PISMO BEACH, CA
TOURISM AND EVENTS
DEPARTMENT ASSESSMENT
CITY COUNCIL PRESENTATION –SEPTEMBER 29, 2026
2 Study Goals & Approach
Assessment At-a-Glance
Strengths & Opportunities
Findings & Recommendations
Where to Start: Priorities
AGENDA
PISMO BEACH, CA – TOURISM & EVENTS DEPARTMENT STUDY
3 GOALS & OBJECTIVES
•Review management, structure, staffing levels, and
resource allocation.
•Assess the Department against national best
management practices.
•Assess facilities, equipment, technology, and
infrastructure replacement plans.
•Identify strengths, critical issues, and opportunities to strengthen service, efficiency, and financial
sustainability.
•Deliver clear, actionable recommendations to guide the Department forward.
4 INPUT ANALYSIS
Best practices assessment
Organizational and staffing
evaluation
Operations, work practices, and
technology evaluation
Strengthen leadership model
Integrate divisions
Better align staffing and
workload
Plan Implementation
Kickoff meeting(s)
Data collection
Interview Mayor/Council/Staff/
Stakeholders
5PISMO BEACH, CA
TASK PLAN
KICKOFF
Define goals and initiate
data collection.
Conduct interviews with
Department internal and
external stakeholders.
Develop a profile of existing
practices and compile
workload data.
Analyze current standards
and approaches with best
management practices.
Assess operations,
systems, processes, and
technology.
Determine resource
needs, skills, training,
supervisory needs, and
overall organizational
structure.
Assess current staffing
levels in relation to
workload.
Executive summary,
recommendations with
implementation plan and
detailed analysis to
support
recommendations.
6 KEY STRENGTHS & OPPORTUNITIES FOR
IMPROVEMENT
Establishing a strong, unified Department that
more intentionally serves both residents and
tourism
Staffing capacity and continuity — administrative
workload is concentrated in a few positions.
Events place significant, often unseen, strain on
staff.
Facilities and infrastructure — deferred
maintenance and Visitor Information Center
limitations
Strong service delivery and committed, customer -
focused staff
Mature tourism performance management —
digital and in -person outreach, strategic
marketing plan, dashboards, and TOT tracking
Established recreation programming (150+
programs, 2,600+ registrations) and sound
financial and technology foundations
7 FUNCTIONAL AREAS
REVIEWED3•Department -Wide Operations,
Recreation Division, and CVB
Division
•Governance, service delivery,
facilities, risk & technology practices
•44 Department-Wide, 12 Recreation,
and 13 CVB Division
8 DEPARTMENT-WIDE
OPERATIONS
Strong service foundations exist
— priorities include:
•Department -level support
•Coordination of appropriate services and
administrative functions
•Documented procedures
•Further risk controls
9 DEPARTMENT-WIDE OPERATIONS
Cross-departmental protocols and
instructor/volunteer risk controls
Governance, work planning, and
administrative capacity
ORGANIZATIONAL MANAGEMENT
Resident stewardship, contract oversight, &
community partnerships
OUTREACH & ENGAGEMENT
System integration and expanded online
self-service
TECHNOLOGY & DIGITAL SERVICES
Recreation facilities, Veterans’ Memorial
Halls, and CIP coordination
FACILITIES & INFRASTRUCTURE
PISMO BEACH, CA – TOURISM & EVENTS DEPARTMENT STUDY
10 DEPARTMENT-WIDE: KEY FINDINGS
Well-established relationships across the hospitality
community
Strong Recreation service offerings and delivery
Mature CVB strategic planning through its three-year
Strategic Marketing Plan
Successful community events
Sound financial controls — documented reserve,
contingency, and review practices
More clearly defined Department leadership
No single department -wide work plan linking tourism,
recreation, and events
Equitable support for each Division
The magnitude of events needs to be factored into
operational realities
Facility reservations and records remain partly
manual and fragmented
11 DEPARTMENT-WIDE RECOMMENDATIONS
16 RECOMMENDATIONS
Department name, unified mission and
leadership, work plan, administrative
capacity
Capital plan, Veterans’ Memorial Halls
rehabilitation, interdepartmental CIP
process
FACILITIES &
INFRASTRUCTURE
9 RECOMMENDATIONS
Coordination protocols, shared tools,
and information sharing for
instructor/ volunteer risk controls
COORDINATION & RISK MGMT
4 RECOMMENDATIONS
System integration, expanded self-
service, standardized ActiveNet fees
TECHNOLOGY & DATA
SYSTEMS
3 RECOMMENDATIONS
Unified branding - Resident
stewardship approach, and
coordinated communications
framework
COMMUNITY ENGAGEMENT
5 RECOMMENDATIONS
Formal TJ A contract -governance
protocols and clearly defined and
consistent marketing budget
MARKETING & CONTRACT
OVERSIGHT
PISMO BEACH, CA – TOURISM & EVENTS DEPARTMENT STUDY
12 RECREATION
DIVISION
Programming and community
relationships are strong — the priority
is staffing continuity and workload
stability.
