Grover Beach City Council
August 28, 2023
Agenda Item No. 2
Oceano Dunes
Stewardship
Study
Commissioned by Visit SLO CAL
In partnership with the City of Pismo Beach, the City of Grover Beach, the City of Arroyo Grande and the
County of San Luis Obispo
ACKNOWLEDGEMENTS
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@ResonanceCo
Adam Verdin,Owner Old Juan’s Cantina; Member of VACO(VitalityAdvisory Council of Oceano)
BonitaErnst ,Head of thePeople fortheDunes Caren
Ray Russom, Mayor, City ofArroyo Grande
Charles Varni, Director,Oceano Community Services District Cheryl Cuming, CBID Board Member and Chief AdministrativeOfficerof Highway 1 Road Trip (unincorporated area of SLO County TBID)
Christian Juaregi, Retired Fire Battalian Chief for CalFire Chuck Davison, President and CEO, Visit SLO CAL
Dena Bellman, DistrictPlanning Chief – Senior Park &Recreation Specialist Channel Coast District for California StateParks
Edward Waage, Mayor, City of Pismo Beach Fernando
Granados, Sales Manager, Envoy Mortgage Gina Hunt
McMann, Chumash
James Worthley,Planning Director atSLOCOG
Jeff Lee, Mayor, City of GroverBeach
Jennifer Rokes, Secretary/Treasurer, VACO Jill
Quint, Owner of Deltina Coffee Roasters Jim
Lewis, City Manager of Pismo Beach
Jim Suty,President of Friends of theOceano Dunes (FoOD) Jocelyn Brennan, President of HRM Corp.
Karen White,Resident and former Reporter,Santa Maria Times Kathy McCorry, CEO ofSouth County Chamber of Commerce
Keith Smith, CEO/President of United Spinal Association Central Coast of California Chapter
2 Kevin Pearce, Superintendent III, StateParks
Laura Fiedler,Economic Development Manager forSLO County Linda Austin, President at Oceano DepotAssociation; Member, VitalityAdvisory Council of Oceano (VACO)
Matt Downing, Community Development Director,City of Pismo Beach Matthew Bronson, City Manager of GroverBeach
Melissa James, President&CEO of REACH
Mona Tucker, yak tityu tityu tilhini Northern Chumash (ytt) Nick Alter,Chair &Co-Founder of Oceano Economic Development Council Nicole Moore, Past Chair of South County Chambers of Commerce Roger Jacobs, DistrictPlanning Chief, StateParks
Ronnie Glick, Senior Environmental Scientist, California StateParks Russ Levanway, ExecutiveVicePresident of REACH
Sam Cohen, Government and Legal Specialist The Santa Ynez Band of Chumash Sandy Cheek, Policy and Consultation Advisor, Northern Chumash Tribal Council Sean Emerson, General Manager of Vons GroverBeach
Sheila Patterson,Executive Director at Ride Nipomo Equestrian Trail Alliance Steve Ray, Owner ofSteve’sATVRentals&Golf Course
TrevorKeith,Director of SLO County Dept. ofPlanning and Building Violet Sage Walker,Tribal Chairwoman forthe Northern ChumashTribal Council Whitney McDonald, City Manager of Arroyo Grande
APPROACH
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Study Objectives
01 Quantify thedirect and indirecteconomic impact of theOcean Dunes SVRA 02 Identifya range of future use scenarios toensure theeconomic, environmental, recreational, and cultural stewardship of theStatePark
03 Develop potential recommendations for tourism in theOcean Dunes SVRA, independentof thefinal outcome of off-road vehicular use
APPROACH
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Study Methodology
ASSESSMENT
7 RECOMMENDATIONS
Stakeholder Engagement
30+ one-on-one and group interviews with
stakeholders
Economic Impact Analysis
Economic and fiscal impact analysis of visitor
spending
Open House
1 virtual open house with 20+stakeholders
Strategic Review
Research review Site visit
Destination Benchmarking
Benchmark of dunes around the world to
inform potential recommendations
Visioning
Workshop
1 in-person workshop with key stakeholders
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Stewardship
Recommendations
20recommendations categorized in 5strategic focus areas setting a solid foundation for sustainable growth and long-term responsible management and promotion of the destination with suggested implementation timelines.
The future of theOceano Dunes stewardship planning
process will ultimately be decided by California State Parks and other state agencies, the County of San Luis Obispo, and the three surrounding municipalities, with approval from the California Coastal Commission.
RECOMMENDATIONS
REGIONALSTEWARDSHIP
INFRASTRUCTUREANDINVESTMENT
PRODUCTANDEXPERIENCEDEVELOPMENT
PARKMANAGEMENTANDOPERATIONS
MARKETINGANDCOMMUNICATIONS
Regional
Stewardship
The governance and preservation of the economic,
social, environmental, recreational, and cultural attributes of Oceano Dunes, and the management of the visitor
experience.
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RECOMMENDATIONS
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Regional Stewardship
RS.1- CREATEAN OCEANODUNESSTEWARDSHIPCOMMITTEE Short
RS.2- IMPROVEVISITOR MONITORING, REPORTINGAND DATAUSE Short RS.3- PROVIDECAPACITY BUILDING SUPPORTFORTOURISMWORKFORCE Medium Timeline
Infrastructure
and Investment
Infrastructure improvements and new investments in the
Park and surrounding areas toprovide necessary facilities and services for residents and visitors, enhance the overall tourism experience, manage accessibility, and ensure
sustainable growth in the long term.
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RECOMMENDATIONS
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Infrastructure and Investment
II.1 IMPROVEACCESSIBILITY FORALL ABILITIES Short
II.2 INCREASE ALTERNATIVETRANSPORTATIONOPTIONS Medium
II.3 ENHANCEAND EXPANDTRAIL SYSTEMSANDWALKWAYS Medium
II.4 CREATEAND UPDATEDIRECTIONAL AND INTERPRETIVESIGNAGE Medium II.5 IMPROVEBATHROOM AND CAMPSITE FACILITIESAND ACCESS Medium II.6 UPGRADEDUNESWELCOMECAPACITY Med/Long
II.7 DIVERSIFYACCOMMODATIONS Long
II.8 DEVELOP MOREEVENTVENUES, RESTAURANTS,AND RETAILSPACES Long Timeline
Product and Experience
Development
The diversification of activities and experiences available within and around the Dunes to enhance the overall visitor experience and to support local businesses.
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RECOMMENDATIONS
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Product and Experience Development
ED.1 CREATEUNIQUE OHVEXPERIENCES Short
ED.2 DIVERSIFYVISITOR ACTIVITIESAND SERVICES Short
ED.3 CREATECULTURALHERITAGEEXPERIENCES Short
ED.4 EXPAND ECO-EXPERIENCESAND PROGRAMS Short
ED.5 DEVELOPNEWEQUESTRIAN FACILITIES Medium
Timeline
Park Management
and Operations
The management of theOcean Dunes SVRAand visitor
experience improvements by California StateParks based
on Park access and conditions.
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RECOMMENDATIONS
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Park Management and Operations
Timeline
PM.1 UPDATETHEPARK’SFEEAND RESERVATION SYSTEM Short
PM.2 STRENGTHEN PARKMANAGEMENTOPERATIONS&PROGRAMS Short Marketing and
Communications
The coordination of communications and promotions of
Oceano Dunes toprovide visitors and residents with the most current information about available activities, rules, and regulations for visiting thePark and supporting stewardship. resonanceco.com
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RECOMMENDATIONS
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Marketing and Communications
Timeline
MC.1 IMPROVEPROMOTION AND EDUCATIONOFOCEANODUNES Short
MC.2 DEVELOPRESPONSIBLEVISITATION RESOURCES Short
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Economic Impact
Approach
Spending by visitors toOceano Dunes generates
significant economic and fiscal (tax)impacts in the
regional economy.
The economic impacts of spending by visitors toOceano Dunes originating from outside San Luis Obispo County were
estimated using regional Input-Output (I-O) models based on customized IMPLAN (www.implan.com) models for the
regional economy of San Luis Obispo County in 2019
RECOMMENDATIONS
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Direct Economic
Impact
In 2019,2.2million visits toOceano Dunes originating from outside SLO CAL spent a total of $336.9million throughout the county.The economic impact aligns the direct expenditure measurements with the related sectors: hotels, restaurants, retail, and recreation.
RECOMMENDATIONS
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Total Economic Impact
The $336.9million in spending by visitors toOceano Dunes originating from outside SLO CAL generated a total economic impact of $511.2million throughout the county in 2019.This total economic impact of $511.2million supported approximately 5,600 part-time and full-time jobs and generated $31.8million in state and local taxes in 2019.
RECOMMENDATIONS
THANK YOU!
Chuck Davison
President & CEO
Visit SLO CAL
[email protected]
Report: https://www.slocal.com/oceano-dunes-study-2023-request/ Oceano Dunes
Stewardship Study
JUNE 1, 2023
PAGE 2
Acknowledgements
ACKNOWLEDGEMENTS
Adam Verdin,
Owner Old Juan’s Cantina; Member of VACO
(Vitality Advisory Council of Oceano)
Bonita Ernst,
Head of the People for the Dunes
Caren Ray Russom,
Mayor, City of Arroyo Grande
Charles Varni,
Director, Oceano Community Services District
Cheryl Cuming,
CBID Board Member and Chief Administrative Officer
of Highway 1 Road Trip (unincorporated area of SLO
County TBID)
Christian Juaregi,
Retired Fire Battalian Chief for CalFire
Chuck Davison,
President and CEO, Visit SLO CAL
Dena Bellman,
District Planning Chief – Senior Park & Recreation
Specialist Channel Coast District for California State Parks Edward Waage,
Mayor, City of Pismo Beach
Fernando Granados,
Sales Manager, Envoy Mortgage
Gina Hunt McMann,
Chumash
James Worthley,
Planning Director at SLOCOG
Jeff Lee,
Mayor, City of Grover Beach
Jennifer Rokes,
Secretary/Treasurer, VACO
Jill Quint,
Owner of Deltina Coffee Roasters
Jim Lewis,
City Manager of Pismo Beach
Jim Suty,
President of Friends of the Oceano Dunes (FoOD)
Jocelyn Brennan,
President of HRM Corp.
Karen White,
Resident and former reporter, Santa Maria Times
Kathy McCorry,
CEO of South County Chamber of Commerce
Keith Smith,
CEO/President of United Spinal Association Central
Coast of California Chapter
Kevin Pearce,
Superintendent III, California State Parks
Laura Fiedler,
Economic Development Manager for SLO County
Linda Austin,
President at Oceano Depot Association; Member,
Vitality Advisory Council of Oceano (VACO)
Matt Downing,
Community Development Director,
City of Pismo Beach
Matthew Bronson,
City Manager of Grover Beach
Melissa James,
President & CEO of REACH
Mona Tucker,
Yak tityu tityu tilhini Northern Chumash (ytt)
Nick Alter,
Chair & Co-Founder of Oceano Economic
Development Council
Nicole Moore,
Past Chair of South County Chambers of Commerce
Roger Jacobs,
District Planning Chief, California State Parks
Ronnie Glick,
Senior Environmental Scientist, California State Parks
Russ Levanway,
Executive Vice President REACH
Sam Cohen,
Government and Legal Specialist
The Santa Ynez Band of Chumash
Sandy Cheek,
Policy and Consultation Advisor, Northern
Chumash Tribal Council
Sean Emerson,
General Manager of Vons Grover Beach
Sheila Patterson,
Executive Director at Ride Nipomo
Equestrian Trail Alliance
Steve Dayton,
Owner of Steve’s ATV Rentals
& Golf Course
Trevor Keith,
Director of SLO County Dept.
of Planning and Building
Violet Sage Walker,
Tribal Chairwoman for the Northern
Chumash Tribal Council
Whitney McDonald,
City Manager of Arroyo Grande
PAGE 3
Executive Summary
The Oceano Dunes SVRA is the second most visited destination in San Luis Obispo County with 3.4 million annual visitors in 2019. Following the decision by the California Coastal Commission in March 2021 to end off-road vehicle use at the Oceano Dunes State Vehicular Recreation Area (SVRA), the development and improvement of Oceano Dunes is vital to improving and growing the visitor experience while supporting the surrounding communities.
In an effort to plan the future of Oceano Dunes, Visit SLO CAL cooperatively funded an independent study of the Oceano Dunes SVRA, with funding support provided by surrounding municipalities – the City of Pismo Beach, the City of Grover Beach, the City of Arroyo Grande and the County of San Luis Obispo. Resonance Consultancy was engaged in October 2022 to quantify the direct and indirect economic impact of the Oceano Dunes SVRA, identify a range of future use scenarios to ensure the economic, environmental, recreational, and cultural stewardship, and develop potential recommendations for tourism, independent of the final outcome of off-road vehicular use.
To quantify the potential economic impacts of the closure of the Oceano Dune SVRA, an economic and fiscal impact study was developed in partnership with Tourism Economics to quantify the impacts arising from Oceano Dunes visitor spending at local businesses and establishments throughout the regional economy. Spending by visitors to Oceano Dunes originating from outside SLO CAL generated a total economic impact of $511.2 million in San Luis Obispo County in 2019 – $336.9 million in direct spending by visitors to Oceano Dunes generated $174.3 million in indirect and induced business sales.
The Oceano Dunes Stewardship Study provides 20 recommendations for consideration of the future development, management, and promotion of Oceano Dunes and surrounding communities – despite the outcome of current lawsuits. The recommendations are informed by research and local stakeholder input, including stakeholder interviews, a visioning workshop, and a stakeholder open house. Recommendations are organized across five main categories: Regional Stewardship, Infrastructure and Investment, Product and Experience Development, Park Management and Operations, and Marketing and Communications.
EXECUTIVE SUMMARY
PAGE 4
Regional Stewardship – Create an Oceano Dunes Stewardship Committee; Improve visitor monitoring, reporting, and data use; Provide capacity-building support for tourism workforce.
Infrastructure and Investment – Improve accessibility for all abilities; Increase alternative transportation options; Enhance and expand trail systems and walkways; Create and update directional and interpretive signage; Improve bathroom and campsite facilities and access; Upgrade Dunes welcome capacity; Diversify accommodations; Develop more event venues, restaurants, and retail spaces.
Product and Experience Development – Create unique OHV experiences; Diversify visitor activities and services; Create cultural heritage experiences; Expand eco-experiences and programs; Develop new equestrian facilities.
Park Management and Operations – Update the Park’s fee and reservation system; Strengthen Park management operations & programs.
Marketing and Communications – Improve promotion and education of Oceano Dunes; Develop responsible visitation resources.
All recommendations will require continued action and coordination amongst partners. The Oceano Dunes Stewardship Study provides implementation timelines, case studies, potential actions, and KPIs for consideration as a result of stakeholder engagement. The creation of an Oceano Dunes Stewardship Committee, comprised of diverse stakeholders, will provide collaborative leadership for the future development and management needs of Oceano Dunes and guide the advancement of recommendations. The future of the Oceano Dunes stewardship planning process, including additional research, prioritysetting, and funding, will ultimately be decided by California State Parks and other state agencies, the County of San Luis Obispo, and the three surrounding municipalities, with approval from the California Coastal Commission.
EXECUTIVE SUMMARY
PAGE 5
Table of Contents
TABLE OF CONTENTS
Introduction 06
Economic Impact Assessment 12
Oceano Dunes Assessment 17
Stewardship Recommendations
-Regional Stewardship
-Infrastructure and Investment
-Product and Experience Development
-Park Management and Operations
-Marketing and Communications
24 28
38 62
78 85
Appendix 92
INTRODUCTION PAGE 6
Introduction
CHAPTER 1
An overview of the context and the approach of
the Oceano Dunes Stewardship Study.
© VISIT SLO CAL
1. INTRODUCTION PAGE 7
The OHMVR Division of the California Department
of Parks and Recreation operates the 3,500-
acre State Park which extends along eight miles
of beach, shoreline, and Dunes, and some two
miles inland, fronting the community of Oceano.
The Park provides a mix of uses including beach
day use, birdwatching, horseback riding, fishing,
hiking, and driving off-highway vehicles (OHVs)
on the beach and in the Dunes. The recreational
park is the only remaining drive-on beach in the
State of California. In March 2021, the California
Coastal Commission ordered an end to offroad vehicle use at the Oceano Dunes State Tourism is a powerful force in the growth and development of the County of San Luis Obispo, developing employment opportunities for residents and driving community improvements. Positioned along the Central Coast between Pismo Beach and Oceano, Oceano Dunes is the most extensive coastal Dunes in California and a unique destination in the County. The Oceano Dunes SVRA is the second most visited destination in San Luis Obispo County with 3.4 million annual visitors. The development and improvement of Oceano Dunes are vital to improving and growing the visitor experience while supporting the surrounding communities.
Context
Vehicular Recreation Area (SVRA) to protect eight
miles of coastline in San Luis Obispo County.
The Commission’s off-road vehicle ‘phase-out’
decision generated multiple lawsuits, many of
which have been consolidated and are ongoing.
To date, court rulings have resulted in a partial lift
of the off-road vehicle restrictions at the SVRA. The
future of off-road vehicle use at Oceano Dunes
will ultimately be decided by the courts—and final
rulings could be years away.
1. INTRODUCTION PAGE 8
In an effort to plan the future of Oceano Dunes, Visit SLO CAL cooperatively funded an independent study of the Oceano Dunes SVRA, with funding support provided by surrounding municipalities – the City of Pismo Beach, the City of Grover Beach, the City of Arroyo Grande and the County of San Luis Obispo.
Resonance Consultancy (Resonance) was engaged in October 2022 to conduct an independent study to:
1. Quantify the direct and indirect economic impact of the Oceano Dunes SVRA
2. Identify a range of future use scenarios to ensure the economic, environmental, recreational, and cultural stewardship of the State Park
3. Develop potential recommendations for tourism in the Oceano Dunes SVRA, independent of the final outcome of off-road vehicular use.
The Oceano Dunes Stewardship Study provides potential stewardship recommendations for stakeholders to consider despite the outcome of current lawsuits based on an assessment of the area, stakeholder and community aspirations, and future opportunities. The future brings enormous opportunities for the stewardship development of tourism in the Oceano Dunes SVRA and San Luis Obispo County. 1 The Coastal Commission is responsible for enforcing the state’s Coastal Act which requires the state to maximize public recreation on coastal land “consistent with sound resources conservation principles.”
