What are the challenges and opportunities for education, healthcare, business, and airport parking operations?
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FEATURES
40
Revamping University Parking
Merging Innovation with Infrastructure By Trystan Henry 34
Airport Parking Technology Trends
Transforming Parking for Travelers in a Post-Pandemic World
By Rob McConnell, PE, SE, LEED Green Associate, and Ben Sands
Building for Success
The Evolution of Parking & Mobility at Stony Brook University By Kendra Violet
46 EV Charging at the Workplace
Challenges, Opportunities, and New Evidence from UCSD
By Teevrat Garg, Ryan Hanna, Josh Kavanagh, CAPP, Jeffrey Myers, Sebastian Tebbe, and David G. Victor 52
By Chuck Boddy, CAPP 26
Roadmap to Success
Creating Campus Mobility Master Plans
By Nick Stanton
Bridging the Gap
Advancing Parking and Mobility in LargeScale Operations
I WOULD GO OUT ON A LIMB and say that nowhere in the parking, transportation, and mobility industry is the divide between yesterday’s and today’s operations sharper than in our large-scale parking operations.
The range of parking operations runs the gamut in large parking programs at colleges and universities, healthcare campuses, airports, and business parks. While some organizations are leading the industry and setting trends in operations and technology, others are lagging due to various factors, such as funding, staffing, buy-in, and infrastructure.
So, what are these large-scale parking, transportation, and mobility organizations doing to move forward? As the industry rapidly advances and innovation thrives, how are the newest and best practices implemented in these complex facilities?
This issue of Parking & Mobility magazine takes you to the University of Southern Maine, where they are redefining campus mobility by merging innovation with infrastructure; to Stony Brook, New York, where the university is shaping a new parking and mobility identity; and to University of California, San Diego, where the future of EV charging on college campuses is being evaluated. In addition, we look at the evolving world of airport parking and the technology trends that are bringing the future here...now. We will also cover the challenging topic of building a campus mobility master plan – a topic that can apply to any large-scale parking operation.
Between those feature stories and this month’s standing columns, we have brought you many conversation-starters to share with your teams. October’s issue certainly has something for every size and type of parking operation.
So, get comfy, put your feet up, and dive in! As always, we appreciate you spending some time with us. Please drop me a line and let me know what you think.
Melissa Rysak, editor rysak@parking-mobility.org
PUBLISHER
Shawn Conrad, CAE s.conrad@parking-mobility.org
EDITOR
Melissa Rysak, CPSM rysak@parking-mobility.org
TECHNICAL EDITOR
Rachel Yoka, CAPP, LEED AP BD+C yoka@parking-mobility.org
ADVERTISING SALES AND SUBSCRIPTIONS
Tina Altman taltman@parking-mobility.org
PUBLICATION DESIGN
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Just a Giant Puzzle! Planning for Campuses and Large-Scale Operations
By Josh Cantor, CAPP
Iwouldn’t say I like jigsaw puzzles—I haven’t done one since I was a kid. While I can appreciate the thought process that goes into putting puzzles together, like Legos, Lincoln Logs (for you old timers) or even furniture from Ikea, I don’t have the patience for them. I definitely am not a dissectologist, a term used to describe jigsaw puzzle solvers who consider themselves puzzle enthusiasts. It can also be applied to individuals with a puzzle hobby who enjoy working on a jigsaw whenever there is downtime or for professional puzzlers.
However, I’ve had this recurring thought that what we do in parking and transportation, especially in a campus setting, is akin to putting together a living 3D puzzle that changes hourly, daily, monthly, and every semester. Some could argue that we are working on multiple puzzles at any given time that must magically piece together—or at least not overrun each other.
A key difference between our work and that of puzzlers is that we aren’t given a box with a nice picture of what the puzzle should look like. In fact, we often don’t know how many pieces there are in the puzzle or when it is complete. This is particularly true as the puzzle starts again the next day with additional, previously unknown pieces.
