuring stations, fish cleaning facilities and GBR access infrastructure particularly at the bottleneck occurring at the 1770 boat ramp and visitor parking.
3. Advocate for cruise industry events Work with GPC to develop a staged attraction plan and assess cost vs. reward for bidding for future ACA conferences.
4. Regional Connectivity & Access Advocacy Plan
Develop and implement a coordinated advocacy plan focused on aviation access, reef logistics, cruise infrastructure, road and rail connectivity and digital infrastructure.
5. Brisbane 2032 Legacy Positioning Strategy Position the Gladstone Region as a strategic beneficiary of Brisbane 2032 through targeted advocacy, event attraction and infrastructure alignment.
2026-2032 Lead: GAPDL, GRC Support: BTHU, GPC, recreational fishing industry
2026-2028 Lead: GAPDL, Support: GPC, GRC, GECC
2026–2028: Priority mapping
2029–2036: Ongoing Lead: GAPDL Support: GRC, GAC, GPC, TMR, QR, industry partners
2026-2032 Lead: GAPDL Support: TEQ, Queensland Government, GRC, BOCOG, operators
6. Paperbark Forest Trail partnership & conservation access
Advocate for a partnership with Bush Heritage Australia to explore the reopening of the Paperbark Forest Trail through collaborative planning, including consideration of a butterfly wall stabilisation solution, biodiversity protection measures and integrated sustainability interpretation.
2026-2032 Lead: Bush Heritage Australia Support: GRC, GAPDL, DCTC, First Nations representatives, environmental engineers, State Government agencies
2026-2036 Lead: GAPDL, GRC, DCTC, DETSI (QPWS&P)
STAKEHOLDER GLOSSARY
ACA Australian Cruise Association
ATDW Australian Tourism Data Warehouse
BOCOG Brisbane Organising Committee for the 2032 Olympic and Paralympic Games
BTHU Boyne Tannum Hook Up
BT Bundaberg Tourism
CE Capricorn Enterprise
DCTC Discovery Coast Tourism and Commerce
DETSI Department of the Environment, Tourism, Science and Innovation
DMP Destination Management Plan
DoTS Domestic overnight tourism
EA Ecotourism Australia
EOI Expression of interest
ESG Environment, Sustainability and Governance
FNBGGGTB First Nations Bailai, Gurang, Gooreng Gooreng and Taribelang Bunda Peoples
FNTAP First Nations Tourism Action Plan
GAC Gladstone Airport Association
GAPDL Gladstone Area Promotion and Development Limited
GAWB Gladstone Area Water Board
GCCI Gladstone Chamber of Commerce and Industry
GECC Gladstone Entertainment and Convention Centre
Festivals and Events
Healthy Harbours Partnership
Games Independent Infrastructure and Coordination Authority
Ports Corporation
Regional Council
Indigenous Land Use Agreement
performance indicator
Overnight visitor expenditure
Prescribed Body Corporate
Port Curtis Coral Coast Trust
Queensland Tourism Industry Council
Queensland Rail
Tourism and Events Queensland
Research Australia
Use of Marine Resources Agreement
Heron Island
Measuring and Reporting on Our Achievements
Progress against the Destination Management Plan will be monitored through an annual work plan, supported by a digital project tracking and reporting tool. This will allow actions, priorities and outcomes to be tracked over time, while providing clear visibility of progress, emerging priorities and areas requiring attention. Reporting will consider visitor trends, industry feedback, community sentiment and sustainability outcomes to support informed decision-making and ongoing destination management.
Kroombit Tops National Park
Consultation
In November 2024, GAPDL commenced engagement on the Destination Management Plan, inviting feedback to help shape a shared vision for tourism across the Gladstone Region. Guided by the principles of the International Association for Public Participation (IAP2), the consultation process focused on ensuring community, industry and stakeholder voices were meaningfully considered throughout development of the Plan.
Engagement included six regional consultation workshops, five online surveys, written submissions and one-on-one stakeholder discussions with tourism operators, industry representatives, government agencies, Traditional Owners, community groups and funding partners. GAPDL also participated in Council’s Planning Scheme Amendment process relating to tourism to help align future destination growth, infrastructure planning and land use priorities.
Direct feedback and input was also received from key stakeholders including the Department of the Environment, Tourism, Science and Innovation (DETSI), Tourism and Events Queensland (TEQ), Gladstone Regional Council, funding partners, environmental stakeholders and tourism operators to ensure the Plan aligns with broader state, regional and industry priorities.
The consultation process generated valuable feedback on destination strengths, challenges, visitor opportunities, sustainability, infrastructure, marketing and the future direction of tourism in the region. Input from community members, industry, partners, GAPDL employees and volunteers has directly informed the priorities, strategic directions and actions outlined throughout this Destination Management Plan.
CONCLUSION
The Gladstone Region Destination Management Plan sets a clear, nature-first vision for the future of tourism across the region. It is a shared commitment between industry, community, Traditional Owners and government to protect what makes the Gladstone Region special, while growing a sustainable visitor economy that benefits local communities for generations to come.
By focusing on the destination first - our reefs, ranges, waterways, wildlife, culture and welcoming communities - we will position the Gladstone Region as a place where visitors can slow down, reconnect with nature and experience authentic regional Queensland. From the Southern Great Barrier Reef Islands to the Discovery Coast, Gladstone City, Tannum Sands and the Boyne Valley, the region offers experiences unlike anywhere else in Queensland.
Through strong partnerships, thoughtful destination management and a clear vision, we will continue to grow visitation, strengthen community pride and build a resilient visitor economy. Together, we will ensure the Gladstone Region remains authentic, distinctive and memorable - a place where people come curious, live deliberately and leave glad.
Come Curious. Live Deliberately. Leave Glad.