2 Visit SLO CAL is the countywide non-profit destination marketing and management organization (DMMO) for San Luis Obispo County (SLO CAL). 3 Resonance is a leading authority and advisor on economic development and sustainable tourism to the world’s best destinations, cities and communitie © CALIFORNIA STATE PARKS
PAGE 9
Approach
1. INTRODUCTION
Resonance’s approach ensured a balance between environmental sensitivity, history in terms of past policies (maps, documents, agreements), recreational access and usage, community connection, culture, and economic viability. Resonance sought broad perspectives and opinions from many stakeholders about the complexities, challenges, priorities and potential future-use scenarios for the Oceano Dunes SVRA. The research process was unbiased, inclusive, and transparent. The development of the Oceano Dunes Stewardship Study was specifically designed to help stakeholders and community-based organizations articulate and share a clear vision for the future by:
• Creating an “apolitical” project environment with an independent and unbiased approach to build consensus around the trends/events impacting tourism in Oceano Dunes and the threats and opportunities they represent.
• Assessing and defining the destination management needs of Oceano Dunes, its tourist attractions, services, facilities, and transportation.
• Introducing several methods of input, collaboration, and communication with stakeholders to formulate, draft, and finalize potential recommendations.
The different phases of the project were executed between October 2022 and May 2023. Each phase helped identify and articulate the issues facing the destination and its residents; understand the complexities, nuances and priority of those issues; and use that information to identify potential scenarios for tourism in Oceano Dunes to consider and/or elect to move forward into the future. The development of recommendations was informed by stakeholder input, along with project-specific economic impact analysis and third-party research, to ensure an insights-based and data-driven approach.
PROJECT
KICK-OFF
The project
launch with key
stakeholders.
PROJECT
RESEARCH
The development
of the economic
and fiscal
impact analysis
and the global
benchmark.
STAKEHOLDER
CONSULTATION
Stakeholder
insights on the
opportunities and
challenges facing
Oceano Dunes
today.
STAKEHOLDER
OPEN HOUSE
A discussion of
the opportunities
and the potential
recommendations
for Oceano
Dunes.
RECOMMENDATIONS
The development of
key recommendations
based on stakeholder
feedback and expert
input.
STEWARDSHIP
STUDY
The release of
the Oceano
Dunes
Stewardship
Study.
OCT
2022 2023
NOV-DEC JAN-MAR APR APR-MAY JUN
1. INTRODUCTION PAGE 10
BACKGROUND RESEARCH
The combination of site research and global benchmarks of other Dunes around the world informed potential opportunities and challenges to consider, as well as best practices in the management and use of environmentally sensitive areas.
International
• Atacama, Chile
• Badain Jaran Dunes, Mongolia/China
• Cabo San Lucas, Mexico
• Cerro Negro, Nicaragua
• Dubai, United Arab Emirates
• Erg Chebbi, Morocco
• Great Dune of Pyla, France
• Huacachina Oasis, Peru
• Lençóis Maranhenses National Park, Brazil
• Libyan Desert
• Medanos de Coro National Park
• Mingsha Shan, China
• Mount Tempest, Australia
• Rub’ al Khali, The Arabian Peninsula
• Samalayuca, Mexico
• Simpson Desert, Australia
• Sossusvlei Desert, Namibia
• Tottori Sakyu, Japan
United States
• Bruneau Sand Dunes State Park, Idaho
• Cape Cod National Seashore
• Coral Pink Sand Dunes, Utah
• Death Valley, California
• Dumont Dunes, California
• Great Sand Dunes National Park, Colorado
• Guadalupe-Nipomo Dunes, California
• Imperial Sand Dunes Recreation Area, California
• Jockey’s Ridge State Park, North Carolina
• Kelso Dunes, Mojave National Preserve
• Little Sahara State Park, Oklahoma
• Little Sahara Recreation Area, Utah
• Mesquite Flat Sand Dunes, Death Valley
• Oregon Dunes National Recreation Area
• Sleeping Bear Dunes National Lakeshore, Michigan
• White Sands National Monument, New Mexico
ECONOMIC AND FISCAL IMPACT STUDY
As part of the stewardship study, an economic and
fiscal impact study was completed to quantify the
economic impacts of visitor spending at Oceano
Dunes. Resonance partnered with Tourism
Economics to prepare a comprehensive model
to quantify the impacts arising from Oceano
Dunes visitor spending at local businesses
and establishments throughout the regional
economy. The results of this study show the scope
of Oceano Dunes’ ongoing impacts in terms of
spending by visitors to Oceano Dunes, as well as
total economic impacts, including total business
sales, employment, labor income, and fiscal
(tax) impacts. The analysis presents estimates of
visitor spending in 2019 in order to capture the
economic impacts of Oceano Dunes prior to the
effects of COVID-19 on the tourism industry.
4 Tourism Economics is an Oxford Economics company with a singular objective: combine an understanding of the travel sector with proven economic tools to answer the most important questions facing our clients.
1. INTRODUCTION PAGE 11
To ensure an inclusive and transparent process, Resonance engaged with local and regional stakeholders and community leaders in order to identify and discuss challenges, opportunities, and recommendations for the sustainable management of tourism within the destination. Stakeholders included California State Parks, representatives from local government, tourism industry leaders, Northern Chumash tribal leaders, off-road enthusiasts, economic development sector leaders, local business owners (retail, SVRA concessionaires, etc.), environmental, equestrian, historical interests, and residents. As a cooperatively funded study, Visit SLO CAL acted as a neutral and third-party convener of stakeholders throughout the project.
More than 40 stakeholders were invited to participate and provide their unique, individual perspectives, of which more than 30 individuals agreed to participate in one-on-one interviews. Stakeholders included the agencies that represent surrounding communities, cities, and county government, the interests of travel and tourism in the County, and the State Park. The stakeholder insights were summarized in a Strengths, Weaknesses, Opportunities, and Threats (SWOT) framework.
In February, stakeholders convened for a one-day in-person visioning workshop led by Resonance to put Oceano Dunes under a strategic microscope to create and discuss a variety of potential scenarios for the future of tourism in the destination. Key challenges, opportunities, and future considerations were identified as part of the process. Based on insights gleaned from the workshop, Resonance developed a series of potential recommendations for stakeholders to consider. All recommendations were presented as part of a stakeholder Open House held on April 19, 2023 for further feedback, comments, and prioritization. As a result, a total of 20 recommendations organized across five strategic areas were identified to guide the development, management, and marketing of Oceano Dunes.
STAKEHOLDER ENGAGEMENT AND OPEN HOUSE
STAKEHOLDER ENGAGEMENT
WORKSHOP AND OPEN HOUSE
RECOMMENDATIONS
Based on the insights gleaned as part of the research and engagement, a series of potential recommendations were developed with input from stakeholders in the following five categories: Regional Stewardship, Infrastructure and Investment, Product Experience and Development, Park Management and Operations, and Marketing and Communications. The 20 potential recommendations set forth are organized by suggested implementation timelines for stakeholder consideration.
PAGE 12
Economic and Fiscal
Impacts of Oceano Dunes
CHAPTER 2
A comprehensive model to quantify the impacts of
Oceano Dunes visitor spending at local businesses and
establishments throughout the regional economy.
ECONOMIC AND FISCAL IMPACTS OF OCEANO DUNES PAGE 12
© PRESERVE DUNES, BY BONITA ERNST
2. ECONOMIC AND FISCAL IMPACTS OF OCEANO DUNES PAGE 13
The economic impacts of spending by visitors to Oceano Dunes originating from outside San Luis Obispo County were estimated using regional Input-Output (I-O) models based on customized IMPLAN (www.implan.com) models for the regional economy of San Luis Obispo County. IMPLAN is recognized as an industry-standard in local-level I-O models. An I-O model represents a profile of an economy by measuring the relationships among industries and consumers to track the flow of industry revenue to wages, profits, capital, taxes, and suppliers. The supply chain is traced as dollars flow through the economy, representing indirect impacts. The model also calculates the induced impacts of spending.
Induced impacts represent benefits to the economy as incomes earned as a result of direct spending are spent in the local economy, generating additional sales, jobs, taxes, and income.
Methodology
ECONOMIC IMPACTS OF SPENDING: IMPLAN MODEL
2. ECONOMIC AND FISCAL IMPACTS OF OCEANO DUNES PAGE 14
The modeling process aligns the direct expenditure measurements with the related sectors in the model (e.g. hotels, restaurants, retail, and recreation). The model traces the flow of these expenditures through the economy, and the inter-relationships between consumers and industries generate each level of impact. IMPLAN calculates three levels of impact – direct, indirect, and induced – for a broad set of indicators. These include the following:
Business sales (also called gross output)
Household income (including wages and benefits)
Employment
Federal taxes
State and local taxes
•
•
•
•
•
The model is iteratively adjusted to balance the results with known industry measurements. IMPLAN is flexible, allowing for adjustments in coefficients. This ensures that the results of the model are consistent and reasonable compared with other sources of specific tourism sector employment and taxes.
Mobile geolocation data was used to determine the total number and the origin of visitors to the Oceano Dunes SVRA. For the Oceano Dunes SVRA, Near data provided insights on the number of mobile devices that appeared/pinged in 2019, as well as the common evening location (CEL) zip code of each mobile device, which provided insights on the origin/residence zip code of each mobile device. Visitors to the Oceano Dunes SVRA are defined as visitors who visited the geographic area as part of their trip. The mobile geolocation data also shows cross-visitation between Oceano Dunes and surrounding areas.
OCEANO DUNES VISITORS
© WAITING FOR THE SUN TO SET AT PISMO BEACH, BY MADA_CRIS / ADOBE STOCK
2. ECONOMIC AND FISCAL IMPACTS OF OCEANO DUNES PAGE 15
Based on mobile geolocation data from Near, Oceano Dunes welcomed a total of 3.4 million visits in 2019, approximately 2.2 million visits (66.5%) originated from outside SLO CAL, while the remaining 1.1 million (33.5%) originated from within the county. The 2.2 million out-of-county visits represented approximately 30% of the total 7.6 million visits to the County of San Luis Obispo in 2019.
Nearly 85% of Oceano Dunes visitors who originated from outside SLO CAL also visited Pismo Beach during their stay in SLO CAL. Approximately 48% of Oceano Dunes visitors who originated from outside SLO CAL also visited Grover Beach during their stay in SLO CAL. Nearly 44% of Oceano Dunes visitors who originated from outside SLO CAL also visited Arroyo Grande during their stay in SLO CAL.
Economic Impacts Of
Visitor Spending
DIRECT IMPACT OF VISITOR SPENDING
2. ECONOMIC AND FISCAL IMPACTS OF OCEANO DUNES PAGE 16
Based on Tourism Economics’ previous research on the economic impact of tourism in San Luis Obispo County, Oceano Dunes originating from outside San Luis Obispo County spent an average of $150 per visit. Based on this average, total spending by visitors originating from outside San Luis Obispo County, who visited Oceano Dunes as part of their trip amounted to $336.9 million in 2019. More specifically, total spending by visitors originating from outside San Luis Obispo County, who only visited Oceano Dunes as part of their trip, represented $50.5 million in 2019. The $336.9 million in spending by the 2.2 million visitors originating from outside San Luis Obispo County was spread across a number of industries:
$70.8 MILLION
on food and beverage (i.e. full-service restaurants, fast food, bars, food trucks) $64.0 MILLION
on lodging (i.e. hotels, short-term/vacation rentals, and other lodging) $57.3 MILLION
on transportation (i.e. taxis, buses, parking, public transportation, rideshare, gasoline) $53.9 MILLION
on retail (i.e. souvenirs, general merchandise, malls, local retailers) $53.9 MILLION
on other purchases (i.e. day use fees and other purchases and expenses) $37.1 MILLION
on recreation and entertainment (i.e. amusements, theaters, entertainment, and other recreation)
Spending by visitors to Oceano Dunes originating from outside SLO CAL generated a total economic impact of $511.2 million in San Luis Obispo County in 2019. Based on an analysis of the inter-relationships between consumer expenditures and industries, the $336.9 million in direct spending by visitors to Oceano Dunes generated $174.3 million in indirect and induced business sales – $83.5 million in indirect business sales and $90.8 million in induced business sales – resulting in a total economic impact of $511.2 million in San Luis Obispo County in 2019.
The total economic impact of $511.2 million included $128.5 million in total labor income, supporting more than 5,600 total jobs throughout the county in 2019, and generated $31.8 million in state and local taxes in 2019 based on a detailed tax analysis.
TOTAL ECONOMIC IMPACT OF VISITOR SPENDING
6 Near collects data on the location of mobile devices for specified geographies. 7 Tourism Economics conducts quarterly visitation tracker models for SLO CAL and estimates that SLO CAL welcomed 7.6 million total visits in 2019. 8 Tourism Economics, 2018. “Economic Impact of Tourism in San Luis Obispo County, California” © LICENSED TO HTTPS://WWW.TWIN-LOC.FR. | FLICKR
OCEANO DUNES ASSESSMENT PAGE 17
Oceano Dunes Assessment
CHAPTER 3
The following assessment was established based on community engagement, all assets, issues, and future opportunities were either identified or informed by stakeholders.
PAGE 18
Key Assets and Issues
3. OCEANO DUNES ASSESSMENT
To better understand the state of the destination, interviews with more than 30 stakeholders informed the assessment. The primary purpose of these discussions was to identify participant opinions, aspirations and ideas for the future of Oceano Dunes. The stakeholder engagement was designed to identify the opportunities and the issues facing the destination and its residents; understand the complexities, nuances and priority of those issues; and use that information to articulate potential recommendations for tourism in Oceano Dunes to consider and/or elect to move forward into the future. Stakeholder insights are grouped between assets (strengths), issues (weaknesses), and opportunities by theme, and will serve as a basis for defining and setting forth key issues and opportunities.
OCEANO DUNES TODAY:
PAGE 19
KEY ASSETS (STRENGTHS)
3. OCEANO DUNES ASSESSMENT
TOPIC DESCRIPTION
Accessibility Access for all and affordable to all
Accommodation Camping
Short-term rentals in the surrounding communities
Activities Diverse recreational destination
Events and celebrations
OHV access (Oceano Dunes SVRA)
Culture Chumash heritage
Environment Unique flora and fauna
Visitor Experience Landmark experience in SLO CAL
KEY ISSUES (WEAKNESSES AND THREATS)
TOPIC DESCRIPTION
Community
Traffic
Limited development opportunities
Lack of investment in the community
Environment Preservation of the flora and fauna is at risk Air quality and dust concentration
Visitor Experience
Safety
Over-tourism
Limited resources to enforce park regulations
Pollution and cleanliness
3. OCEANO DUNES ASSESSMENT PAGE 20
KEY OPPORTUNITIES
TOPIC DESCRIPTION
Accommodation
Allow more vacation rentals in the surrounding communities Glamping
Hotel development in Grover Beach (Grover Beach Lodge) and Oceano Dunes Activities
Activities to connect Oceano Beach, and Pismo Beach
Recreational destination for adventure sports: horseback riding, surfing, fishing, kite, etc.
More curated, off-road experience
Oceano Dunes hiking trails
Eco-adventure park
Safari tours on Oceano Dunes
Equestrian tourism
Education: learn responsibility on Oceano Dunes
Oso Flaco Lake eco-destination
Environmentally friendly OHVs
Accessibility
More access points to the Dunes (Oso Flaco)
Increase street parking on Pier Avenue, increase parking area at the end of Pier Avenue Boardwalk and ramp access to the beach
Community Affordable housing in surrounding communities Connectivity Bike trail connecting all five cities
Culture Chumash-driven experiences, and protection of historic sites Environment Eco-center and protected area of interest
Visitor Experience
Boardwalk from Grover Beach all the way to the Dunes
Beach town, an end-point destination beach plaza and main street (restaurants, etc.), the gateway to the Dunes for pedestrians, connected to boardwalks Main street development
PAGE 21
Key Implications
and Opportunities
3. OCEANO DUNES ASSESSMENT
To explore potential recommendations for Oceano Dunes, Resonance identified a range of future use scenarios for compatible tourism in the Oceano Dunes area. The scenarios created were directional only to allow stakeholders to consider implications, opportunities, and potential recommendations for Oceano Dunes in each case and align on common initiatives shared by all three scenarios.
Scenario planning provides a strong foundation for decision-making in times of great uncertainty. It enables decision-makers to anticipate the future and design future-proof, yet flexible strategies by reducing complexity and adding dynamic capabilities to achieve long-term goals. To inform the process, three scenarios were developed and shared with stakeholders for consideration:
OCEANO DUNES TOMORROW:
New Normal: Limited Access – Vehicular capacity is limited in Oceano Dunes.
Continuation: Back To The Future – Oceano Dunes is back to pre-pandemic capacity.
Transformation: New Eco-Region – Vehicular access is limited in most areas of Oceano Dunes and the SVRA is closed.
A.
B.
C.
3. OCEANO DUNES ASSESSMENT PAGE 22
Scenario planning helps create stakeholders’ consensus on the trends/events impacting tourism in Oceano Dunes and the threats and opportunities they represent. By understanding the different opportunities and challenges, the process includes a balance between environmental sensitivity, history in terms of past policies, recreational access and usage, community connection, culture, and economic viability.
FUTURE SCENARIOS 5
In 2019, Oceano Dunes received a record number of visitors. Today, vehicular access is limited and closely monitored by State Parks. The SVRA is reduced and fenced at the summit to minimize the impact of traffic on the surrounding flora and fauna – and electric-powered vehicles are now the norm. In fact, environmental measures in real time events influence the level of traffic and capacity. With a limited number of camping sites left for overnight visitors, camping in Oceano Dunes has become more exclusive, and reserved to California residents.
As the clam capital of the world, Pismo Beach is growing as a beach town while Oceano and Arroyo Grande have become more residential, and only legacy tourism businesses have stayed open. Off-road aficionados have moved away from Oceano Dunes to larger vehicular recreation areas in surrounding states, and mostly international visitors seek a sand thrill while on their Californian trip.