Every day, there are faculty, staff, students, and visitors to support and provide campus access. Each group has its subclassifications, all with their own needs and desires, often in conflict with one another. We have full-time staff, adjunct professors, and lecturers within the faculty group of puzzle pieces. Among employees, we have managers, salaried/classified, non-student wage, student wage, and even volunteers. Students are broken down by being residential/living on campus or off-campus/ commuting, and then class standing from graduate, senior, junior, sophomore, and, of course, freshmen. Oh, and did I mention transfers, some coming from a community college and others joining us from another four-year institution? With the increase in online classes since the pandemic, including hybrid courses that are partially online and partially in person, the needs and the frequency of when customers park has changed, accelerating more short-term and flexible options. Purchase options have also changed, as individuals decide whether to purchase passes online, make mobile payments, or use pay stations.
Layered within this giant puzzle, we have departments with many distinct needs. The Facilities Department requires access for projects and maintenance when
they aren’t taking away a parking lot for a new building (because, as we all know, parking lots are just future building sites). Numerous service departments request closer access to buildings for housekeepers, food deliveries, IT technicians, and various contractors. Emergency and disabled access needs always need to be addressed. Sometimes, it’s not just preferential parking; they need room for dumpsters, porta-potties, cranes, and generators. After 20 years in this industry, I know a lot more about dumpsters than I ever imagined!
Adding more dimension to our already complex puzzle, we, of course, have a few million visitors to accommodate. These visitors range from families helping their children move into a residence hall to attendees of concerts, athletic events, conferences, political rallies, lectures, and many other events. The visitor layer must be placed amongst all the other faculty, staff, and student layers to accommodate all of them while ensuring their unique needs are not forgotten. Did I mention that these moving puzzle pieces stay for varying lengths of time, from 30 minutes to all year?
Many institutions, especially given our responsibility to manage parking demand and reduce carbon emissions, are using alternative transportation pieces as well as considering private transportation. Shuttles come and go from various places on and around campus, or in George Mason’s case, between campuses separated by 15-20 miles. While this may sound simple, such a short ride may take an hour or more in the DC Metro Area traffic. Further, everywhere you look are bikes, scooters, skateboards, and yet-to-be-invented wheeled devices. They all need to go in their proper places so as not to interfere with tens
of thousands of pedestrians and not block disabled and emergency access. Special care must be taken to support pedestrians, many of whom maneuver around campus while looking down at their phones and with their headphones on.
Everyday life on a college campus is really just this monstrous living 3D puzzle. Most days will follow familiar patterns of when and where it gets busy, and most events seem to work similarly. Yet, there are enough days when the puzzle pieces seem to have been tossed up in the air, and you’re scrambling to figure out what’s going on. The puzzle pieces we don’t know about or can’t find in campus parking and transportation create the most headaches. It’s hard to imagine that I fell into the mobility industry and have survived for 20 years, all the while having a disdain for puzzles. As an IPMI Board Member, I am constantly learning from colleagues in this magazine, at conferences, across committees, and on webinars. It’s rare that someone in our industry hasn’t dealt with a particular issue or problem and that you can’t get ideas and recommendations on how to provide a solution. In a way, campus parking professionals are a mobility version of being a dissectologist . We can support each other within our parking and transportation community by sharing our expertise, such as in the monthly Ask the Experts column, to help one another with those missing puzzle pieces. I am excited about the future of IPMI and the growing number of puzzles we try to solve daily. ◆
JOSH CANTOR, CAPP , is the Director, Parking & Transportation for George Mason University and a member of the IPMI Board of Directors. He can be reached at jcantor1@gmu.edu
Let’s Print the T-Shirts
Big Parking & Mobility
Wby Erik Nelson, PCIP
E’VE ALL HEARD TERMS LIKE Big Data, Big Tech, Big Agriculture, Big Pharma, Big Oil, and Big Tobacco. Some of those terms might stir different emotions, but what about Big Parking & Mobility ? It may not roll off the tongue as easily as some of the other “Bigs,” but entities that operate very large-scale parking and mobility systems might consider themselves (or maybe are seen by their constituents) as Big Parking & Mobility, and that doesn’t have to be a pejorative term. Maybe I’ll have t-shirts made up for next year’s IPMI Parking & Mobility Conference & Expo.