13 RECREATION DIVISION
RECORDS
High-volume
registration, payment,
and records
processing across
150+ programs and
2,600+ registrations
Community -hall and
park rentals,
scheduling,
walkthroughs, and
customer service
30+ instructor
agreements deliver
year-round classes
and clinics
Nearly 30 events
annually, plus Parks,
Recreation &
Beautification
Commission (PRBC)
and Adopt -a-Bench
program support
14 RECREATION DIVISION: KEY FINDINGS
Strong Division leadership and coordination
Registration and performance data tracked and
managed through ActiveNet
Established community relationships supported by a
well -regarded Activity Guide
Effective regional collaboration through the joint
“Three Cities” activity guide
Workload concentration in two Full -Time employees,
including administrative tasks
Core functions rely on individual institutional
knowledge rather than documented procedures
Instructor agreements are managed outside
centralized risk review
Deferred facility maintenance affects programmable
spaces
15 RECREATION DIVISION:
RECOMMENDATIONS
6 RECOMMENDATIONS
•Develop SOPs, onboarding, and
succession planning for core
functions
•Convert the Recreation
Services/Facility Coordinator role to
full -time
•Establish a more sustainable event-
staffing model
•Stabilize the facility-rental function’s
classification and backup coverage
•Increase automation of registration,
reservation, and records processing
•Centralize instructor agreements
and insurance tracking
FACILITY & SERVICE
OPERATIONS
2 RECOMMENDATIONS
•Strengthen PRBC support and
coordinate with Public Works on
parks and beautification projects
•Transition Adopt -a -Bench
administration to Public Works
COMMUNITY & PROGRAM
COORDINATION
PISMO BEACH, CA – TOURISM & EVENTS DEPARTMENT STUDY
16 CVB DIVISION
Tourism performance management
is mature — the priority is contract
governance and balancing event
workload.