Oceano Dunes is back to full capacity after a recent court ruling, and attracts more than 3 million visitors every year. Traffic along Pier and Grand avenues is common every weekend as off-roaders ride on the Dunes and families gather. More people equals more businesses, but more of the same in this case. At the same time, Oceano and surrounding communities are ill-prepared for tourism and currently lack the infrastructure capacity or products to make people comfortable. Once an element of pride, the quality of life of residents is at risk.
In this potential scenario, the SVRA is now closed and Oceano Dunes has become a State Natural Reserve. After the closure, the diversity of landscapes is celebrated by locals and visitors. Already recognized as a Natural Wonder of the World by Californians, it is on the path to be recognized by UNESCO. The types of activities have shifted from being motorized to lower-impact outdoor activities. New audiences – from researchers to cultural enthusiasts – flock to the Dunes and enjoy low-impact infrastructure to explore the Dunes. An integrated boardwalk now connects all coastal communities with access to different types of experiences and environments. Eventually, visitors have become more out-of-state, as the world recognizes the importance of Oceano Dunes.
NEW NORMAL: LIMITED-ACCESS
CONTINUATION: BACK TO THE FUTURE
CONTINUATION: BACK TO THE FUTURE
5 Please note that all scenarios are fictional, including data points.
3. OCEANO DUNES ASSESSMENT PAGE 23
In response to the implications of each scenario,
future opportunities were identified across all three
scenarios under five focus areas. To determine
these focus areas, Resonance analyzed all
stakeholder input and identified common themes
and shared concerns. Carefully categorizing and
grouping these ideas based on their similarities
through a systematic approach, allowed us to
FUTURE OPPORTUNITIES
ensure recommendations address the most
significant and pressing issues faced by the Park
and surrounding communities, setting a solid
foundation for sustainable growth and long-term
responsible management and promotion of the
destination. For additional details, the implications,
opportunities, and initial recommendations are
listed in the appendix.
Regional
Stewardship
Infrastructure and
Investment
Product and
Experience
Development
Park Management
and Operations
Marketing and
Communications
Stewardship
Committee
Pool resources
Visitor monitoring
and data
Park advocacy
Points of entry upgrade
Traffic infrastructure
Alternative
transportation options
New type of
accommodations
New trail systems and
walkways
New equestrian facilities
Event venues,
restaurants, and retail
spaces
Wayfinding and
interpretive signage
Bathroom and campsite
facilities
ADA accessibility
Visitor welcome
infrastructure
OHV products and
services
Recreation activities
and services
Cultural heritage
experiences
Education programs
and ecotourism
experiences
Business and
workforce support
Fee and reservation
system
State Park
management
operations
Concessionaires
agreements/
management
procedures
Environmental
conservation plans
and programs
Regional marketing
plan
New target markets
Responsible
visitation resources
Community
engagement
© VISIT SLO CAL
STEWARDSHIP RECOMMENDATIONS PAGE 24
Stewardship Recommendations
CHAPTER 4
The key stewardship recommendations to plan the future
development, management, and promotion of Oceano Dunes and surrounding communities.
4. STEWARDSHIP RECOMMENDATIONS PAGE 25
Stewardship
Recommendations
The Oceano Dunes Stewardship Study sets forth
20 recommendations for consideration of the
future development, management, and promotion
of Oceano Dunes and surrounding communities.
The recommendations are informed by research
and local stakeholder input, and are organized
across five main categories: Regional Stewardship,
Infrastructure and Investment, Product and
Experience Development, Park Management and
Operations, and Marketing and Communications.
Suggested implementation timelines are also
included. Short-term (1-3 years) recommendations
have the strongest stakeholder support and
will provide a stabilizing foundation for regional
collaboration to implement longer-term
recommendations. Medium (4-6 years) and
long-term (7+ years) recommendations are
more complex and more susceptible to changes
based on the court’s determinations and factors
such as government priorities and funding,
requiring even greater collaboration by key
stakeholders to actualize. Recognizing that
most recommendations will take many years to
actualize and will require continued action, the
suggested timelines presented are intended to
provide strategic guidance for when initial actions
to implement recommendations should occur.
Potential actions, KPIs, and case studies inform
each recommendation, which can be taken
forward by local stakeholders as a collaborative
effort to address the future management,
economic, social, and environmental needs of
Oceano Dunes and surrounding communities.
© VISIT SLO CAL
4. STEWARDSHIP RECOMMENDATIONS PAGE 26
The future of the Oceano Dunes stewardship
planning process, including additional research,
priority-setting and funding, will ultimately be
decided by California State Parks and other
state agencies, the County of San Luis Obispo,
and the three surrounding municipalities, with
approval from the California Coastal Commission.
Recommendations will require a collective
approach between partners and in some cases
public-private partnerships. Public-private
partnerships play a crucial role in destination
stewardship and will be essential to advance the
presented recommendations. These partnerships
involve collaboration and cooperation between
public entities (such as government agencies
and local authorities) and private organizations
(such as businesses, non-profit organizations,
and community groups) to jointly work towards
balanced management and development of the
destination. The role of public-private partnerships
in advancing the following stewardship
recommendations may include resource sharing,
planning and decision-making, funding, capacity
building, sustainable development, stakeholder
engagement, and monitoring and evaluation.
4. STEWARDSHIP RECOMMENDATIONS PAGE 27
CATEGORY RECOMMENDATIONS TIMELINE
Regional Stewardship
RS.1 Create an Oceano Dunes Stewardship Committee
RS.2 Improve visitor monitoring, reporting and data use RS.3 Provide capacity building support for tourism workforce Short
Short
Medium
Infrastructure and
Investment
II.1 Improve accessibility for all abilities
II.2 Increase alternative transportation options
II.3 Enhance and expand trail systems and walkways
II.4 Create and update directional and interpretive signage II.5 Improve bathroom and campsite facilities and access II.6 Upgrade Dunes welcome capacity
II.7 Diversify accommodations
II.8 Develop more event venues, restaurants, and retail spaces Short
Medium
Medium
Medium
Medium
Med/Long
Long
Long
Product and
Experience
Development
ED.1 Develop unique OHV experiences
ED.2 Diversify visitor activities and services
ED.3 Extend cultural heritage experiences
ED.4 Expand eco-experiences and programs
ED.5 Develop new equestrian facilities
Short
Short
Short
Short
Medium
Park Management
and Operations
PM.1 Update the Park’s fee and reservation system
PM.2 Strengthen Park management operations & programs
Short
Short
Marketing and
Communications
MC.1 Improve promotion and education of Oceano Dunes
MC.2 Develop responsible visitation resources
Short
Short
4. STEWARDSHIP RECOMMENDATIONS PAGE 28
Regional
Stewardship
Destination stewardship creates a balanced approach to tourism development, management and promotion by minimizing negative impacts on natural and cultural resources while enhancing the benefits to local communities and visitors. It involves actively managing and preserving a destination’s natural, cultural, and social attributes while also meeting visitors’ needs and expectations. The aim is to maintain the destination’s authenticity and uniqueness while also ensuring that it remains attractive and accessible for future generations of visitors. Destination stewardship for the Oceano Dunes State Park and surrounding communities will involve a collaborative effort between government agencies, tourism operators, local communities, cultural/historic leaders, and visitors to balance the economic, social, and environmental needs and interests of the destination. © OCEANO DUNES ~ JULY 2008, BY DESERT-DWELLER / FLICKR
4. STEWARDSHIP RECOMMENDATIONS PAGE 29
Creating an Oceano Dunes Stewardship
Committee would provide a new framework for
stakeholders to have collective responsibilities to
support the long-term management of Oceano
Dunes, ensuring that its natural resources are
preserved for future generations while balancing
the needs and interests of local businesses,
residents and visitors. Participating stakeholders
expressed strong support for the creation of a
stewardship committee.
Oceano Dunes previously had a management
committee, the Oceano Dunes District Advisory
Committee (DAG), between 2001 and 2017 to
manage the Oceano Dunes SVRA on issues
related to the Park’s management and operations.
The DAG comprised 12 members, including
representatives from various stakeholder groups
such as environmental organizations, off-road
vehicle enthusiasts, local business owners,
RS.1: CREATE AN OCEANO DUNES STEWARDSHIP COMMITTEE
and community members. The purpose of the
DAG was to provide advice and recommendations
to California State Parks. Unfortunately, the DAG
dissolved in 2017 due to disagreements over the
management of the Park.
Although many of the circumstances that
resulted in the dissolvement of the DAG are still
present today, through this project’s engagement
process, diverse stakeholders expressed support
for revitalizing a working group in the form of a
Stewardship Committee for Oceano Dunes. As
seen in this report, numerous opportunities for
regional collaborations can be implemented
within the next 1-3 years, regardless of the
court’s determinations. Revitalizing a collective
leadership working group will give the region the
most robust foundation to implement projects
and build local capacity.
I M PLEM ENTATI O N TI M ELI N E: S H O RT-TERM
4. STEWARDSHIP RECOMMENDATIONS PAGE 30
Convene important stakeholders to discuss and determine which organization is most appropriate to oversee and administer the Stewardship Committee.
Identify financial resources needed and potential funding sources for the committee.
Develop a clear mission and goals for the Stewardship Committee.
Identify and invite diverse stakeholders to be on the committee.
Define the roles and responsibilities of committee members.
Establish regular meeting schedules that allow for effective communication and collaboration.
Develop a plan of action that outlines the steps required to achieve the committee’s goals; the plan should be regularly reviewed and updated as required.
Consider establishing sub-committees to focus on specific issues or projects.
Develop communication strategies to ensure that all stakeholders are informed about the committee’s activities and progress. Communication strategies may include newsletters, social media updates, and regular meetings with stakeholders.
Explore opportunities to pool resources and fundraise for new projects. This may include applying for grants, soliciting donations from local businesses, and exploring partnerships with other organizations.
Advocate for the needs of the Park and the surrounding region. This may include lobbying for funding or policy changes that support the committee’s goals.
Maintain open and transparent communication with residents, businesses, and other key stakeholders regularly to ensure that their perspectives are heard and to build support for the committee’s activities.
POTENTIAL ACTIONS:
The purpose of the Stewardship Committee for Oceano Dunes would be to provide collaborative leadership for the future development and management needs of Oceano Dunes and to guide the advancement of recommendations presented in this report. It would be tasked with long-term consensus-building and prioritization of future actions. Functions of the committee may include overseeing the development, implementation, and management of plans for the Park, advocating for Park and regional development needs, pooling resources and fundraising for new projects, as well as maintaining open and transparent communications and engagement with residents, businesses, and other key stakeholders.
To ensure adequate representation and diverse perspectives, the committee should include stakeholders from various backgrounds, such as California State Parks management, local government officials, environmental organizations, park users, native tribal leaders and residents, and representatives from relevant industries such as tourism, economic development and off-road vehicle suppliers. The committee members should have appropriate expertise and experience in environmental science, resource management, recreation management, law enforcement, and public outreach. •
•
•
•
•
•
•
•
•
•
•
•
4. STEWARDSHIP RECOMMENDATIONS PAGE 31
How many stakeholders from diverse groups and backgrounds have been represented on the committee to ensure a comprehensive understanding of Oceano Dunes? How effectively has the committee been able to facilitate communication and collaboration between stakeholders in the community and local officials? What percentage of park management decisions have been informed by recommendations from the committee?
How effectively has the committee addressed and resolved Oceano Dunes’ management and use conflicts?
What is the level of satisfaction of stakeholders and the community with the committee’s work regarding transparency, accountability, and effectiveness? What measurable improvements have been achieved in the management of Oceano Dunes and the surrounding community since the committee’s creation? POTENTIAL KPIS:
•
•
•
•
•
•
CASE STUDIES
Examples of how other destinations are collaborating on destination stewardship:
Hood-Willamette Resource Advisory Committee
Oregon North Coast Tourism Management Network
San Francisco Bay Area Water Trail Advisory Committee
•
•
•
4. STEWARDSHIP RECOMMENDATIONS PAGE 32
Improving visitation data monitoring, reporting,
and use are crucial elements for destination
stewardship of Oceano Dunes and the
surrounding communities. Accurate and upto-date data on visitation patterns can provide valuable insights into how the Park is being used
and impacting the surrounding environment
and communities. By improving data monitoring,
park managers and local officials can make more
informed decisions about how to manage and
promote the Park in a sustainable and beneficial
way for all stakeholders.
RS.2: IMPROVE VISITOR MONITORING, REPORTING AND DATA USE I M PLEM ENTATI O N TI M ELI N E: S H O RT-TERM
Overall, improving visitation data monitoring,
reporting, and use is critical to effective
destination stewardship. For example, many
destinations, especially gateway communities to
natural areas, have created online dashboards to
provide transparent reporting on visitor data more
effectively. This was particularly helpful during
the pandemic and in the years since, given the
unpredictable fluctuations in visitation.
© VISIT SLO CAL
Consider creating a sub-committee within the Stewardship Committee to focus on data monitoring and reporting.
Conduct an assessment of what data is already being collected, analyzed and reported on (and by whom), and identify gaps and opportunities for improvement.
Prioritize the specific indicators and metrics to be monitored and reported based on the needs of the park and surrounding communities and data availability.
Create a centralized location, such as an online dashboard, where all visitor-related data is reported and accessible to stakeholders.
Develop a data collection system that is efficient, accurate, and standardized.
Hire or train staff to collect and analyze data, ensuring they have the expertise and resources to do so effectively.
Create a system for regular reporting and analysis of visitor data.
Engage with stakeholders to ensure that the data being collected and reported is relevant and useful to them and to foster collaboration and buy-in for destination stewardship efforts.
Continuously review and update the monitoring and reporting framework as needed based on feedback from stakeholders, changes in visitor behavior or preferences, and new technology or methods for data collection and analysis
POTENTIAL ACTIONS:
•
•
•
•
•
•
•
•
•
4. STEWARDSHIP RECOMMENDATIONS PAGE 33
Participating stakeholders support a new approach to visitor data collection, analysis, and reporting to improve the overall management and promotion of the Dunes. Much data is already being collected and reported on by Visit SLO CAL, State Parks, the City of Pismo Beach, the City of Grover Beach, the City of Arroyo Grande, the County of San Luis Obispo, and local businesses, while other information is less frequently or not currently monitored. There is also no centralized location where stakeholders can find all visitor-related data reporting for Oceano Dunes.
The Oceano Dunes Stewardship Committee should lead the process of creating an effective monitoring and reporting framework that meets the specific needs of the Park and nearby communities. General types of visitor data that should be improved or monitored include visitor demographics, traffic patterns, and economic impact data. State Parks should continue to report on environmental impact data and work with Visit SLO CAL to refine visitor counts and origin. Ideally, a report is produced at least once a year, with an eventual goal of reporting every quarter. Suppose there is limited capacity and funding to monitor and report on all desired indicators at the onset. In that case, it is recommended for the group to start with what they have and create a good monitoring and reporting process with existing accessible data. More indicators can be added to the monitoring framework and live data collection implemented when stakeholders are ready and resources are available.
4. STEWARDSHIP RECOMMENDATIONS PAGE 34
How many visitor data points are collected per day/week/month/year? How is the data collected (e.g., automated counters, cell phone geolocation, surveys)? What is the percentage of visitors and residents participating in data collection efforts? How frequently is data analyzed and reported?
How is the visitor data used to inform management decisions? How open and honest do local stakeholders perceive the reporting of visitor data to be? POTENTIAL KPIS:
•
•
•
•
•
•
CASE STUDIES
Examples of how other destinations are conducting regional data monitoring and reporting:
Destination British Columbia’s Tourism Industry Dashboard Zion National Park Visitor Monitoring System
Queenstown, New Zealand Destination Management
Sedona, Arizona Sustainable Tourism Plan Monitoring
•
•
•
•
4. STEWARDSHIP RECOMMENDATIONS PAGE 35
Before the pandemic, Visit SLO CAL completed
its 2050 Destination Management Strategy (DMS)
known as Experience SLO CAL 2050 (ESC 2050),
which included several recommendations to
address workforce challenges. The pandemic
exacerbated local tourism workforce challenges,
including talent attraction, retention, and
customer service. Tourism businesses in
neighboring communities and the Park need more
staff capacity to provide exceptional experiences
and manage the impacts of visitors. Regional
stakeholders should continue collaborating on
projects to address tourism workforce challenges.
The development of a Workforce Development
Study is already underway by Visit SLO CAL with
the plan to develop a workforce strategy and
roadmap by 2025.
RS.3: PROVIDE CAPACITY-BUILDING SUPPORT FOR THE TOURISM WORKFORCE I M PLEM ENTATI O N TI M ELI N E: M ED I U M-TERM
SLO CAL’s new certified, custom online customer
service learning program, “SLO CAL Welcome”
designed specifically for the SLO CAL tourism
industry, is a valuable tool for employers to add
to their workforce development resources. This
self-paced program is designed to provide
customer-facing employees or volunteers in SLO
CAL’s tourism and hospitality industry with the
knowledge, tools, and resources they need to be
experts in customer service.
It is also recommended that Visit SLO CAL launch
and lead a countywide incubator and network for
SLO CAL visitor experience startups. Businesses
have considerable potential to provide new
experiences in the Dunes, including cultural
heritage, recreation, and educational experiences.
© FEMALE RESTAURANT MANAGER WITH DIGITAL TABLET, BY MONKEY BUSINESS / ADOBE STOCK PAGE 36
Consider creating a sub-committee within the Stewardship Committee to focus on workforce needs.
Encourage tourism businesses to participate in SLO CAL’s “SLO CAL Welcome” program.
Identify potential partners, resources, and leadership capacity to establish a countywide experience startup incubator and network for SLO CAL.
Promoting the scholarship fund specifically for individuals who are currently or plan to work in and near the Park.
Collaborate with community colleges and universities to develop relevant degree programs and coursework.
Partner with local organizations to promote and provide internships and job shadowing opportunities for students and young professionals interested in the industry.
Work with industry leaders to develop a regional job board or placement service for travel and tourism-related careers.
Advance Visit SLO CAL’s Tourism Workforce Development Strategy.
POTENTIAL ACTIONS:
•
•
•
•
•
•
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4. STEWARDSHIP RECOMMENDATIONS
However, there is a high barrier to entry for businesses to develop, promote and provide new visitor experiences. The incubator will bring together Visit SLO CAL, tourism industry experts, Cal Poly’s Department of Experience Industry Management, and participating startups to co-create unique and inventive new experiences for SLO CAL visitors. The proposed incubator program would provide businesses and individuals with the tools and resources to develop innovative brands, products, services, events, and activities in and around Oceano Dunes.
