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In the long-term, the City will need to be cautious when implementing demand management (pricing) since <br />demand is expected to be highly elastic and will impact anticipated revenues. A sustainable approach will be <br />conservative including a range of fees for all users and locations including on and off-street, day use permits <br />and discounted/free. To make this program successful, and to tie the revenue gap closure goal it is <br />recommended that the downtown parking citation costs and revenues be included in the parking fund. <br />The parking system financials reviewed in Section 3.0 of this report analyze all costs and revenues <br />attributable to the parking program, even if they currently go to the general fund or other department <br />budgets. The inclusion of all parking related revenues (such as citations) and donated labor/costs in this <br />analysis indicates that the parking program is contributing positively to city financials will be expected to <br />continue to do so. <br />As such, the City will need to be prepared with an understanding of long-term capital planning needs. To fund <br />the implementation of the parking management plan, the City will need more than one source of public <br />resources, particularly in the near-term or until market conditions, density, and constraints on the supply <br />drive parking costs upward since current assessed revenues are not dedicated all or in part to the parking <br />program. Therefore, the City should restructure the parking fund to acknowledge actual costs and revenues <br />that are attributed to operations and management of parking in Downtown San Leandro. <br />Once properly accounted for, the City can make the policy decision as to what items the Parking Fund budget <br />will ultimately contribute to. This could be one or more City staff positions, capital equipment, and <br />maintenance, and/or a line item in the general fund. <br />Implementation Guidance <br />■ Medium Term Recommendation: Several city departments contribute resources to the parking fund <br />without attribution. Similarly many departments and programs unrelated to parking benefit from the <br />revenue generated through parking citations now deposited in the general fund. Therefore, before <br />any adjustments are made, the City needs account for these budget items with a clear and open <br />internal planning process. <br />■ Medium Term (12-24 months): Review current allocation of parking system revenues and costs and <br />consider realignment of general fund budget items so costs and revenues reflect reality and budgeting <br />decisions can be made with a more sustainable long-term approach. This should be a relatively long <br />well thought-out process that includes all internal stakeholders. <br />■ Long -Term (24-36 months): Once the parking fund has been re-aligned/restructured it would be <br />appropriate to take a long term look at capital planning needs and capital facilities planning which will <br />include addressing potential funding gaps. <br />J. Encourage Transportation Demand Management (TDM) <br />A balanced and multi -modal system of transportation access increases overall "capacity" to the downtown <br />and supports efficient visitor prioritized parking systems. <br />The 2007 Downtown San Leandro Transit -Oriented Development (TOD) Strategy includes TDM strategies to <br />reduce both parking demand and minimum parking requirements in the downtown. The goal of these <br />strategies is to reduce the use of automobiles in downtown San Leandro in favor of alternate modes of <br />transportation. Encouraging alternative modes of transportation (e.g., transit, bike, walk and ridesharing) <br />ensures that the City's parking system serves customer/visitor access in the downtown at the highest level of <br />