17 CVB DIVISION
MARKETING
$1.57M destination
marketing contract
driving 98,800+ direct
lodging referrals,
31,500+ room nights,
and $1.5M in direct
TOT
Processing and
administrative support
for 75+ annual special
event permits via the
Special Events
Committee (SEC)
Direct logistical
execution and
oversight for major
celebrations —
including July 4th
Fireworks, Clam
Festival, and Marching
Band Review
Front-line visitor
information services
and support for
CVB/LBID Advisory
Board, the Chapman
Estate Foundation
Board
18 CVB DIVISION: KEY FINDINGS
Mature tourism performance measurement —
dashboards, lodging activity, and attributable TOT
tracking
Strong lodging-industry and hotelier relationships
High-return and diverse-approach destination -
marketing program
Established destination and customer -service
training
Administrative, contract, and event workload is
concentrated in a small number of positions
Strengthen contract management and performance
oversight
The Visitor Information Center Airstream has
operational limitations
Event-support responsibilities can limit capacity for
broader destination -management work
19 CVB DIVISION: RECOMMENDATIONS
3 RECOMMENDATIONS
•Adopt formal contract -governance
protocols
•Establish a prequalified event-
service contractor pool
•Update the master fee schedule for
enhanced municipal cost recovery
•Move to a tiered, hybrid permitting
model
•Add digital permitting with Risk
Management review
•Formalize a volunteer coordination
program
EVENT PERMITTING &
OVERSIGHT
5 RECOMMENDATIONS
•Convert the Tourism Assistant to
full-time
•Document written Standard
Operating Procedures (SOPs) for all
Division roles
•Structure onboarding for new staff
STAFFING, SOPs & CONTINUITY
PISMO BEACH, CA – TOURISM & EVENTS DEPARTMENT STUDY
20 INITIAL FOCUS AREAS
Document standard operating procedures
and structured practices/onboarding
Modify the current name to Recreation and
Tourism Department
DEPARTMENT NAME
Implement a tiered, hybrid permitting
process with a simplified approval option
for smaller events
EVENT PERMITTING MODEL
Review, evaluate, and plan to convert the
Tourism Assistant and Recreation
Services/ Facility Coordinator positions to
full-time – in addition to establishing
Department -wide Administrative support
staff
STAFFING CONSIDERATIONS
Develop annual work plan aligning tourism,
recreation, and event activities with cross -
division coordination
DEPARTMENT-WIDE WORK PLAN
PISMO BEACH, CA – TOURISM & EVENTS DEPARTMENT STUDY
21 69 Recommendations. Path
Forward.
This study translates operational data, industry best management practices, peer benchmarks, and staff input into a clear plan to modernize Pismo Beach’s Tourism and Events Department — strengthening Department -wide integration, staffing continuity, risk controls, and destination stewardship.
QUESTIONS & DISCUSSION
PISMO BEACH, CA – TOURISM & EVENTS DEPARTMENT STUDY
23 SERVICE, PLANNING, &
PERFORMANCE
PISMO BEACH, CA – TOURISM & EVENTS DEPARTMENT STUDY
#RECOMMENDATIONS
SPP1
Develop a coordinated Department annual work plan that aligns tourism, recreation, and event activities, staffing, investments, and performance expectations with adopted City and departmental priorities.
SPP2
Establish common customer-service standards and tracking practices across the Department, supported by appropriate training and shared accessibility practices, to promote consistent service for residents and visitors.
SPP3 Expand existing performance-management practices by establishing consistent measures for Recreation programs and events alongside the tourism and marketing metrics already being collected.
24 FACILITIES & CAPITAL INFRASTRUCTURE
PISMO BEACH, CA – TOURISM & EVENTS DEPARTMENT STUDY
#RECOMMENDATIONS
FC1 Implement and fund the 2026 Facilities Assessment Plan to address deferred facility maintenance and transition to formal preventive maintenance schedules.
FC2 Establish an interdepartmental capital-planning process that routinely incorporates Recreation, CVB, Public Works, Facilities, Engineering, and Finance into facility and CIP prioritization.
FC3 Transition Recreation facilities toward a formal preventive-maintenance model with maintenance schedules, work histories, and defined responsibility for corrective action.
FC4 When budget and space resources allow, reconfigure City Hall workspace to co-locate appropriate Recreation and CVB leadership and administrative staff and support a more integrated departmental operating model.
FC5 Plan for the long-term transition to a permanent, accessible, climate-controlled Visitor Information Center that provides appropriate customer service, staff, utility, and storage capacity.
FC6
Until a permanent Visitor Information Center is feasible, address priority Airstream operational needs and continue use of parking passes and other alternatives as needed for dedicated nearby parking or loading access for on-duty staff.
25 INTERNAL COORDINATION
PISMO BEACH, CA – TOURISM & EVENTS DEPARTMENT STUDY
#RECOMMENDATIONS
INT1
Formalize interdepartmental coordination protocols defining roles, contacts, resource commitments, approvals, escalation procedures, and risk-management responsibilities for shared activities and events.