Talent attraction, development, and careers were also presented as an area of opportunity within the Experience SLO CAL 2050. As part of Visit SLO CAL’s Strategic Direction 2026 Plan, a Tourism Workforce Development Strategy will be created to help advance future tourism employment. Visit SLO CAL will partner with local and regional workforce development organizations to create more interest for Jr High and High School students in pursuing careers in the tourism industry. Additionally, Visit SLO CAL launched a $75,000 endowment scholarship fund in 2023 to support individuals seeking careers in travel and tourism.
We recommend that Visit SLO CAL and industry partners continue to monitor and report on sectorspecific employment data (see RS.2) to enable business and tourism organization leaders to make datainformed decisions to improve workforce conditions in SLO CAL. Visit SLO CAL should also continue to work with industry leaders and the groups mentioned above to promote the scholarship fund, training programs and new workforce development opportunities geared toward individuals who are currently or planning to work in the Park, or provide experiences and services in park-adjacent communities.
4. STEWARDSHIP RECOMMENDATIONS PAGE 37
How many employees or volunteers have enrolled in the “SLO CAL Welcome” program? What is the completion rate of the “SLO CAL Welcome” program? Have customer service scores or ratings improved since the program was launched? How many startups are participating in the incubator?
How many new visitor experiences have been created and launched? What is the revenue generated by new visitor experiences? What is the customer satisfaction rating or feedback on new visitor experiences? Have workforce conditions improved based on data-informed decisions? How many individuals have been connected to businesses and career opportunities? How many scholarships have been awarded, and what is the impact on individuals pursuing a travel & tourism-focused pathway?
POTENTIAL KPIS:
•
•
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•
•
•
•
•
•
•
CASE STUDIES
Examples of how other destinations are conducting regional data monitoring and reporting:
The Tourism Innovation Lab
Nova Scotia Experience Development Program
Hawaii Tourism Authority Workforce Development Programs Park City Chamber Workforce Development Services
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4. STEWARDSHIP RECOMMENDATIONS PAGE 38
Infrastructure
And Investment
As the second most visited destination in the county, infrastructure investments in the Park and surrounding areas are essential to provide necessary facilities and services for visitors, enhance the overall tourism experience, and ensure sustainable growth in the long term. The assessment revealed capacity gaps and identified short and long-term infrastructure improvements to consider to increase overall capacity management, accessibility, safety, and security, as well as the supply of accommodation and amenities.
4. STEWARDSHIP RECOMMENDATIONS PAGE 39
Accessibility of the Oceano Dunes SVRA is a
shared value by the community and visitors that
aligns with State Parks’ commitment to inclusivity
and providing equal opportunities for all visitors.
While the Park is accessible by car, State Parks
should evaluate current accessibility standards
across all facilities to identify improvement areas
and funding opportunities to support upgrade
programs under the Americans with Disabilities
Act (ADA). The North Beach campground facility
improvements project in the Public Works Plan
included ADA-compliant standards for the new
entrance kiosk at the North Beach.
II.1: IMPROVE ACCESSIBILITY FOR ALL ABILITIES
IMPLEMENTATION TIMELINE: SHORT-TERM
In Oceano Dunes, accessibility for all starts with
accessible parking, featuring designated accessible
parking spaces close to park entrances, with
appropriate signage and markings, while accessible
pathways throughout and to the Park will improve
the experience for wheelchairs and other mobility
devices. To extend accessibility, all facilities, such
as visitor centers, restrooms, picnic areas, and
campsites, should be accessible to people with
disabilities. This includes providing ramps, elevators, or lifts where necessary, widening doorways,
installing accessible signage, and ensuring that
facilities have appropriate accessibility features.
© A MAN ON WHEELCHAIR, BY FXQUADRO / ADOBE STOCK
PAGE 40
Evaluate current accessibility standards to identify improvement areas and ensure that all facilities meet accessibility standards to cater to individuals with disabilities.
Identify funding opportunities to support accessibility improvements.
Develop or modify existing trails and facilities to make them accessible to individuals with disabilities.
Train park staff on ADA requirements and disability awareness.
Ensure that all signage adheres to the accessibility guidelines outlined by the Americans with Disabilities Act (ADA).
Prioritize and include universal access in the development of new park amenities, especially between trailhead parking areas and new programmed buildings.
POTENTIAL ACTIONS:
•
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4. STEWARDSHIP RECOMMENDATIONS
With a number of recreational opportunities available in the Park, State Parks should train park staff on ADA requirements and disability awareness to better understand how to assist visitors with disabilities and address their specific needs. The development of new trails should be made accessible to all when possible, and if not, ensure all trails are clearly marked as accessible based on their difficulty level. Accessible recreational access could be improved by introducing adaptive recreational programs and providing equipment, such as beach wheelchairs, in collaboration with partners and with disability advocacy organizations.
When implemented, accessibility features should be included as part of all assets and communications on Oceano Dunes to raise awareness about the park’s accessibility features, amenities, and services. © A UNIVERSAL SYMBOL FOR ACCESSIBILITY, BY ISAAC / ADOBE STOCK
4. STEWARDSHIP RECOMMENDATIONS PAGE 41
How many designated accessible parking spaces have been created near park entrances, and what is the utilization rate of these spaces?
How many facilities, such as visitor centers, restrooms, picnic areas, and campsites, have been made fully accessible to people with disabilities? How many accessible signage installations have been completed across the park to provide clear guidance for visitors with disabilities?
What is the satisfaction level of visitors with disabilities regarding the accessibility improvements implemented within the park’s facilities and amenities? How many park staff members have received training on ADA requirements and disability awareness?
What is the number of new accessible pathways and trails developed within the park, and what is their utilization rate?
How many adaptive recreational programs have been introduced, and what is the participation rate of visitors with disabilities in these programs? What is the frequency of availability and utilization of equipment such as beach wheelchairs for visitors with disabilities?
How effectively are accessibility features and amenities communicated to visitors through assets and park communications, and what is the level of awareness among visitors about the park’s accessibility?
POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are implementing accessibility initiatives:
Indiana Dunes National Park Dune Succession Trail
Greece Beach Accessibility
Miami Beach, Florida Wheelchair Accessibility
Oregon Accessible Adventures for All
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To improve access to Oceano Dunes and reduce
congestion in surrounding areas, participating
stakeholders identified alternative transportation
initiatives. Today, the Amtrak Transit Station acts
as a regional multi-mode transportation hub,
connecting Oceano Dunes and surrounding
communities to the coastal rail line. Recent
investments in the station improved safety
and convenience for regional passengers.
Local authorities have the opportunity to
improve pedestrian and bicycle access to and
from Oceano Dunes to better connect visitors
and residents to surrounding communities.
Such improvements along Grand Avenue and
Pier Avenue will assist pedestrian, bicycle, and
equestrian access to existing trails.
II.2: INCREASE ALTERNATIVE TRANSPORTATION OPTIONS
IMPLEMENTATION TIMELINE: MEDIUM-TERM
Local authorities and transportation should
work together to define public transportation
capacity and demand between the different
communities and Oceano Dunes. To grow
geographic dispersion within the Park, State Parks
should evaluate the feasibility of a shuttle service
between one of the main entrance points
(Grand Avenue/Pier Avenue) and Oso Flaco.
When planning future parking improvements,
the installation of electric vehicle (EV) charging
stations should be considered to accommodate
visitors with electric cars, as well as the
development of designated carpooling areas or
pick-up/drop-off points to improve traffic flow.
© CYCLING TO WORK ON THE CYCLE LANE, BY JANICE / ADOBE STOCK PAGE 43
Establish a bicycle rental program in partnership with local communities to provide visitors with the opportunity to rent bicycles for exploration and transportation in the area.
Develop well-maintained pedestrian and bike paths connecting to each entry point to encourage walking and cycling.
Implement a shuttle service within the park to transport visitors to different points of interest.
Encourage visitors to carpool or use ride-sharing services to reach the park by planning designated carpooling areas or pick-up/drop-off points.
Install electric vehicle (EV) charging stations to accommodate visitors who drive electric cars.
Collaborate with local public transportation agencies to improve access to the Dunes and explore the feasibility of bundled transportation tickets for park visitors using public transportation.
Communicate about the alternative transportation options available to connect from surrounding communities to points of entry.
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© POWER SUPPLY FOR HYBRID ELECTRIC CAR CHARGING BATTERY, BY AKE1150 / ADOBE STOCK
4. STEWARDSHIP RECOMMENDATIONS PAGE 44
How many pedestrian and bicycle access improvements have been implemented along Grand Avenue, and what is their impact on enhancing connectivity between Oceano Dunes and surrounding communities?
What is the utilization rate of the pedestrian and bike paths connecting to each entry point at Oceano Dunes?
How many visitors have utilized the shuttle service within the park to access different points of interest, and what is the satisfaction level of the shuttle service? What is the percentage increase in the use of bicycles through the bicycle rental program in partnership with local communities?
What is the utilization rate of designated carpooling areas or pick-up/drop-off points at Oceano Dunes, and how have they contributed to improving traffic flow and reducing congestion?
How many EV charging stations have been installed within parking areas, and what is their utilization rate?
What is the percentage increase in the use of public transportation to access Oceano Dunes through collaboration with local public transportation agencies? What is the level of awareness among visitors about the alternative transportation options available to access Oceano Dunes, and what is their perception of the communication efforts?
POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are implementing
alternative transportation options:
City and County of Honolulu Sustainable Transportation
Charleston Improved Transportation Plan
Traverse City, Michigan Mobility Action Plan
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4. STEWARDSHIP RECOMMENDATIONS PAGE 45
A park’s trail system is the backbone of all
interpretation and recreation. They enable
individuals and communities to appreciate and
learn about natural and cultural heritage while
fostering environmental awareness and providing
economic benefits by attracting visitors and
supporting local businesses, while also providing
spaces for relaxation and mental rejuvenation.
Overall, trails play a crucial role in enhancing
the quality of life in communities, providing a
platform for outdoor enjoyment, education, and
preservation of natural resources.
Park users have expressed a desire for more
kinds of trails within and expanding from the park.
Depending on the community, there are walkways
and trails connecting to existing entrances to
the Dunes. There are opportunities to enhance
existing trails and walkways, as well as develop
new trails to create more connectivity to adjacent
communities and improve how visitors and
residents experience and understand the natural
ecosystems of the park.
Trail network enhancements provide greater
diversity for walkers and bicyclists of all abilities,
and all trails and walkways and facilities should
be ADA accessible. Ensuring trail expansion or
development initiatives prioritize environmental
conservation and follow sustainable practices, will
help to minimize the impact on sensitive habitats
and ecosystems.
All existing trail systems within and near the
Dunes should be assessed to determine areas
for improvement, expansion, or new trails. A
development plan should be created based on
assessment results to outline all infrastructure
opportunities, prioritized by what enhancements
or developments are most important.
II.3: ENHANCE AND EXPAND TRAIL SYSTEMS AND WALKWAYS
IMPLEMENTATION TIMELINE: MEDIUM-TERM
To enhance trail systems in the area, several key
measures can be implemented. First, installing
well-maintained signposts, trail markers, and
information boards along the trails would
provide clear directions, safety guidelines, and
valuable information about the local flora, fauna,
and history. Secondly, constructing durable
footbridges or boardwalks in vulnerable areas
would protect against erosion and safeguard
delicate ecosystems like wetlands. Additionally,
strategically located rest areas equipped with
seating, shade, and trash receptacles would
improve visitor comfort and encourage longer
exploration.
To ensure safety for both visitors and residents, it
is important to implement appropriate measures.
Regular maintenance and inspections should be
conducted to identify and address any potential
hazards such as loose rocks, fallen trees, or
unstable terrain. Signage indicating potential
© WOODEN BOARDWALK THROUGH THE OSO FLACO LAKE,
BY HANNA TOR / ADOBE STOCK
PAGE 46
Conduct a thorough evaluation of the current trail systems within the park to identify areas for improvement, expansion, and potential new trails.
Identify and designate additional areas suitable for new trails to provide a wider range of options for pedestrians.
Collaborate with environmental experts to ensure the preservation of sensitive habitats and wildlife corridors while designing new trails.
Connect existing trails and create a comprehensive network to facilitate easy navigation and improve overall user experience.
Provide strategically located rest areas and points of interest with seating, shade, and information to enhance visitor comfort and encourage longer exploration.
Allocate resources and establish regular maintenance schedules to ensure existing trails are well-maintained, safe, and accessible for visitors.
Assess the accessibility of existing trails and identify opportunities for improvement.
Install informative and engaging interpretive signage along the trails to provide educational information; develop educational programs or guided tours.
Implement safety measures, such as clear signage, emergency contact information, and designated rest areas along the trails.
Educate visitors about responsible trail usage, including Leave No Trace principles.
Seek feedback from park visitors and the local community on trail experiences, preferences, and suggestions for improvement.
Explore partnerships, grants, and fundraising opportunities to secure sustainable funding for trail enhancement and expansion projects.
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dangers, such as steep slopes or high-tide areas, should be placed to inform visitors and advise caution.
Furthermore, collaborating with local authorities to develop an emergency response plan would ensure timely assistance in case of accidents or emergencies.
Engaging the community is crucial for the success of the trail systems. Engaging stakeholders like local authorities, park management, environmental organizations, and community members can provide valuable insights and expertise. Community events, guided walks, and workshops can be organized to raise awareness about the importance of preserving the Dunes and the benefits of outdoor activities.
Establishing partnerships with local schools, environmental organizations, and volunteer groups would involve the community in the maintenance, clean-up, and restoration efforts of the trail systems.
Promoting responsible outdoor behavior through educational materials and campaigns, emphasizing the principles of Leave No Trace, and encouraging respect for the environment and wildlife, would further enhance the overall experience.
4. STEWARDSHIP RECOMMENDATIONS PAGE 47
How many trails and walkways have been made ADA accessible? How many new trails have been developed or existing trails expanded? What is the increase in connectivity between the park and adjacent communities? What are the diversity of trail types and difficulty levels offered to walkers and bicyclists? What measures have been taken to minimize the environmental impact of trails? What is the satisfaction level of visitors and residents of the new trail and system? How many signposts, trail markers, and information boards have been installed? What is the overall visitor satisfaction with the provided amenities along the trails? How many safety hazards have been identified and addressed? What is the level of awareness and understanding among visitors and residents about the importance of preserving the Dunes and engaging in responsible outdoor behavior? How many community events, guided walks, and workshops have been organized to promote awareness and involvement in trail maintenance and preservation efforts? POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are implementing
immersive trail systems and walkways:
Perry Lakes Park, Marion, AL
Path of Perspectives, Innsbruck, Austria
Cape Lookout State Park, OR
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Oceano Dunes is renowned for its diverse
ecosystems, scenic beauty, and rich cultural
heritage. However, inadequate or outdated
signage can often lead to confusion among
visitors, compromising their safety and impairing
their ability to appreciate the unique features and
historical significance of the parks.
Stakeholders acknowledged the opportunity
and importance to invest in more wayfinding
and interpretive signage to better inform visitors
about Oceano Dunes. By investing in high-quality
directional and interpretive signage, California
State Parks can create a more welcoming and
informative environment for visitors, fostering a
deeper appreciation for the natural and cultural
wonders they encompass. Such improvements
II.4: CREATE AND UPDATE DIRECTIONAL AND INTERPRETIVE SIGNAGE IMPLEMENTATION TIMELINE: MEDIUM-TERM
would enhance the overall visitor experience
by providing valuable information to educate,
engage, and inform people about the significance,
history, and context of different areas and specific
points of interest.
Interpretive signage would serve as an
educational tool, offering opportunities for
learning and expanding knowledge. It would
help visitors gain a deeper understanding of
natural, cultural, or historical resources and foster
appreciation and stewardship. By highlighting
the importance of natural and cultural resources,
interpretive signage would also raise awareness
about conservation and preservation efforts,
including information on flora and fauna, historical
landmarks, indigenous peoples, and any other
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PAGE 49
Initiate an assessment of existing signage to evaluate the condition, legibility, visibility, accuracy, accessibly and compliance of directional and interpretive signs.
Identify areas that require immediate attention and prioritize them based on their impact on visitor experience and safety.
Update standardized design guidelines for directional and interpretive signage in collaboration with local environmental and cultural experts.
Replace/install clear and concise directional signage at key park entrances, major intersections, and trailheads.
Expand the interpretive signage throughout the parks to enhance visitors’ understanding of natural and cultural resources.
Ensure that all signage adheres to the accessibility guidelines outlined by the Americans with Disabilities Act (ADA).
Identify the languages that are most commonly spoken by visitors or the ones most relevant to future target audiences and create integrate translation with existing and new wayfinding systems.
Explore potential partnerships with local businesses, organizations, and philanthropic foundations to fund signage projects.
Implement a regular maintenance schedule to ensure that signage remains in good condition and is updated as needed.
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relevant topics. It would provide a platform to tell stories, share narratives, and connect people to the history, culture, and significance of Oceano Dunes. State Parks should ensure that the signage guidelines incorporate accessibility standards, and emphasize consistency in color, typography, and symbols to assist visitors in navigating the parks efficiently. Signage should be used to promote responsible visitation information such as Leave No Trace Principles and other local guidelines (see recommendation MC.2).
To engage with diverse visitor demographics, the use of interactive maps, digital displays, or QR codes should also be considered to provide real-time information and updates.
As Oceano Dunes attracts a diverse range of visitors and is one of the most visited places in the county for international visitors, it is essential to provide clear and accessible navigation assistance to accommodate their needs effectively. By providing clear directions and information in multiple languages, visitors will be able to easily navigate through the Park regardless of their language proficiency, which will also enhance safety, inclusivity, customer satisfaction, and operational efficiency.
4. STEWARDSHIP RECOMMENDATIONS PAGE 50
How satisfied are park visitors with the new signage in terms of clarity, usefulness, and aesthetics?
Are visitors able to navigate the parks more easily and efficiently with the new directional signage?
How effectively do visitors engage with and understand the park’s natural and cultural resources through the interpretive signage?
Have there been fewer safety incidents, accidents, injuries, or search and rescue operations attributed to improved signage?
