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Troubleshooting these problems and making the technology work as intended will be essential for future program success. Need for simple administrative and payment processes —The project team recognizes that there are limited staff and financial resources available and no one "official" City staff person dedicated to parking. Therefore, as much as possible, it is recommended that solution sets should be developed that make it simple to perform administrative tasks and handle payment processes. This simplicity theme is important not only for the City staff, but also must be easy for stakeholders who rely on parking resources in the project area. 2.3 Recommendations A. Adopt Goals and Guiding Principles The City should adopt clear program goals and guiding principles through consensus because they are necessary to guide decision-making for the operation and management of the City's parking program. Furthermore, they will support creation of a parking system that facilitates and contributes to a vital and growing downtown. Implementation Guidance ■ Immediate: Conditions exist to move forward immediately ■ No special actions required to move forward other than adoption of the parking management plan B. Refine Organizational Structure Industry best practices for administration and management of a parking "system" recommends a centralized program of management (on and off-street) under the purview of a professional Parking Manager. The City of San Leandro currently has divided the program administration responsibilities among four departments. While a centralized role like a Parking Manager is typically necessary to manage a growing parking program, the City may consider outsourcing this role to a third party parking management firm with an internal point person to manage the contract. The parking administration duties should be transferred to the Parking Manager and the role expanded to act as the interdepartmental liaison of a formalized City parking operations working group. The City should also consider the establishment of a Parking Technical Advisory Group or Committee, comprised of a diverse and representative group of downtown stakeholders who routinely review parking issues in the downtown and engage the public to gather input on key parking decisions, to ensure the community is included as a partner in program implementation. Alternatively, the City may consider leveraging an existing organization for feedback such as San Leandro Improvement Association (SLIA). Implementation Guidance ■ Short -Term: Conditions exist to move forward immediately (0-12 months): o City Staff need to determine responsible department/ staff resource to develop RFQ/RFP for outsourcing program and to serve as contact. o It is recommended the City develop and issue a request for qualifications (RFQ) for third party parking management vendors to develop a qualified pool of candidates to interview. ■ Medium -Term Actions (12-24 months): o Other issues that need to be determined include the total parking -related services that should be outsourced such as maintenance and enforcement.