INT2 Implement shared planning and scheduling tools for facilities, events, and other activities requiring cross-departmental coordination.
INT3 Establish routine post-event and post-project reviews to document lessons learned, resource needs, risks, and opportunities for future improvement.
INT4 Formalize department-wide ADA and accessibility procedures for programs, events, communications, participation, and reasonable-modification requests.
26 RISK MANAGEMENT
PISMO BEACH, CA – TOURISM & EVENTS DEPARTMENT STUDY
#RECOMMENDATIONS
RSK1
Establish standardized risk-management procedures for instructors, volunteers, and other program personnel, including centralized review and documentation of applicable agreements, insurance requirements, background screening, and safety training, with verification completed before service begins and appropriate renewal monitoring maintained thereafter.
RSK2 Include Risk Management or City Attorney representation in Special Events Committee meetings to evaluate liability and ensure consistent insurance and indemnification requirements for all events.
27 TECHNOLOGY & DIGITAL SERVICE
DELIVERY
PISMO BEACH, CA – TOURISM & EVENTS DEPARTMENT STUDY
#RECOMMENDATIONS
TC1 Evaluate opportunities to better integrate recreation, facility, event, and financial systems to reduce manual processes and duplicate data entry.
TC2 Expand online self-service options, including facility reservations, where staffing capacity, business processes, and processing costs support implementation.
TC3 Continue centralized IT security, PCI compliance, and vendor-management practices as Department technology platforms evolve.
TC4 Standardize ActiveNet transaction fees across all registration methods and encourage greater use of online self-service registration while maintaining staff-assisted options for customers who need them.
28 COMMUNITY ENGAGEMENT &
DESTINATION STEWARDSHIP
PISMO BEACH, CA – TOURISM & EVENTS DEPARTMENT STUDY
#RECOMMENDATIONS
CE1
Establish a resident-centered destination stewardship approach that routinely incorporates community input, quality-of-life impacts, and visitor experience into tourism, recreation, and event planning and evaluation.
CE2 Develop a coordinated Department communications and marketing framework that aligns resident outreach, recreation, events, and visitor marketing.
CE3 Incorporate sustainability, accessibility, inclusion, and community-benefit criteria into tourism and event planning and evaluation.
29 RECREATION DIVISION
PISMO BEACH, CA – TOURISM & EVENTS DEPARTMENT STUDY
#RECOMMENDATIONS
REC1
Develop and maintain written Standard Operating Procedures, structured onboarding materials, cross-training assignments, and a succession framework for core Recreation functions to strengthen continuity and reduce reliance on individual institutional knowledge.
REC2 Stabilize the facility-rental function by reviewing the responsible position's classification, authorized hours, and backup coverage to improve continuity in reservations, walkthroughs, scheduling, and customer service.
REC3 Increase automation and standardization of high-volume registration, reservation, payment, and records-management processes to reduce manual transactions and repetitive staff processing.
REC4 Strengthen staff support for the Parks, Recreation & Beautification Commission, including consistent agenda preparation and coordination of beautification and public-art initiatives.
REC5 Establish a coordinated process between Recreation and Public Works for parks, beautification, public art, and similar public- space improvements that identifies preferred locations and technical requirements in advance of available funding.
REC6
Transition operational administration of the Adopt-a-Bench program to Public Works, supported by pre-approved installation locations, defined technical standards, and centralized asset and maintenance tracking, while maintaining appropriate Recreation and PRBC involvement in program policy and beautification priorities.
30 CVB DIVISION
PISMO BEACH, CA – TOURISM & EVENTS DEPARTMENT STUDY
#RECOMMENDATIONS
CVB1 Establish formal contract-governance protocols that separate contractor execution from City responsibility for policy direction, board administration, oversight, and performance evaluation, with safeguards for actual or perceived conflicts of interest.
CVB2 Implement a tiered, hybrid special-event permitting process that allows low-risk applications to be approved administratively and reserves full interdepartmental review for complex, high-exposure events.