Does the signage meet accessibility guidelines outlined by the Americans with Disabilities Act (ADA), ensuring equal access for visitors with disabilities? What is the impact of the improved signage on visitor spending patterns, park attendance, length of stay, and revenue from interpretive programs or merchandise sales? What feedback do park staff, volunteers, and other stakeholders provide regarding the effectiveness of the signage in enhancing visitor experiences and achieving park management goals?
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CASE STUDIES
Examples of how other destinations are implementing interpretive signage:
Baruwei Loop in Nimiluk National Park, Australia
Great Smoky Mountains National Park Visitor Engagement to Improve Signage Livingston County, New York Wayfinding Initiative
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Providing well-maintained bathroom and campsite
facilities ensures that visitors have a cleaner, safer, and more enjoyable experience overall. Adequate
bathroom facilities help maintain hygiene
standards within the Park and prevent unsanitary
conditions, such as improper waste disposal,
which can lead to environmental contamination
and health hazards.
Upgrades to existing campgrounds are currently
underway, however, stakeholders indicated there
are more opportunities to improve or develop
new bathroom and visitor facilities in and near
the park. All campsite and bathroom facilities
should be ADA-approved and reflect a design
that is harmonious with the surrounding natural
II.5: IMPROVE BATHROOM AND CAMPSITE FACILITIES AND ACCESS IMPLEMENTATION TIMELINE: MEDIUM-TERM
ecosystem. Wherever possible, enhancements
should be measured by sustainability standards to
ensure a minimal environmental impact. Facilities
should be considered near each entrance point,
areas of consistent foot/bike/OHV traffic, and
campgrounds and designated camping areas.
Appropriate signage should be created to guide
visitors to use the facilities. Leave No Trace
principles and other responsible visitation
guidelines should be featured prominently so
that visitors and residents understand their role in
keeping the Dunes and surrounding communities
clean and beautiful.
© OCEANO CAMPGROUND FOR RV CAMPER VEHICLES, BY HANNA TOR / ADOBE STOCK PAGE 52
Conduct a thorough assessment of existing bathroom and campsite facilities to identify areas that require improvement or renovation. Upgrade infrastructure, including plumbing, electrical systems, and structural elements, to ensure functionality and safety.
Evaluate the capacity of existing facilities and determine if additional restrooms and campsites are needed to accommodate visitor demand.
Construct new facilities or expand existing ones to provide adequate space for visitors.
Incorporate energy-efficient and water-saving features into bathroom and campsite facilities.
Install motion-activated lighting systems and efficient heating and cooling systems. Use renewable energy sources, such as solar panels, to power the facilities where feasible.
Clearly label and provide signage to direct visitors to restroom and campsite facilities and provide instructions on proper waste disposal and recycling to promote responsible use of the facilities
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What is the level of satisfaction of visitors with bathroom and campsite facilities? Are the existing bathroom and campsite facilities well-maintained and in good working condition?
Have all campsite and bathroom facilities been assessed for ADA compliance and harmonious design with the natural ecosystem?
Are the bathroom and campsite facilities strategically located near entrance points, high-traffic areas, and campgrounds?
Has the capacity of existing facilities been evaluated to determine if additional restrooms and campsites are needed?
Have energy-efficient and water-saving features been incorporated into the facilities? Are there clear and informative signage in place to guide visitors to the restroom and campsite facilities?
Have sustainability goals been set, and how are they being measured and tracked in relation to the facilities’ environmental impact?
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CASE STUDIES
Examples of how other destinations are implementing facilities improvements:
• Michigan State Parks Facilities Upgrades
4. STEWARDSHIP RECOMMENDATIONS PAGE 53
With millions of visitors per year, the surrounding
communities have been negatively impacted by
congestion and landscape degradation in key
areas closer to the main Oceano Dunes entry
points. The improvement of current Oceano
Dunes entry points and the evaluation of new
ones were identified by stakeholders as an
opportunity to improve the visitor experience
and address crowding issues.
First, the reconfiguration of the circulation system
with improved wayfinding to help orient visitors to
appropriate areas of the Park should be studied to
II.6: UPGRADE OCEANO DUNES WELCOME CAPACITY
IMPLEMENTATION TIMELINE: MEDIUM/LONG-TERM
optimize access. The development of a universally
accessible circulation system prioritizing access
and safety for pedestrians and cyclists, while
designating localized areas for vehicular access
to park destinations and trails will help mitigate
traffic congestion and better orient visitors
towards specific points of interest based on the
type of activity. Traffic calming measures should
also be considered to reduce conflicts between
pedestrians and vehicles. The implementation of
a traffic and circulation plan will create welcoming
park entrances, manage public vehicular access,
prioritizes park patron safety, and provide primary
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Study current traffic patterns and develop a universally accessible circulation system.
Invest in wayfinding solutions to manage traffic and inform visitors.
Expand and improve existing facilities and infrastructure around the three existing entry points, including parking and welcome facilities.
Enhance existing trails and develop new ones to provide more access options for visitors.
Support new entrance projects to increase overall carrying capacity.
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and secondary roads, maintenance and service roads, and visitor parking areas. Limited parking capacity has become a challenge in surrounding communities relative to the number of visitors in the area.
The traffic and parking capacity around each entry point to Oceano Dunes should be monitored, and visitation forecasted, to inform future parking improvements and expansions.
As visitation to Oceano Dunes to SLO CAL’s South County communities continue to grow, there is a need to improve visitor traffic infrastructure to reduce congestion, ensure an efficient visitor experience and improve local quality of life. As such road and parking infrastructure upgrades around the three points of entry to Oceano Dunes would be required to increase overall capacity. The Pier and Grand Avenue entrance improvement project is an opportunity to support Park operations, safety, and public access to the Park and its coastal resources. The replacement of the current kiosks will allow Park staff to improve operational efficiencies and better assist Park visitors. In Oso Flaco, the Oso Flaco improvement project will expand coastal access, lower-cost coastal camping opportunities, and non-motorized recreational facilities. It would also support increased recreational activities in the southern portion of Oceano Dunes and reduce pressure on other main entry points.
In the long-term, the Phillips 66/Southern entrance project represents a new opportunity to increase overall welcome capacity and access to Oceano Dunes. If the project were to be implemented, it would support new recreational facilities, camping, educational programs, concessions, special events, and additional OHV and non-motorized recreation.
© USA, CALIFORNIA, OSO FLACO STATE PARK, BY TRISH DRURY-DANITA DELIMONT / ADOBE STOCK
4. STEWARDSHIP RECOMMENDATIONS PAGE 55
What is the carrying capacity of each entry point?
How many visitors are recorded at each entry point?
How does the current traffic volume compare to historical data or established benchmarks? How much time, on average, does traffic congestion exceed a certain threshold at the monitored location or roadway segment?
How effectively do the wayfinding solutions manage traffic and guide visitors? Are the parking and welcome facilities effectively meeting the needs and expectations of visitors?
What is the proportion of trips made by different modes of transportation (e.g., private vehicles, public transportation, cycling, walking) at the monitored location or roadway segment?
How effectively is the expanded capacity being utilized to accommodate more visitors? POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are improving welcome capacity:
Golden Gate Park, San Francisco California Circulation System Ottawa Traffic Calming Design Guidelines
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Oceano Dunes already offers many things to do
for Park visitors, but there is unmet demand
for more overnight and diverse accommodation
in surrounding communities. In recent years,
new hotel developments have mainly been
concentrated in Pismo Beach.
Today, a key opportunity is the development of a
new hotel in the City of Grover Beach between the
Pacific Ocean and State Highway One, at the end
of West Grand Avenue. Local stakeholders should
support the development of the Grover Beach
Lodge to expand overnight accommodations and
catalyze infrastructure improvement along West
Grand Avenue. The proposed project consists
of a 150-room hotel and would also include
improvements to the existing public plaza area
within the State Park, including new walkways
and paths, and the redesign of the existing
parking area.
As one of the most trafficked of the two
main entrances into the Oceano Dunes, the
development would improve the sense of arrival
and the overall visitor experience. The planning
of West Grand Avenue would provide a focal
point entry into the community and better define
Grover Beach as a coastal community to visitors
accessing Pismo State Beach and the Dunes.
It would create a strong visual and pedestrian
connection between the future Grover Beach
Lodge and the east side of Highway 1, as well
as the Amtrak station.
Camping at Oceano Dunes is a popular activity
either on the Dunes or at one of the State
Park campsites. Both the Oceano and North
Beach Campground improvement projects will
II.7: DIVERSIFY ACCOMMODATIONS
IMPLEMENTATION TIMELINE: LONG-TERM
improve existing developed campsites and
enhance circulation and park maintenance
access. The continuous monitoring of capacity
and accessibility should be a focus for State
Parks to improve the overall experience. Based
on the level of demand for camping, local
stakeholders identified opportunities to pilot
new types of accommodation such as glamping
options to expand existing capacity and attract
new audiences. Such opportunities should be
evaluated as part of future development programs,
including the Oso Flaco Improvement Project.
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Evaluate the current lodging inventory to identify lodging gaps Conduct a lodging assessment to determine new market opportunities Create a hospitality development program to guide development in specific areas through zoning and permit exemptions complementary to existing inventory Support new hotel development projects to meet visitor demand and expectations Analyze current camping capacity
Improve and expand designated areas within the park for group camping Establish designated backcountry camping options for visitors seeking a more remote and immersive experience, while respecting environmental conservation guidelines Improve RV and campervan amenities (electrical, water, and sewage connections) to optimize capacity and limit environmental impacts
Conduct research and analysis to identify the demand for new types of accommodation based on visitor preferences, demographics, and trends in the tourism industry Develop a pilot to test new lodging options in character areas Introduce glamping options within the park, designed to blend with the natural surroundings and provide a unique and upscale camping experience
HOTEL DEVELOPMENT
RV AND CAMPING CAPACITY
NEW TYPES OF ACCOMMODATIONS
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Short-term rentals can have significant implications for local communities. One of the most prominent effects is the impact on housing affordability and availability, making it more challenging for locals to find affordable homes and in some cases resulting in the displacement of long-term residents from their neighborhoods. The strain on local infrastructure, increased noise disturbances, and regulatory challenges further compound the implications of short-term rentals on local communities. To better manage the supply of short-term rentals, Pismo Beach, Grover Beach, Arroyo Grande and Oceano have introduced a short-term rental permit application process and a maximum number of total non-owneroccupied short-term rental permits. More recently, the same communities, apart from Grover Beach, have imposed a moratorium on the issuance of short-term rental licenses. Based on increased visitation to the area, local authorities should continue to monitor short-term rentals to find a balance between the economic benefits of tourism and the preservation of the community’s well-being.
4. STEWARDSHIP RECOMMENDATIONS PAGE 58
CASE STUDIES
Examples of how other destinations are diversifying lodging options:
Dome Tent in Rub’ al Khali, United Arab Emirates (glamping) Orman Ranch, Crescent City, California (equestrian camping) •
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Continue to align and streamline regulatory codes for short-term rentals How many visitors have visited Oceano Dunes and stayed overnight in San Luis Obispo County?
What is the level of satisfaction of visitors who stayed overnight? How much overnight capacity has been created?
What is the demand level for new lodging options?
What is the percentage increase in economic impact generated by new lodging options? What is the resident sentiment towards short-term rentals?
SHORT-TERM RENTALS
POTENTIAL KPIS:
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The communities near the Dunes have varied
options for event venues, restaurants, and
retail spaces. Pismo Beach has the highest
concentration of entertainment infrastructure,
whereas other communities, like Oceano, have
far fewer. Stakeholders suggested various
ideas for the future development of retail and
entertainment locations to increase the economic
impact of visitors who are visiting the Dunes.
New entertainment, food, and retail services will
incentivize visitors to the area to stay longer and
spend more. Developing more event venues,
markets, eateries, breweries/wineries, and
retail stores near the Dunes helps bolster local
economies.
Additionally, as the Park explores and develops
new experiences and services for visitors and
residents who visit the Dunes, there will be
additional retail and restaurant needs.
For example, the Dunes are currently underutilized for non-motorized recreation activities, and there is an opportunity for more retail/
rental companies providing gear, courses, and
guided experiences for activities such as surfing,
kiteboarding, windsurfing, sandboarding, fat-tire
biking, fishing, hiking and more.
The development of new accommodations,
trails, walkways, and Dunes entrances will have
an impact on the most strategic locations for
additional developments. With their proximity
to the Dunes, Oceano and Grover Beach could
have the greatest boost of economic activity
from Dunes visitors with the development of
more entertainment and food establishments.
The proposed hotel on Grand Avenue (see II.7)
will create a favorable business environment,
II.8: DEVELOP MORE EVENT VENUES, RESTAURANTS, AND RETAIL SPACES IMPLEMENTATION TIMELINE: LONG-TERM
encouraging entrepreneurs and investors to
establish complementary businesses to the
area, such as restaurants, cafes, retail shops,
and entertainment venues, further boosting
economic development.
San Luis Obispo County including Oceano and
the cities of Grover Beach, Arroyo Grande, and
Pismo Beach should conduct market research
to understand the demand for entertainment
venues, restaurants, and retail stores in the area.
By analyzing the demographics, visitor profiles,
and spending patterns of both residents and
tourists the county and city officials can help to
identify potential gaps or opportunities in the
market. Local stakeholders, including community
© SVIEW ON BEACH BAR, BY OXANA_STEFANIA / ADOBE STOCK
4. STEWARDSHIP RECOMMENDATIONS PAGE 60
members, business owners, developers, and relevant government agencies should be involved to provide input and gather feedback on the types of entertainment venues, restaurants, and retail stores they would like to see. It is important to maintain each community’s unique character and balance the needs of residents and tourists.
It is critical to support local businesses and entrepreneurs by providing resources, incentives, and support programs for individuals and small businesses interested in starting new ventures. This can include access to funding, business mentorship programs, and streamlined permitting processes (see recommendation RS.3). Public and private partnerships may be required to facilitate the development process. Developers, investors, local governments and potential business owners should collaborate by discussing partnerships, joint ventures, and incentives that can help attract new businesses to the area.
Sustainability and resilience should be considered with any new developments to ensure that new venues, restaurants, and retail stores adhere to environmental regulations, energy efficiency standards, and sustainable design principles. Ideally, locally sourced products, eco-friendly practices, and waste reduction measures are utilized in new development.
Identify potential development opportunities based on zoning regulations.
Conduct market research to understand the demand for entertainment venues, restaurants, and retail stores in the area.
Establish a process to involve local stakeholders in providing input and feedback on potential new developments to ensure new businesses reflect the unique character of communities and the local quality of life is protected and improved by future developments.
Provide resources, incentives, and support programs for local businesses and entrepreneurs interested in starting new ventures.
Facilitate collaborations between public and private sectors to attract new businesses by encouraging developers, investors, and potential business owners to discuss partnerships, joint ventures, and incentives that can help attract and support new establishments.
Identify sustainability goals and standards to measure so that new developments adhere to environmental regulations, energy efficiency standards, and sustainable design principles.
Determine strategic locations for additional developments based on proximity to the Dunes and potential economic impact.
Develop marketing strategies to create awareness and attract visitors to the new entertainment venues, restaurants, and retail stores.
Continuously monitor the performance of the new establishments and evaluate their impact on the local economy and community.
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What is the level of demand for entertainment venues, restaurants, and retail stores in the area based on market research?
To what extent were local stakeholders involved in the decision-making process for new developments?
How many new ventures have been started by local businesses and entrepreneurs with the provided resources, incentives, and support programs? How satisfied are community members, business owners, and government agencies with the types of establishments that have been developed? What is the increase in visitor spending and length of stay in the area due to the presence of new establishments?
To what extent do the new venues, restaurants, and retail stores adhere to environmental regulations, energy efficiency standards, and sustainable design principles? How effectively are locally sourced products, eco-friendly practices, and waste reduction measures implemented in new developments?
What measurable environmental and social benefits have been achieved through sustainable development practices?
How well are the new establishments performing in terms of customer satisfaction, revenue generation, and overall business success?
What is the overall impact of the new developments on the local economy, job market, and community well-being?
POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are developing more assets:
Pismo Beach, CA
Cannon Beach, OR
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4. STEWARDSHIP RECOMMENDATIONS PAGE 62
Product &
Experience Development
Experiences are at the core of a destination and provide the primary purpose for a person’s travels to a specific location. The research and stakeholder engagement process revealed a wide variety of opportunities for new experiences within and around the Dunes that can be developed to provide diverse activities for visitors and residents to enjoy on the Dunes while also increasing visitor contributions to local economies. From recreation activities like fat-tire biking, sandboarding, kiteboarding, surfing, and OHV curated tours to new cultural experiences to introduce visitors to the Chumash culture and people, there are many opportunities to enhance the overall visitor experience at the Dunes.
4. STEWARDSHIP RECOMMENDATIONS PAGE 63
Although the long-term future of vehicle use on
the Dunes is still being determined, there are
some short-term opportunities that the Park
and local businesses could consider in order to
provide new experiences and services for OHV
activities on the Dunes. OHV rental and tour
companies could offer more curated experiences,
taking visitors to more far-reaching areas of the
SVRA (within the designated perimeters) through
guided tours targeted at reaching specific points
ED.1: DEVELOP UNIQUE OHV EXPERIENCES
I M PLEM ENTATI O N TI M ELI N E: S H O RT-TERM
of interest like the Chumash protected spaces
and iconic vista lookouts. Curated off-road tours
could take visitors to hidden gems and lesserknown areas of the destination, providing a more intimate and educational experience. Other OHV
experiences could include creating and curating
a recreation course for visitors to explore on their
own and introducing new riding competition events.
© VISIT SLO CAL
PAGE 64
Conduct targeted research on visitor preferences and interests in OHV experiences to determine which experiences appeal most to visitors to Oceano Dunes.
Collaborate with local OHV rental and tour companies to develop new experiences that align with visitor interests, such as guided tours, off-road courses, and riding competitions.
Promote the Experience Incubator as an avenue for businesses and entrepreneurs to develop new OHV-related experiences.
Provide experience development resources and opportunities for seed funding to boost the development of new experiences.
Promote the new OHV experiences through targeted marketing campaigns that reach potential visitors through social media, email marketing, and other digital channels.
Monitor the impact of the new OHV experiences on the environment and the visitor experience, using data and feedback to make adjustments as needed.
POTENTIAL ACTIONS:
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© VISIT SLO CAL
4. STEWARDSHIP RECOMMENDATIONS PAGE 65
How many new OHV experiences have been created?
What is the percentage increase in revenue generated by OHV rental and tour companies after implementing the curated experiences?
How many visitors have participated in the new OHV experiences? What is the level of satisfaction of visitors who participated in the new OHV experiences? What is the impact of the new OHV experiences on the Park’s environmental conservation efforts?
Has the local community seen any positive economic impacts from the increased OHV experiences?
What is the ROI of implementing the new OHV experiences, considering operational costs, revenue generation, and visitor satisfaction?
How has the Park’s overall reputation and brand perception changed due to the new OHV experiences?
POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are providing innovative OHV experiences:
Sandland Adventures in Florence, Oregon
Mac Woods Dune Rides in Mears, Michigan
Sossusvlei Dune Tour in Namibia
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4. STEWARDSHIP RECOMMENDATIONS PAGE 66
Based on stakeholder input, local businesses and
the Park should develop new low-impact activities
to provide visitors with more activity options on
the Dunes. These products and services should
include land and water-based recreation activities,
culinary events, and wellness experiences.
Local businesses should consider offering
experiences such as kiteboarding, sandboarding,
hiking, and fat-tire biking for outdoor activities
on the sand. Businesses could provide guided
experiences and lessons or rent or sell gear to
visitors to enjoy. These activities will give visitors
unique opportunities to explore the destination’s
natural landscape. Particularly for visitors who
have not brought their equipment to play on the
Dunes, this can enhance their experience while
providing an economic boost to local businesses.
ED.2 DIVERSIFY VISITOR ACTIVITIES AND SERVICES
I M PLEM ENTATI O N TI M ELI N E: S H O RT-TERM
The Park should also consider hosting more
events to celebrate outdoor sports, such as
kiteboarding or sandboarding competitions,
which will attract both participants and spectators.
Other Dunes areas are also exploring the creation
of frisbee golf courses. These events will allow
visitors to engage with the local community
and learn more about the destination’s outdoor
offerings.
For water-based activities, the destination should
offer visitors more opportunities through tours,
rentals, and sales of personal watercraft, surfing,
and fishing experiences. These activities provide
a unique destination perspective and encourage
visitors to explore beyond the shoreline.
© SILHOUETTE OF MAN PRACTICE SANDBOARDING,
BY CAPTURANDOKILOMETROS / ADOBE STOCK © PARACADUTE, BY MICHELE.PAUTASSO / ADOBE STOCK
4. STEWARDSHIP RECOMMENDATIONS PAGE 67
Increasingly Dunes destinations are providing various wellness-oriented activities that could be of interest to visitors to Oceano Dunes. Some examples of Dunes-based wellness activities include yoga and meditation sessions, wellness retreats, nature-element, and open-air pop-up spas. Careful consideration would need to be made regarding the locations for these activities to ensure a quality experience while not limiting other activity opportunities elsewhere on the Dunes.
The Dunes are well known for being an excellent place to socialize around a bonfire and enjoy the relaxing beach atmosphere. With the support of local businesses, the Park should consider adding additional resources and companies to provide more turn-key services for groups to enjoy bonfires on the beach. .. The Park, Visit SLO CAL, and associated businesses should coordinate more promotion of bonfire services as a unique experience. Additional offerings could include culinary and event experiences highlighting local culture and cuisine. This could include partnering with local restaurants and chefs to provide unique dining experiences, hosting food festivals or cultural events, and offering culinary workshops or classes.
Destination Organizations, State Parks and local businesses should research and assess the demand for various land and water-based activities, culinary events, and wellness experiences.
Businesses should develop business plans and budgets to determine the feasibility and profitability of new offerings.
The Park should assess the feasibility of hosting events and new vendors and the necessary permits or agreements needed to do so (see PM.2).
Local businesses should identify potential partners and suppliers for equipment rental, guided experiences, and other services.
The Park should work with businesses to identify suitable locations for new activities, to ensure environmental responsibility and limit negative impact on other activities.
Local businesses should consider offering packages that include multiple activities and experiences to enhance the visitor experience and provide value for money.
Visit SLO CAL, other Destination Organizations and local businesses should market and promote new activities to visitors.
Monitor visitor feedback and regularly evaluate new offerings’ success.
POTENTIAL ACTIONS:
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4. STEWARDSHIP RECOMMENDATIONS PAGE 68
How many new activities have been developed and offered to visitors on the Dunes? What is the overall satisfaction level of visitors participating in new activities? What is the economic impact of these new activities on local businesses in terms of revenue and job creation?
How many outdoor sports events have been organized, and what is the level of participation and attendance?
What is the impact of these events on the local economy in terms of visitor spending and job creation?
What is the visitor return rate, and how has it changed after introducing these new experiences?
POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are diversifying recreation Dunes experiences:
Tottori Sakyu, Japan Sand Dunes Activities
Oregon Dunes National Recreation Area Activities
Samalayuca Dunes in Chihuahua Activities
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4. STEWARDSHIP RECOMMENDATIONS PAGE 69
For over 10,000 years, the Northern Chumash
people have sustainably lived and stewarded
the San Luis Obispo County area, and the
Dunes have remained an essential part of their
ancestral homeland, cultural identity and heritage
through current times. The Chumash have a
rich and unique history, including engaging in
regional trade utilizing coastal resources like
shell beads or fine-grained stone tool materials.
The Chumash are also known for their stunning
basketry, incorporating intricate details created
with mathematical precision. Today, the yak titʸu
titʸu yak tiłhini Northern Chumash Tribe of San
Luis Obispo County and Region (YTT Tribe), the
Northern Chumash Tribal Council (NCTC), and
the Santa Ynez Band of Chumash Mission Indians
(Santa Ynez) provide a strong foundation for the
Chumash people to protect and celebrate their
culture and heritage, creating dignity in the people
and educating the public about the Chumash’s
history and current way of life. Today, descendants
of the Northern Chumash continue to live in the
same area as their ancestors and carry on their
language, traditions, and ecological knowledge
to protect and conserve the cultural and natural
resources of San Luis Obispo County.
The development of new cultural heritage
experiences, including those that would educate
and engage visitors about the Chumash people’s
culture and history, received strong support
from stakeholders throughout the engagement
process. Currently, limited activities and
educational resources are dedicated to the dune’s
unique history with Native American people. There
is strong support for creating more experiences
and interpretive signage to educate visitors and
engage them about the Chumash people and
their significant contributions to the Oceano
ED.3: EXTEND CULTURAL HERITAGE EXPERIENCES
I M PLEM ENTATI O N TI M ELI N E: S H O RT-TERM
Dunes area and to the broader San Luis Obispo
County and Central Coast region.
The Oceano Dunes Visitor Center provides
information for a historical tour with a deeper look
at the Chumash and the unique individuals called
the Dunites. With guidance from local Indigenous
leadership, stakeholders should explore creating
new visitor experiences and educational resources
featuring the Chumash people’s unique history
and cultural connection to the Dunes. Indigenous
cultural heritage tourism is a growing sector in the
tourism industry, providing new opportunities for
Native American communities and individuals to
share their culture and history through their voices
while creating new economic opportunities.
© WOODEN BOARDWALK THROUGH THE LAKE,
BY HANNA TOR / ADOBE STOCK
4. STEWARDSHIP RECOMMENDATIONS PAGE 70
Some examples of new experiences could include historical walking/biking/OHV sightseeing tours of historical sites, culinary and native plant engagement workshops, and overnight star knowledge experiences. All experiences could include storytelling by representatives of the Northern Chumash people and tribes, as well as engagement activities to demonstrate and share the knowledge and stewardship values of the Chumash people with visitors. The representatives should approve all sites, knowledge and activities included in a visitor experience featuring Chumash history and culture.
The Dunes are also well-known as the home for the “Dunites,” a collection of cabin-dwellers who inhabited the Oceano Dunes for nearly a century. Famous for championing creativity, expression, and freethought above all other attributes. These qualities were reflected in their community on the Dunes.
At the height of its influence, the Dunite community attracted a hundred visitors monthly and was a host to valuable American figures, including John Steinbeck, Upton Sinclair, Ansel Adams, Ella Young, and John Cage. New tour experiences could include information about the Dunites and their unique way of life.
With the NCTC/YTT/Santa Ynez, develop new cultural heritage experiences, including guided tours, workshops, culinary and overnight experiences; promote the Experience Incubator for businesses and entrepreneurs to develop new experiences.
Ensure that the representatives approve all visitor experiences featuring Chumash’s history and culture and include storytelling and engagement activities.
Create interpretive signage throughout the Dunes to educate visitors about the Chumash people and their contributions to the San Luis Obispo County area (see II.4).
Explore creating new visitor experiences and educational resources featuring the Dunites and their unique way of life, including tours and interpretive signage.
Partner with local businesses and organizations to develop and promote cultural heritage tourism in the area.
Expand collaborations with local schools and educational institutions to enhance educational resources and programming on local history and culture.
Promote the exhibit at the Oceano Dunes Visitor Center dedicated to the Chumash.
Work with the NCTC/YTT/Santa Ynez to develop and implement sustainable tourism practices that respect and protect cultural and natural resources (see MC.2).
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4. STEWARDSHIP RECOMMENDATIONS PAGE 71
What is the current level of awareness among visitors about the Chumash people’s cultural heritage in the San Luis Obispo County area?
How many new cultural heritage experiences feature the Chumash people? What is the expected economic impact of the new experiences for the Chumash people? What is the approval process for sites, knowledge, and activities in an experience? How will the success of the new cultural heritage experiences be measured? POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are creating Indigenous-led cultural heritage experiences:
North Dakota Native Tourism Alliance Experiences
Indigenous Tourism Experiences, Canada
Māori (New Zealand) Experiences
Navajo Nation (Arizona and Utah) Guided Tours
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4. STEWARDSHIP RECOMMENDATIONS PAGE 72
Oceano Dunes is a cherished natural destination
for residents and millions of visitors from around
the world. Stakeholders agree that the Park and
surrounding communities must be stewards of
this unique ecosystem so it can continue to be
enjoyed for generations to come. The Park offers
a range of ecotourism experiences that allow
visitors to explore and appreciate the unique
natural resources of the Dunes while minimizing
negative impacts on the environment, including
hiking, bird-watching, nature-viewing, horseback
riding, visiting the butterfly grove, interpretive
programs, and volunteering opportunities such
as beach clean-ups or vegetation projects.
Specifically, the Oso Flaco Lake Natural Area,
just north of Guadeloupe, is part of the SVRA
and the 22,000-acre Guadalupe Nipomo Dunes
Complex and provides access to the Dunes by
foot featuring stunning natural views and wildlife
by way of a boardwalk. This area is designated for
hiking, fishing, bird watching, nature study, and
other non-motorized uses.
Throughout the engagement process,
stakeholders identified opportunities to increase
eco-experiences and programs in the Dunes.
Although discussed for many years, significant
ecotourism developments have yet to occur
within or near the Dunes, and the economic
impact of ecotourism is still being determined.
The Park, tourism businesses, and key regional
stakeholders should develop new ecoexperiences and programs to diversify activities and improve the sustainable use of the Dunes.
The Park and key stakeholders should assess the
current ecotourism experiences and programs to
determine the level of visitor readiness (how easy
it is for a visitor to find, book, and participate in the experience) and decide what opportunities need
ED.4: EXPAND ECO-EXPERIENCES AND PROGRAMS
I M PLEM ENTATI O N TI M ELI N E: S H O RT-TERM
to be implemented to their greatest potential. For
example, how many bird-watching and natureviewing experiences are currently provided throughout the year? Are these experiences being
sufficiently promoted online, and do businesses
have the capacity to run tours consistently?
Although it is wonderful to ensure access for
visitors and residents to enjoy the natural wonders
of the Dunes on their own, it is important to
consider ways to create economic impact from
eco-experiences through tours and programs.
Additionally, a future development assessment
of the Oso Flaco Lake Area should be conducted
to understand future experiences and services,
including more hiking trails and expanded lake
use for recreation activities (e.g., kayaking, paddle
© DSC06180, BY BONITA ERNST
4. STEWARDSHIP RECOMMENDATIONS PAGE 73
boarding, etc.), parking, bathroom facilities, and educational signage. Oso Flaco has excellent potential for more visitor activities but would require appropriate infrastructure to ensure the natural areas are not negatively impacted by increased visitor recreation.
The proposed Chumash Heritage National Marine Sanctuary (CHNMS) also provides a unique opportunity for educational visitor experiences that contribute to the preservation of endangered marine ecosystems. The CHNMS is a one-of-its-kind opportunity to advance the first Tribal-nominated national marine sanctuary designation in the U.S. and would help to accelerate nature-based solutions through inclusive partnerships and collaborations. The potential could help promote the region’s uniqueness and importance to local communities.
Increasingly, visitors seek authentic experiences where they can appreciate a destination’s unique culture through food. The Pismo Beach and Oceano Dunes area is well-known for its clam population, which visitors and residents can enjoy with a proper permit. Another experience could be an “Ocean-to-Table” culinary adventure, where visitors participate in a guided experience to harvest clams and prepare local dishes. This is a unique experience where visitors can learn about the unique ecosystem of the Dunes area, as well as local cultures and history.
Assess current ecotourism experiences and programs to determine the level of visitor readiness and decide what opportunities need to be developed.
Determine how many bird-watching and nature-viewing experiences are provided throughout the year and whether these experiences are sufficiently promoted online.
Assess the current and potential economic impact of eco-experiences.
Conduct a future development assessment of the Oso Flaco Lake Area to understand future experiences and services, including more hiking trails and an expanded lake used for recreation activities, parking, bathroom facilities, and educational signage.
Support the proposed CHNMS as a unique opportunity for educational visitor experiences that contribute to preserving endangered marine ecosystems.
Explore potential visitor interest in an “Ocean-to-Table” culinary adventure.
Allocate more resources and capacity to promote volunteering opportunities such as beach clean-ups or vegetation projects for visitors and residents.
POTENTIAL ACTIONS:
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4. STEWARDSHIP RECOMMENDATIONS PAGE 74
How many new eco-experiences and programs have been developed in the Park and surrounding area, and what is their economic impact on the local tourism industry? How many visitors have participated in eco-experiences and programs, and what is their level of satisfaction?
How many bird-watching and nature-viewing experiences are currently available, and how can businesses run tours consistently?
What is the level of online promotion and marketing for eco-experiences and programs, and how effectively is it attracting visitors?
How many hiking trails and other recreational facilities have been developed in the Oso Flaco Lake Natural Area, and how do they impact the natural environment? What is the visitor demand and satisfaction level for an “Ocean-to-Table” culinary adventure?
POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are creating ecotourism experiences:
Bruneau Dunes State Park, Idaho
Lençóis Maranhenses National Park, Brazil
Walking with Nomads Tours, Erg Chebbi, Morocco
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4. STEWARDSHIP RECOMMENDATIONS PAGE 75
Oceano Dunes offers equestrian experiences for
visitors who bring their horses. There are specific
areas for equestrian use, and visitors must stay
within designated trails and avoid sensitive habitat
areas. Additionally, the Park has a staging area for
horse trailers and a watering trough for horses.
Visitors must also obtain a horse-use permit to use
the equestrian facilities. There have been some
companies that provide horseback riding tours of
Oceano Dunes. Online reviews show a mix of visitor
satisfaction with some exceptional experiences and
poor reviews stating poor customer service and ride
limitations due to vehicles on the beach.
ED.5: DEVELOP NEW EQUESTRIAN EXPERIENCES AND FACILITIES I M PLEM ENTATI O N TI M ELI N E: M ED I U M-TERM
Stakeholders identified the potential for more
equestrian experiences and facilities in/near the Park
to diversify visitor activities. Horseback riding on the beach and coastal trails can be an excellent and
unique activity to offer visitors of all riding abilities.
It is recommended that stakeholders conduct
an assessment of current facilities and tours to
determine potential needs to improve equestrian
experiences within the Dunes. Considerations
should be made for equestrian-oriented
campgrounds, staging areas, and in-park horseriding tours. © HORSE LADY AND BIRD, BY BONITA ERNST
PAGE 76
Conduct an assessment of the current equestrian facilities and tours to identify potential areas for improvement.
Determine the potential need for additional equestrian facilities within the Park, such as equestrian-oriented campgrounds and staging areas.
Assess the current horse-riding tours companies offer to determine potential areas for improvement and ensure they follow sustainable tourism practices.
Develop new in-park horse-riding tours that showcase the unique natural resources of the Dunes while minimizing negative impacts on the environment.
Develop educational materials for visitors to inform them about the sensitive habitats in the Park and the importance of staying on designated trails during equestrian activities.
Work with local equestrian organizations to promote the equestrian experiences available in/near the Park and encourage their members to participate in eco-friendly activities such as beach clean-ups and vegetation projects.
POTENTIAL ACTIONS:
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4. STEWARDSHIP RECOMMENDATIONS
© VISIT SLO CAL © BALTIC SEA BEACH, BY MARTIN / ADOBE STOCK
4. STEWARDSHIP RECOMMENDATIONS PAGE 77
How many visitors participate in equestrian experiences in Oceano Dunes each year? What is the average satisfaction rate of visitors who bring their horses to the Park? What is the current availability of equestrian-oriented campgrounds and staging areas? How many companies currently provide horseback riding tours in Oceano Dunes, and what is their level of customer satisfaction?
How many visitors express interest in equestrian experiences? What is the economic impact of horseback riding tours and equestrian facilities? What improvements can be made to current equestrian facilities to enhance visitor experience and safety?
What additional services or amenities can be added to equestrian facilities to attract more visitors?
Are there any sustainability concerns related to increasing equestrian experiences in the Park, and how can they be addressed?
POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are offering equestrian experiences:
White Sands National Monument, New Mexico
Oregon Beach and Dunes Trail Rides
Sahara Desert, Morocco
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4. STEWARDSHIP RECOMMENDATIONS PAGE 78
Park Management
And Operations
The SVRA has had to remain adaptive to the various changes to park access and available activities to ensure visitors and residents continue to have quality experiences within the Dunes. Park staff continues to maintain and enhance the infrastructure of the Park, including access points, roads, trails, parking, waste stations, and restroom facilities. Due to its proximity to and agreements with nearby communities, park staff coordinate with numerous local and state government agencies to maintain the operations of the Park. Regardless of how the courts decide, the SVRA must continue to adapt its management and operations to sustain staff capacity and provide a quality visitor experience.