CVB3 Adopt an objective, multi-criteria event-vetting rubric to evaluate existing and newly proposed events against staff capacity, resident impact, and economic yield.
CVB4 Update the City's master fee schedule so that permitting and operational fees for non-City-endorsed events reflect full municipal cost recovery.
CVB5 Develop written CVB Standard Operating Procedures and a structured onboarding program for all Division roles to protect continuity and reduce reliance on individual institutional knowledge.
CVB6 Implement a more standardized digital special-event permitting process and formally incorporate Risk Management into SEC review to reduce manual follow-up, improve consistency, and strengthen risk oversight.
CVB7 Realign tourism staff responsibilities to better balance event support with broader destination-management priorities and ensure individual assignments are consistent with adopted job descriptions, intended roles, and organizational needs.
31 ADMINISTRATION & DEPARTMENT
LEADERSHIP
PISMO BEACH, CA – TOURISM & EVENTS DEPARTMENT STUDY
#RECOMMENDATIONS
AD1 Rebalance the Department Director’s role to prioritize internal departmental leadership, strategic direction, and interdepartmental coordination while maintaining appropriate external stakeholder engagement.
AD2 Realign the Department Director’s compensation consistent with the City’s 2025 Compensation Study and established salary ranges for other department director positions to support effective recruitment and retention.
AD3 Strengthen departmental resiliency by formalizing cross-training and backup responsibilities for critical functions and shifting routine administrative activities from division managers to appropriate support staff as capacity allows.
AD4 Establish a consistent approach for managing substantial recurring evening and weekend obligations of salaried managers, including workload monitoring, schedule flexibility, or other mechanisms consistent with City policy.
AD5 Expand Department-wide event staffing practices through coordinated use of seasonal, temporary, part-time, and cross- trained personnel to better distribute planning, event-day, and after-hours workload.
AD6 Add one full-time Department administrative support position to provide centralized administrative, records, scheduling, financial-processing, and operational support to the Department Director and both divisions.
32 CVB DIVISION STAFFING
PISMO BEACH, CA – TOURISM & EVENTS DEPARTMENT STUDY
#RECOMMENDATIONS
CS1 Realign the job descriptions of the Tourism Manager and Tourism Assistant to prioritize strategic tourism advocacy, out- of-market promotion, and direct lodging-industry relationships over local event logistics.
CS2
Formalize the use of private event-service providers, including establishing a prequalified pool or on-call retainer of contractors, to provide physical setup, breakdown, and other labor-intensive support for major community events as needed, reducing reliance on municipal staff for these functions.
CS3 Implement a tiered, hybrid permitting process that allows low-risk applications to be approved administratively, reserving the full interdepartmental committee review strictly for complex, high-exposure events.
CS4 Update the City’s master fee schedule to ensure that special event permitting and operational fees for all non-city- endorsed events reflect full municipal cost-recovery.
CS5 Convert the part-time Tourism Assistant to a permanent full-time (40-hour) position and permanently assign accounts payable/receivable, account reconciliation, and board agenda preparation.
CS6 Establish a formal volunteer coordination program. Address defined roles, recruitment pipelines, and retention practices.
33 RECREATION DIVISION STAFFING
PISMO BEACH, CA – TOURISM & EVENTS DEPARTMENT STUDY
#RECOMMENDATIONS
RS1 Convert the Recreation Services Coordinator/Facility Coordinator position to full-time status and expand its responsibilities to provide consistent facility, customer-service, and administrative support across the Recreation Division.
RS2 Centralize recreation instructor agreements and establish a consistent City process for reviewing contracts, verifying insurance, tracking renewals and waivers, and maintaining required documentation.
RS3 Stabilize the facility-rental function by reviewing the classification, authorized hours, compensation, and backup coverage to improve continuity in reservations, facility walkthroughs, scheduling, and customer service.