4. STEWARDSHIP RECOMMENDATIONS PAGE 79
The Park should update its fee system, with
the consideration of adding a new reservation
component. The SVRA offers day-use passes
$5 per vehicle) sold on a first-come, first-served
basis at the beach entry kiosks at Grand Avenue
and Pier Avenue. Additionally, at this time, the only
online reservation system in place is for camping,
which is available up to six months in advance
of a visit and must be made through the Reserve
California website.
To improve the efficiency of park operations
and management, the Park should update
their existing fee and reservation system. The
reservation interface should be easy to find and
PM.1: UPDATE THE PARK’S FEE AND RESERVATION SYSTEM
I M PLEM ENTATI O N TI M ELI N E: S H O RT-TERM
navigate online and include various services to
reserve. The reservation system could include
day-use pass fees, camping, and event staging
space. Putting in place an online reservation
system for visitors to purchase their day-use
passes could help to reduce unnecessary traffic
congestion at the Grand and Pier Avenues entrances.
The new system would allow visitors to book their
day-use pass while increasing revenue for the
Park. In this scenario, the Park could provide an
“Online Fast Pass Rate” in which visitors will need
to book online at least 24 hours before their visit
and receive a lower rate. The “Day-Of Pass Rate”
would be similar to the fee system used today, and
© OCEANO DUNES STATE VEHICULAR RECREATION, BY WILLIAM C. BUNCE / ADOBE STOCK PAGE 80
Conduct research to identify the best online reservation system that can integrate with the existing website and payment processing system.
Develop a new fee and reservation system that includes day-use passes, camping, and event staging space.
Determine the optimal rates for the new fee system, taking into account the need to incentivize online bookings while ensuring accessibility for all visitors.
Develop and launch a user-friendly reservation interface on the Park’s website that includes clear instructions, pricing information, and any relevant policies.
Train park staff on managing and administering the new fee and reservation system, including monitoring and updating availability in real-time.
Collaborate with regional stakeholders to Implement a promotional campaign to raise awareness of the new reservation system and incentivize online bookings.
Monitor the new system’s usage and effectiveness and adjust based on visitor feedback and operational needs.
Consider adding a feature to the reservation system that allows visitors to purchase annual passes or bundles that include multiple days of use.
Evaluate the impact of the new reservation system on the Park’s revenue and visitor traffic, and use this information to inform future decision-making.
POTENTIAL ACTIONS:
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4. STEWARDSHIP RECOMMENDATIONS
visitors would wait in line and pay for their day-use pass the day of their visit. It is recommended that the Park raises vehicle rates. Residents should have the greatest accessibility and pay the least amount possible.
By incentivizing visitors to book online, the Park can better understand future visitor numbers and collaborate with regional stakeholders for improved promotion and visitor management. Careful considerations will need to be made regarding how the new system will be developed and rolled out to ensure equal access for seasoned and new visitors.
Day-use passes are a critical funding source for the SVRA and support not only park operations, but also robust environmental programs focused on rehabilitating native vegetation and protecting breeding sites for two special-status ground nesting birds—the state and federally endangered California least tern and the federally threatened Western snowy plover. Whatever the outcome of the court case, it is essential for the Park to effectively evolve to meet visitor needs, reduce negative impacts within surrounding communities and ensure long-term operational stability.
4. STEWARDSHIP RECOMMENDATIONS PAGE 81
What is the current revenue generated by the day-use pass system, and how much revenue could be gained with the proposed fee and reservation system? How many visitors use the Oceano Dunes SVRA and are expected to use the Park with the proposed reservation system?
How will the new fee system affect visitor demographics, including the number of residents and out-of-town visitors?
How will the reservation system impact traffic congestion at the beach entry kiosks? How will the new system be evaluated and adjusted over time? POTENTIAL KPIS:
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CASE STUDIES
Examples of how other destinations are using online reservation systems:
Rocky Mountain National Park Timed Entry Permit System
Haleakalā National Park, Hawai‘i Reservation System
Washington State Park Discovery Pass
Indiana Dunes National Park Fees
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4. STEWARDSHIP RECOMMENDATIONS PAGE 82
The Park should review all existing park management operations, challenges, and available resources and make strategic changes to improve the efficiency of staff roles, responsibilities, and coordination with other agencies and organizations. Managers need to have an up-to-date understanding of priority needs and opportunities for the Park, including safety and security, infrastructure, facilities, environmental conservation, and visitor education. Understanding the SVRA brings in critical funding to enable staff to manage the Park effectively; it is recommended the Park develop a plan for the highest priority needs in case the function of the SVRA should alter dramatically.
PM.2: STRENGTHEN PARK MANAGEMENT OPERATIONS AND PROGRAMS I M PLEM ENTATI O N TI M ELI N E: S H O RT-TERM
DIVERSIFYING AND MANAGING CONCESSIONAIRES
Overall, becoming a concessionaire at SVRA is competitive. It requires interested parties to demonstrate their ability to provide quality services while adhering to the Park’s rules and regulations. To become a concessionaire, a business must submit a proposal addressing the Request for Proposals developed and announced by the Park. State Parks maintains nine concessionaire agreements, most of which provide services geared towards vehicular use on the Dunes, including four OHV rentals, one Hummer tour, a towing service, a mobile pump service, and the Pismo State Beach Golf Course and Fin’s Bar and Grill. This does not represent the diversity of current and potential activities that residents and visitors can enjoy on the Dunes, including but not limited to water-based activities, surfing, sandboarding, kiteboarding, fishing, hiking, bonfires, fat-tire biking, equestrian riding, and wildlife viewing.
New businesses have strong potential to rent/sell gear, give tours, and provide hospitality services. State Parks should revisit its current concessionaire program to assess the potential for new businesses to include in the following Request for Proposals.
It is also vital for all parties involved in a concessionaire agreement to have the information and resources necessary to be successful and be held accountable for their responsibilities.
The process to become a concessionaire should be transparent and adhere to updated policies. In coordination with the California Department of Parks and Recreation, the Park should improve its procedures for engaging with potential and existing concessionaires.
For instance, there is currently only one formal concessionaire registered to provide vehicle towing services within the SVRA, and visitors are instructed to use this company’s services in case of vehicle mishaps. However, other groups outside the concessionaire agreements provide towing services, and enforcement must be enhanced to ensure visitors use the agreed-upon concessionaire. As such, there should be a process to determine if any additional companies should be added and how to enforce the agreed-upon service providers best.
4. STEWARDSHIP RECOMMENDATIONS PAGE 83
BOOSTING ENVIRONMENTAL CONSERVATION PROGRAMS
State Parks boasts impressive conservation programs at Oceano Dunes, primarily funded by day-use pass fees, that help protect the unique ecosystem and wildlife of the Dunes. The Dunes is a popular breeding site for two special-status ground nesting birds—the state and federally-endangered California least tern and the federally threatened Western snowy plover.
Through the nesting program, park staff monitors, maintains, and enhances critical nesting habitats, color-bands chicks for further research, manages predators, educates visitors, and enforces resource protection regulations. The Park also has a revegetation program where park staff and volunteers plant native plants to rehabilitate and repair areas damaged from uncontrolled recreational use. Unfortunately, as the number of vehicles admitted to the beach has been reduced, so has the funding that directly supports these programs.
Numerous and varied stakeholders recognize the need for these programs to be better funded, promoted, and celebrated. Areas for further improvement include habitat preservation and restoration, air quality management, waste reduction and management, and education and outreach. Although the Park is actively addressing these areas, with limited funding and capacity and an uncertain future for OHV use of the Park, these programs will need additional support.
Updating the existing fee and reservation system could bring more funding for these programs. If a Stewardship Committee were to be created, this group could also support the Park in fundraising and advocate for more resources for these programs. Additionally, creating paid visitor experiences connected to these programs (see ED.4) could provide another funding stream and amplify outreach regarding the program’s conservation successes. The Park could also increase the use of renewable energy sources and promote sustainable practices throughout the Park. Overall, continued efforts to protect and preserve the Park’s natural resources are essential to ensure its long-term sustainability and maintain its status as a beloved recreational area for future generations. © DSC06746, BY BONITA ERNST
PAGE 84
Conduct a thorough review of existing park management operations, challenges, and available resources to identify areas for improvement and prioritize needs and opportunities for the Park.
Develop a plan for the highest priority needs in case the function of the SVRA should alter dramatically to ensure the Park can still be effectively managed.
Revisit the current concessionaire program to assess the potential for new businesses to include in a Request for Proposals and ensure the process is transparent and adheres to updated policies.
Improve procedures for engaging with potential and existing concessionaires in coordination with the California Department of Parks and Recreation.
Boost funding, promotion, and celebration of the Park’s conservation programs, including habitat preservation and restoration, air quality management, waste reduction and management, and education and outreach.
POTENTIAL ACTIONS:
•
•
•
•
•
4. STEWARDSHIP RECOMMENDATIONS
What is the visitor demand for diverse recreational activities within the Park, and what are the priority opportunities for new businesses to provide these services? What is the vendor’s satisfaction with the process of becoming a concessionaire? What measures can be put in place to enforce the agreed-upon service providers? What funding is allocated to conservation programs, and how has it changed over time? How effective is the current outreach and education program for visitors to understand the importance of conservation efforts?
POTENTIAL KPIS:
1 2
3 4
5 CASE STUDIES
Examples of how other destinations are improving park management operations:
South African National Parks Public Private Partnership Opportunities Zion National Park, Utah Commercial Use Authorizations
Lachine Canal National Historic Site, Canada Request for Proposal A Plan for Sustainable Practices within NYC Parks
•
•
•
•
4. STEWARDSHIP RECOMMENDATIONS PAGE 85
Marketing
and Communications
Joint promotion and visitor communications can benefit all stakeholders of the Park and surrounding communities by increasing visibility, improving the visitor experience, promoting stewardship, and creating economic opportunities. A coordinated approach to communications and promotion is important to provide visitors and residents with the most current information about available activities, rules, and regulations for visiting the Park and supporting stewardship.
4. STEWARDSHIP RECOMMENDATIONS PAGE 86
Numerous websites provide varied information
about visiting the Dunes and surrounding
communities. Visit SLO CAL in collaboration with
State Parks, other Destination Organizations, city
and county leaders, and other key stakeholders
should revisit their Dunes-specific promotion
and education strategy that includes resources
everyone can use to interact with and educate
visitors and residents. Stakeholders expressed
strong interest in the region engaging in projects
to identify existing and potential target visitor
markets, promote existing and emerging
businesses, increase overnight visitation, grow
low-season visitation, and educate people more
widely about the unique geography, culture, and
history of the region.
For visitor-related aspects of this strategy, it is
recommended to conduct additional market
research to identify existing and potential visitor
MC.1: IMPROVE PROMOTION AND EDUCATION OF OCEANO DUNES
I M PLEM ENTATI O N TI M ELI N E: S H O RT-TERM
markets to the Dunes. Understanding what visitors
are looking for during their visit to the Dunes and
what new activities they would be interested
in could guide experience and infrastructure
development. Research findings could inform
SLO CAL’s marketing efforts to ensure promotional
content reaches desired markets and features
unique and authentic activities and programs.
Additionally, as existing experiences are enhanced
and new activities and services are developed,
there is an opportunity to create itineraries
and experience/resource maps to provide
collaborative marketing materials while improving
how visitors navigate all the region offers.
Stakeholders felt that there needs to be more
and better promotional content about the current
environmental conservation efforts within the Park.
© WAITING FOR THE SUN TO SET AT PISMO BEACH, BY MADA_CRIS / ADOBE STOCK
4. STEWARDSHIP RECOMMENDATIONS PAGE 87
Conduct market research to identify existing and potential visitor markets to the Dunes.
Share research findings with local businesses and the Park to support the development of unique and authentic activities and programs based on findings.
Create itineraries and experience/resource maps to provide collaborative marketing materials to DMOs, tourism businesses, and the Park.
Engage in targeted marketing and promotional efforts to attract visitors during off-peak times or encourage weekday visits.
Boost promoting environmental conservation efforts within the Park, including nesting and revegetation programs.
Provide regular and transparent updates to residents and business owners of local communities about current park news, available activities, volunteer opportunities, and ways they can support stewardship of the region; consider creating an online resident portal to centralize communications and outreach.
Engage the Stewardship Committee to support resident-focused engagement and outreach.
Work with city and county leaders and key stakeholders to revisit Dunes-specific promotion and education strategy.
POTENTIAL ACTIONS:
•
•
•
•
•
•
•
The nesting and revegetation programs have been successful and could be featured more. Successful promotion can ensure visitors and residents continue to know about and support these critical programs as they change and grow.
For resident-focused engagement and outreach, it is recommended for State Parks, with the support of the Stewardship Committee and other Destination Organizations, to provide regular and transparent updates to residents and business owners of local communities with information about current park news, including available activities, volunteer opportunities, and ways they can participate in supporting stewardship of the region. Stakeholders should consider creating an online resident portal that provides Dunes-related updates, celebrates local projects and individuals, and provides a framework for residents and business owners to contribute their ideas to tourism-related opportunities.
PAGE 88
How many new target visitor markets were identified through market research, and how successful were marketing efforts in reaching these markets? How many new activities and services were developed based on market research findings, and what was their impact on visitor satisfaction and park revenue? How many new itineraries and experience/resource maps were created, and how effective were they in guiding visitors to different parts of the region? How successful was the promotion of environmental conservation efforts within the Park, and what was the impact on visitor awareness and support for these programs? How many residents and business owners were reached through regular updates and information about park news and stewardship opportunities, and what was their level of engagement and participation?
How many ideas and suggestions were contributed by residents and business owners through the online portal?
How did visitor numbers and revenue change during the low season as a result of the promotion and education strategy?
What was the level of visitor satisfaction as a result of the strategy, and how did this impact the region’s overall economic and environmental sustainability? What is the resident sentiment towards tourism in the area? POTENTIAL KPIS:
•
•
•
•
•
•
•
•
•
CASE STUDIES
Examples of how other destinations are communicating with visitors and residents:
Breckenridge, Colorado’s ‘B like Breckenridge’ campaign Go Hawaii’s ‘Malama Hawaii’ campaign
Jackson Hole, Wyoming marketing and promotion
Sonoma County, California’s sustainability homepage
•
•
•
•
4. STEWARDSHIP RECOMMENDATIONS
4. STEWARDSHIP RECOMMENDATIONS PAGE 89
MC.2: DEVELOP AND DISTRIBUTE RESPONSIBLE VISITATION RESOURCES I M PLEM ENTATI O N TI M ELI N E: S H O RT-TERM
The SVRA website provides a comprehensive
list of safety recommendations to ensure visitors
recreating with vehicles in the Park have a safe and
enjoyable visit. The site also links to the Tread Lightly website, which provides additional tips for recreators
to enjoy outdoor spaces respectfully. That said, there
are other opportunities for the Park and regional
partners to promote more responsible visitation
messaging geared towards all visitors, not just those
visiting the Park for vehicle recreation. For example,
many nature-based destinations throughout the
United States promote Leave No Trace Principles
and more destination-specific guidelines for
responsible recreation. Beyond the exact content
that is created, destination marketing organizations
are finding new and varied ways to share responsible
visitor resources beyond homepages, signs, and
flyers. Social media campaigns continue to provide
new opportunities to educate visitors before they
arrive at the destination and can be more engaging
than a homepage by featuring influencers or
providing quizzes with discount incentives.
It is recommended for State Parks, Visit SLO CAL,
and regional stakeholders to assess all responsible
visitation messaging resources currently existing
and identify any gaps or opportunities for improved
content. This could be an excellent project to be
spearheaded by the Stewardship Committee.
Additionally, stakeholders should determine how
to educate visitors and residents in different ways
about responsible visitation guidelines to the area.
Visitors frequently need to see content numerous
times to understand and adhere to suggestions
and guidelines. Providing more proactive outreach,
including social media and coordinated efforts with
tourism businesses (accommodations, tour guides,
marketing agencies), is recommended.
© DSC06412, BY BONITA ERNST
4. STEWARDSHIP RECOMMENDATIONS PAGE 90
Assess all responsible visitation messaging resources available in the Park and the region, identifying any gaps and opportunities for improvement.
Develop destination-specific guidelines for responsible recreation and promotion of Leave No Trace Principles, with input from stakeholders.
Identify different ways to educate visitors and residents about responsible visitation guidelines, such as social media campaigns.
Provide proactive outreach to tourism businesses, including accommodations, tour guides, and marketing agencies, to promote responsible visitation guidelines and ensure they are integrated into marketing efforts.
Enhance and promote the safety recommendations provided on the SVRA website, including those for vehicle recreation, to ensure visitors are aware of potential risks and take necessary precautions to stay safe.
Consider developing a reporting mechanism for visitors to report any violations of responsible visitation guidelines, and ensure that this information is effectively communicated to relevant authorities for appropriate action.
Monitor and evaluate the effectiveness of responsible visitation messaging efforts.
POTENTIAL ACTIONS:
•
•
•
•
•
•
•
© DSC06734, BY BONITA ERNST
PAGE 91
How many responsible visitation messaging resources currently exist? What is the current level of visitor adherence to responsible visitation guidelines? How effective are the existing responsible visitation messaging resources? How many visitors engage with responsible visitation messaging on social media? How many businesses in the area actively promote responsible visitation messaging? Has visitor behavior and adherence to responsible visitation guidelines improved since implementing new messaging strategies?
What is the level of visitor satisfaction with responsible visitation messaging? Are there any gaps in the existing responsible visitation messaging? How does the level of responsible visitation messaging in the SVRA compare to similar destinations in the region/state/country?
How much funding and resources are being allocated towards implementing new responsible visitation messaging strategies, and what is the return on investment? POTENTIAL KPIS:
•
•
•
•
•
•
•
•
•
•
CASE STUDIES
Examples of how other destinations are promoting responsible visitation:
Do Colorado Right Campaign
Leave No Trace State Fish, Wildlife and Park Agency Partnerships Visit Yosemite, Madera County, Visit California RESPECT Campaign •
•
•
4. STEWARDSHIP RECOMMENDATIONS
PAGE 92
Appendix
APPENDIX
© DUNES NIGHT, BY BONITA ERNST
PAGE 93
Appendix:
Project Stakeholders
APPENDIX
PAGE 94
LIST OF STAKEHOLDERS BY LEVEL OF ENGAGEMENT
STAKEHOLDERS INTERVIEW WORKSHOP OPEN
HOUSE
Adam Verdin, Owner Old Juan’s Cantina; Member of VACO (Vitality Advisory Council of Oceano) X Allene Villa, President, Oceano Community Services District Bonita Ernst , Head of the People for the Dunes X X
Brad Snook, Past Chair SLO Chapter of the Surfrider Foundation Bruce Van Vort, Owner of Fin’s Seafood
Caren Ray Russom, Mayor, City of Arroyo Grande
Charles Varni, Director, Oceano Community Services District X X Cheryl Cuming, CBID Board Member and Chief Administrative Officer of Highway 1 Road Trip (unincorporated area of SLO County TBID)
Christian Juaregi, Retired Fire Battalian Chief for CalFire X Chuck Davison, President and CEO, Visit SLO CAL X X X
Connie Clark, Search & Rescue
Dena Bellman, District Planning Chief – Senior Park & Recreation Specialist Channel Coast District for California State Parks X X
Edward Waage, Mayor, City of Pismo Beach X
Fernando Granados, Sales Manager, Envoy Mortgage X
Gary Willey, Air Pollution Control Officer, SLO County Air Pollution Control District (APCD) George Prats, Manager of Pacific Dunes Ranch RV Resort
Gina Hunt McMann, Chumash X
James Worthley, Planning Director at SLOCOG X
Jared MacLeod, Vice President of Friends of Oceano Dunes; VP of Education for California Off-Road Vehicle Association (CORVA) X
Jeff Lee, Mayor, City of Grover Beach X
Jennifer Rokes, Secretary/Treasurer, VACO X X X
Jill Quint, Owner of Deltina Coffee Roasters X
Jim Lewis, City Manager of Pismo Beach X
Jim Suty, President of Friends of the Oceano Dunes (FoOD) X X Jocelyn Brennan, President of HRM Corp. X X
Karen White, Resident and former reporter, Santa Maria Times X Kathy McCorry, CEO of South County Chamber of Commerce X X Keith Smith, CEO/President of United Spinal Association Central Coast of California Chapter X
APPENDIX
PAGE 95
STAKEHOLDERS INTERVIEW WORKSHOP OPEN
HOUSE
Kevin Pearce, Superintendent III, California State Parks X X X Laura Fiedler, Economic Development Manager for SLO County X Linda Austin, President at Oceano Depot Association; Member, Vitality Advisory Council of Oceano (VACO) X X
Lyndi Love-Hanning, VP of SLO Coast Wine Collective
Mary Ciesinski, ECO SLO
Matt Downing, Community Development Director, City of Pismo Beach X X Matthew Bronson, City Manager of Grover Beach X X
Melanie MacDowell, Current Chair SLO Chapter of Surfrider Foundation Melissa James, President & CEO of REACH X X
Mona Tucker, yak tityu tityu tilhini Northern Chumash (ytt) X X Nick Alter, Chair & Co-Founder of Oceano Economic Development Council X X Nicole Moore, Past Chair of South County Chambers of Commerce X Roger Jacobs, District Planning Chief, California State Parks X X X Ronnie Glick, Senior Environmental Scientist, California State Parks X X X Russ Levanway, Executive Vice President of REACH X
Sam Cohen, Government and Legal Specialist The Santa Ynez Band of Chumash X Sandy Cheek, Policy and Consultation Advisor, Northern Chumash Tribal Council X Scott Lathrop, CEO, ytt Northern Chumash Nonprofit
Sean Emerson, General Manager of Vons Grover Beach X
Sheila Patterson, Executive Director at Ride Nipomo Equestrian Trail Alliance X Steve Dayton, Owner of Steve’s ATV Rentals & Golf Course X Trevor Keith, Director of SLO County Dept. of Planning and Building X Violet Sage Walker, Tribal Chairwoman for the Northern Chumash Tribal Council X Whitney McDonald, City Manager of Arroyo Grande X
APPENDIX
PAGE 96
Appendix:
Stewardship Recommendations
APPENDIX
PAGE 97
POTENTIAL RECOMMENDATIONS AND ACTIONS
APPENDIX
CATEGORY RECOMMENDATIONS TIMELINE
Regional Stewardship
RS.1 Create an Oceano Dunes Stewardship Committee
RS.2 Improve visitor monitoring, reporting and data use RS.3 Provide capacity building support for tourism workforce Short
Short
Medium
Infrastructure and
Investment
II.1 Improve accessibility for all abilities
II.2 Increase alternative transportation options
II.3 Enhance and expand trail systems and walkways
II.4 Create and update directional and interpretive signage II.5 Improve bathroom and campsite facilities and access II.6 Upgrade Dunes welcome capacity
II.7 Diversify accommodations
II.8 Develop more event venues, restaurants, and retail spaces Short
Medium
Medium
Medium
Medium
Med/Long
Long
Long
Product and
Experience
Development
ED.1 Develop unique OHV experiences
ED.2 Diversify visitor activities and services
ED.3 Extend cultural heritage experiences
ED.4 Expand eco-experiences and programs
ED.5 Develop new equestrian facilities
Short
Short
Short
Short
Medium
Park Management
and Operations
PM.1 Update the Park’s fee and reservation system
PM.2 Strengthen Park management operations & programs
Short
Short
Marketing and
Communications
MC.1 Improve promotion and education of Oceano Dunes
MC.2 Develop responsible visitation resources
Short
Short
PAGE 98
Appendix:
Future Scenarios Ideation
APPENDIX
PAGE 99
IMPLICATIONS OPPORTUNITIES RECOMMENDATIONS
• Lack of visibility and planning
‣ Concession planning
• Less vehicles
‣ More rentals
‣ More capacity required
• Parking capacity
‣ Lack of parking within
communities
• Traffic chaos (main avenue)
‣ Grand/ pier logistics
‣ Conflict between day-use/
overnight
‣ Less OHV trailer-type traffic;
more congestion because of
reservation system
• Capacity tracking
‣ More data, more programs
‣ Better training capacity
• Ineffective community access
• Negative economic impact,
potential slowed growth
‣ Hardship on Dunes businesses
‣ City becoming stagnant
without investment
‣ Economic impact on current
concessionaires
• Decreased revenue for State Parks
‣ Reduced funds for all
programs including those for
conservation
• Become playground only for the rich
• Reduced visitor diversity
• More access points to the Dunes
‣ Development of Oso Flaco and
better connection to towns
• Diversity of transportation
‣ Mobility within the Dunes
(shuttles)
• More accommodation capacity
• More dune adjacent activities/
access
• Becomes a luxury eco-destination
• Business development of new
activities/services
‣ Retail for low-impact recreation
activities (sandboarding)
‣ Curated off-road tours (more
exclusive)
‣ Retreats (education/themed)
‣ Equestrian tourism
‣ Concessionaires run all
OHV tours
• Develop beach boardwalk to
connect all communities
• Develop more trails for better
connectivity
• Develop more parking areas
• Develop Grand Avenue
• Add more EV charging stations
• Promote the park differently
Product/Experience:
• Develop new low-impact activities
‣ Outdoor activities
(wind and sand)
◊ Kiteboarding,
sandboarding, hiking,
fat-tire biking, movie sets
◊ More events to celebrate
outdoor sports
◊ Curated off-road tours
‣ Outdoor activity (water)
◊ Personal watercraft,
surfing, fishing
‣Organized tours/programs
◊ Develop capacity/program
◊ Concessionaire access
‣ Culture: history of Dunites
◊ Remake Dunites
◊ Chumash heritage
◊ Authentic cabins
Infrastructure:
• Address transportation & parking
challenges
‣ Access points (no vehicles)
‣ Alternative transportation
‣ Better parking and traffic
infrastructure
• Develop new hard infrastructure
‣ New RV area
‣ Boardwalk connecting
communities
‣ New diverse lodging (full
service with a range of services
that fits OD visitor needs)
Planning and Communications:
• Create new strategic plan with
local partner engagement
including an updated brand
identity, promotion and marketing
approach
‣ Placemaking of destinations
and Dunes access points
‣ Promote overnight stays
NEW NORMAL: LIMITED-ACCESS
APPENDIX
APPENDIX PAGE 100
IMPLICATIONS OPPORTUNITIES RECOMMENDATIONS
• Monument access tickets
• Welcome kiosks
• improve /renovate facilities
• Environmental implications - dust
• Activity : OHV intensive zone
• Overtourism/Carrying Capacity
Challenges:
‣ Need for more enforcement
and management
‣ More traffic, less parking
capacity
‣ Safety
◊ More vehicles in the area
◊ More accidents
• Impact on resident quality of life
‣ Vocal minority that want OHV
fully closed will be negatively
impacted -> historic tensions
will resurface
• Need more signage and
educational materials
• Missed opportunity to diversify
tourism offerings because of
saturation of OHV market
• Need for more lodging becomes
urgent
• Chumash National Marine
Sanctuary -> could have
implications
• Create activity zones (active/
passive)
‣ Diversify activities
(experience zones)
‣ Diversify accommodation
(accommodation zones)
◊ Overnight camping
concession
• New system to manage visitors
(reservation and physical
infrastructure)
‣ Partner with the County and
others for infrastructure
‣ More parking capacity (Dunes)
‣ Ticketing: different fee
schedule
‣ Shuttle service for day users
• Develop more facilities (event
venues, breweries, wineries,
eateries, etc.)
• Develop more lodging
‣ Camping destination
• Increase visibility of conservation,
education and cultural program
efforts that have been impactful/
successful
Product/Experience:
• OHV management:
‣ OHV trail system
‣ Tier 1/2/3 OHV zones
‣ Fee schedule
• Dunes zoning
‣ Activity zones
‣ Accommodation zones
‣ Day-use zones
• Concession program
‣ Diversify activities
Infrastructure:
• Develop infrastructure: parking,
lodging, transportation,
congestion mitigation, etc.
• Invest in development amenities in
communities
‣ Traffic? /boardwalk
• Creating more access points and
improving placemaking
Planning and Communications:
• Marketing
‣ Connect coupons with
community businesses
‣ Market overnight opportunities
‣ Market off-season
‣ Education-focused campaigns
(protection/give back)
• Become #1 camping destination in
California
• Engagement and promotion of
the success of the environmental,
conservation and education
program
• Continue to develop and promote
new tourism offerings (low-impact)
• Better monitoring and
communication of visitor data with
tourism organizations for better
planning and visitor education
CONTINUATION: BACK TO THE FUTURE
APPENDIX PAGE 101
IMPLICATIONS OPPORTUNITIES RECOMMENDATIONS
• Parking challenges
‣ Interest to access the Dunes
Transportation
‣ Options from surrounding
communities
‣ Different access points
• Visitation decrease
‣ Day-use
‣ Overnight
‣ Need to shift regional
strategic approach
• Ghost-town (Guadeloupe =
Oceano)
• Simpler State Parks management
operation
‣ Significant loss of state
funding for all programming
‣ Needs are reduced (less staff,
less vehicles)
‣ Shifts park focus
• Loss of visitor market;
• Transportation and access would
be challenged
• Alternative transportation
on Dunes
‣ Access to the beach
• New infrastructure
‣ Gondola, mono-rail
‣ More investment in developing
tourism services in
communities around the Dunes
‣ Beach Town (pier/grand)
‣ Develop access points,
placemaking, and services
• Outdoor activities
‣ Low-impact concessions
• Themed access points
‣ Play: find inner child
• Back of Dunes (more protected)
• Camping - additional
campgrounds
• Become California’s most popular
bonfire beach
Product/Experience:
• Develop the low-impact
activities (All)
‣ Outdoor recreation =
passive recreation
‣ Programming: cultural pop-up,
unique events, cultural center
◊ Chumash traditions
◊ Education and culture
‣ Ecotourism (eco resort)
◊ Oso Flaco Lodge
(flora/fauna)
◊ Wellbeing
◊ Trails
‣ “Beach Town” Authentic
◊ Oceano (community
amenities) (main street)
◊ Oso Flaco (low-impact
development)
• New development of Oso Flaco
(camping, concessions, services)
Infrastructure:
• Access to the Dunes
‣ Alternative access points:
Refinery, Trails, Shuttle (RV),
Bike access
• Transportation: Amtrak Station
connection hub to all points of
entry
• Dunes for good
‣ Refinery = desalination plant
‣ Dunes = biodiversity
• Investment in adjacent properties
from State Parks
• Develop new access points and
placemaking
• Develop new lodging types:
camping, eco-lodge
• Create a new Pier and downtown
area in Grand; more visitor
experiences and services closer to
the Dunes
Planning and Communications:
• Develop and celebrate gateway
communities and spaces
• Create a new marketing strategy
targeting different visitors
• Advocating for state support for
new development
TRANSFORMATION: NEW ECO-REGION
PAGE 102
Appendix:
Dunes Benchmark
APPENDIX
PAGE 103
Tottori Sakyu, Japan Bruneau Dunes State Park, Idaho
• Large dunes located in the San’in Kaigan Geo National Park just outside the Tottori city center, spanning
roughly 16 kilometers along the Sea of Japan that can
reach up to two kilometers wide and 50 meters high.
• Main Activities: Hiking, paragliding, sandboarding,
nature viewing, art exhibitions, camel and horse
cart rides
• Facilities/Attractions: Sakyu Center observation deck (via chairlift), Sand Museum
• 1.3 million visitors every year
• Management: San’in Kaigan Geo and National Park
Managing Board, Steering Committee and Promotion
Council working closely with Tottori residents and
business owners
• Boasting the tallest single-structured sand dune in
North America, with a peak rising 470 feet above the
surrounding desert floor, this state park is a year-round dunes destination for leisure and recreation visitors.
• Main Activities: hiking, sandboarding, nature viewing, fishing, horseback riding, biking, stargazing, camping, RVing, educational excursions, and limited OHV
• Facilities/Attractions: Visitor Center, Observatory,
campgrounds, and equestrian facilities
• Roughly 128,000 annual visitors support 60 jobs
statewide, and visitor and park spending increased the
production of goods and services in the communities
around the dunes by $3.2 million (2018)
• Management: Idaho Parks and Recreation
LIMITED OHV DUNES
APPENDIX
Huacachina, Peru Imperial Sand Dunes, California
• The only natural oasis in South America located 5 hours from Lima and 15 minutes from the city of Ica. Home
to the most extensive sand dunes in the continent and
famous for sandboarding and dune buggy tours, the
destination first became popular in the 1960’s as a local family resort.
• Main Activities: Sandboarding, dune buggy tours, hiking, camping, lagoon activities, restaurants
• Facilities/Attractions: Lagoon, restaurants,
accommodations, event venues
• 120 permanent residents are entirely dependent on the small village’s tourism economy
• Management: Community of Huacachina
• Located in the southeast corner of California, the
Imperial Sand Dunes are the largest mass of sand dunes
in the state. A favorite place for OHV enthusiasts, the dunes also offer fabulous scenery, opportunities for
solitude, and home to rare plants and animals. Some
areas prohibit motorized vehicles.
• Main Activities: OHVs, hiking, sandboarding, camping, movie making, and events/festivals
• Facilities/Attractions: campgrounds, vendors
• 1 million people visit annually generating a little over $3.1 million in fee program revenue
• Management: Bureau of Land Management; Imperial
Sand Dunes Recreation Subgroup
HIGH OHV USE DUNES
APPENDIX PAGE 104
Sossusvlei, Namibia Oregon Dunes National Recreation Area • Situated in the largest conservation area in Africa (the Namib-Naukluft National Park), Sossusvlei is one of
Namibia’s best-known attractions. The dunes in this
area are some of the highest in the world, reaching
almost 400 meters, and provide nature and adventure
enthusiasts with unique experiences. Home to the
Namib Sand Sea, a UNESCO World Heritage Site.
• Main Activities: hiking, sandboarding, nature viewing, photography, camping (budget and luxury), eco-lodges,
OHV, and hot air balloons
• Facilities/Attractions: Campgrounds, commercial
accommodations, concessionaires
• Around 600,000 tourists visit each year
• Management: Ministry of Environment, Forestry
and Tourism
• One of the largest expanses of temperate coastal sand dunes in the world, the stark, mist-shrouded views of
dunes, forests, and ocean is a huge draw for nature and OHV enthusiasts. Designated as a National Recreation
Area in 1972, the area follows nesting season restrictions March-September.
• Main Activities: OHV, hiking, paddling, wildlife viewing, birding, camping, picnicking, educational experiences,
sandboarding and sand play
• Facilities/Attractions: Visitor Center, campgrounds,
ATV vendors
• Estimated 500,000 visitors annually
• Management: United States Forest Service,
Confederated Tribes of Coos, Lower Umpqua and
Siuslaw Indians
MIXED USE DUNES
Accommodations Culture
& Heritage
Nature
and Wildlife
Programming Sports and
Outdoor Activities
Wellness &
Wellbeing
• Camping
• Glamping
(dome tents,
cabins, etc.)
• ADA adaptations
• Photography
• Dark Skies/
stargazing
• Sand art/
museums
• Culture &
heritage
• Wildlife
viewing
• Events and
festivals
• Educational
experiences
• Culinary
journeys
• Hiking
• Off-Highway/Road
Vehicles
• Sandboarding/
sledding
• Paragliding/
kiteboarding
• Horse/camel
riding
• Fishing
• Fat tire biking
• Organized sports
(frisbee golf,
bubble soccer)
• ADA adaptations
• Wellness
retreats
• Wildlife &
wellness walk
KEY TAKEAWAYS
@resonanceco
resonanceco.com
[email protected]
Vancouver
306 -1040 Hamilton St.
Vancouver, BC V6B 2R9
P +1 604 681 0804
New York
175 Varick St., 6th Floor
New York, NY 10014
P +1 646 467 4501
Montréal
3500 St Jacques St.
Montréal, QC H4C 1H2
P +1 438 888 0161
Singapore
46 Kim Yam Rd., #01-05/06/07
Singapore 239351
P +65 8116 7444