RS4
Develop a more sustainable event staffing model that expands the use of Facility Attendants, designated event or program leads, part-time personnel, and other appropriate support resources to reduce recurring reliance on the Recreation Manager and Recreation Coordinator.
RS5
Increase automation and standardization of high-volume registration, reservation, payment, and records-management processes, including greater use of existing technology capabilities where feasible, to reduce manual transactions and repetitive staff processing.
RS6 Evaluate opportunities to strengthen supervisory and program coordination capacity over time, particularly for year-round functions that rely heavily on single-full-time or limited-hour positions.
34 ORGANIZATIONAL ALIGNMENT
PISMO BEACH, CA – TOURISM & EVENTS DEPARTMENT STUDY
#RECOMMENDATIONS
ORG1 Rename the Tourism and Events Department as the Recreation and Tourism Department to more accurately reflect its organizational structure, core service areas, and full scope of responsibilities.
ORG2
Develop and adopt a unified Department mission statement, supported by shared annual priorities, that reflects the complementary roles of Tourism and Recreation and establishes common objectives for service delivery, partnerships, events, and use of City resources.
ORG3 Clarify expectations for the Department Director to provide visible, balanced leadership, communication, advocacy, and strategic direction across both Tourism and Recreation functions.
ORG4 Establish recurring leadership and periodic all-staff meetings to improve communication, coordinate priorities and workload, address staffing and operational needs, and strengthen cross-divisional awareness.
ORG5 Formalize appropriate cross-training, backup assignments, and opportunities for CVB and Recreation staff to share expertise and resources where overlapping functions create operational value.
ORG6 Implement a shared annual Department calendar identifying major events, campaigns, staffing demands, facility impacts, and key planning milestones to improve workload visibility and coordination.
35 ORGANIZATIONAL ALIGNMENT
PISMO BEACH, CA – TOURISM & EVENTS DEPARTMENT STUDY
#RECOMMENDATIONS
ORG7 Establish common event-planning practices, including shared tools, defined opportunities for coordinated marketing and resource support, and standardized post-event reviews to reduce duplication and strengthen future event delivery.
ORG8 As future facility and budget opportunities allow, evaluate collocating CVB and Recreation staff within a common departmental workspace to support greater day-to-day coordination and organizational integration.
36 MARKETING & CONTRACT OVERSIGHT
PISMO BEACH, CA – TOURISM & EVENTS DEPARTMENT STUDY
#RECOMMENDATIONS
MAR1
Maintain the outsourced delivery of specialized destination marketing services while clearly separating contractor execution from City responsibility for policy direction, advisory board administration, contract oversight, and performance evaluation.
MAR2
Establish formal contract governance protocols defining City and contractor roles, including City control of board agendas and policy recommendations, independent review of contractor performance, and safeguards for actual or perceived conflicts of interest.
MAR3
Formally recognize contract administration, fiscal oversight, board support, and contractor coordination as core staffing requirements and, as resources allow, provide administrative support to shift routine transactional responsibilities from the Tourism Manager.
MAR4 Evaluate additional or flexible event-support capacity to address the permitting, logistics, vendor coordination, setup, and operational workload generated by contractor-developed tourism initiatives.
MAR5 Require TJA and City staff to maintain a single reconciled annual marketing budget that aligns with the executed contract and formally documents any approved reallocations or use of discretionary funds.
37 STAKEHOLDER PARTNERSHIPS
PISMO BEACH, CA – TOURISM & EVENTS DEPARTMENT STUDY
#RECOMMENDATIONS
ST1
Formalize key partnerships with the Chamber of Commerce and lodging community through MOUs or similar agreements that define roles, City and partner contributions, insurance and indemnification requirements, resource-sharing expectations, and appropriate performance reporting.
ST2 Establish written service protocols between the Department and Public Works that define how recurring event and facility-support requests are submitted, prioritized, scheduled, staffed, and funded.
ST3
Incorporate anticipated Public Works support and associated costs into annual event and departmental planning so recurring service demands are identified in advance and reflected in staffing and budget decisions.