Big Parking & Mobility can consist of parking structures, surface parking lots, curb space, bus or shuttle routes, bicycles and e-bikes, scooters, micro-mobility hubs, or even light rail systems and autonomous systems at some very large operations. These systems can be complex by themselves, but when combined, some operations can truly be called Big Parking & Mobility.
Large and complex parking and mobility operations can serve thousands of constituents across many groups with distinct needs and expectations. Many considerations, challenges, and opportunities must be considered when planning changes or enhancements. In addition, implementing even small changes within a large system may have cascading effects on the broader system that should be anticipated as best as possible during the planning process.
Planning should be a part of any organization. A comprehensive planning exercise can provide clarity of purpose and mission and ensure that organizational activities align with greater goals. Planning can unlock efficiencies and reduce organizational waste, ensuring an organization can operate healthily.
A Big Parking & Mobility planning exercise might start by examining the most recent strategic plan or master plan of the host organization (e.g., the university, airport, etc.) Are there any overarching
goals that have the potential to be met through parking and mobility? Does the mission of the Big Parking & Mobility group still make sense? Secondly, who are the constituents? Can they be logically grouped by function or requirement? Do previously defined groups still make sense? What are their needs and preferences, and how have they changed over time? For instance, in a higher education Big Parking & Mobility program, the student population likely has very different needs than the faculty and staff. At an airport, passengers, airline crews, and terminal staff likely have different needs for parking and mobility.
Another important part of planning is funding and budget. Is the operation self-funded, or are there other funding sources? Big Parking & Mobility might be eligible for federal, state, or local grants. Is there an option to issue bonds backed by parking revenues? Funding availability may dictate the breadth and scope of parking and mobility planning. Being wellversed in available funding at the start of any planning exercise can help to home in on realistic goals.
Who should be involved in a Big Parking & Mobility planning process? Beyond parking and mobility staff, representatives from various user groups and executive sponsorship are critical. Sometimes, it may seem like different groups have competing priorities, but a deliberate planning process can help develop understanding and compromise. Additionally, focus groups can be a valuable tool to gain insights into the wants and needs of the general constituency.
Asking these broad questions can frame the planning exercise to develop strategies and tactics to meet the organization’s mission and, ultimately, the parking constituents’ requirements. Additionally, sound planning can aid in long-term budgeting to support Big Parking & Mobility’s activities.
When the plan has been set, it comes time for implementation, which hopefully has also been carefully planned! Some common implementation tactics that could be planned for and applied in a Big Parking & Mobility organization include limited trials or pilot projects, A/B testing, pre-and postimplementation surveying, robust commissioning for
Welcome
new systems, and having a roll-back plan if the changes turn out to have a negative effect on the system.
There is a vast array of operating methodologies and technologies to support them. Approaching any changes (or even an updated strategic plan or mission) with a robust and logically sound planning exercise will increase your chances of success.
ERIK M. NELSON, PCIP , is a Principal with Walker Consultants and a member of the IPMI Technology Committee. He can be reached at enelson@walkerconsultants.com
Just Right Parking:
A
Patience, Resilience, and Strategy: Let’s Talk About the Sales Cycle
leadership journey into the sales cycle of the U.S. parking, transportation, mobility, and sustainability industries.
By Nick Stanton
THE SALES CYCLE IS A FUNDAMENTAL CONCEPT that every sales professional must understand, as it plays a crucial role in the success and quality of sales outcomes. Early in my career, I had a manager whose impatience and lack of understanding of the sales cycle profoundly impacted my development, though not in a positive way. His micro-management, unreasonable expectations, and disruptive tactics—such as incessantly monitoring my actions, imposing scripted messaging, and directly pressuring prospects—were demoralizing and counterproductive. These actions undermined my credibility with clients and highlighted his failure to grasp that a sales cycle is a complex and rigid process that shouldn’t be rushed or forced. Despite the negative experience, my lessons from his mistakes were invaluable in shaping my approach to sales and leadership.
What is a Sales Cycle?
A sales cycle encompasses the stages a salesperson or team goes through to close a sale, from prospecting and qualifying leads to presenting, negotiating, and closing the deal. The length and complexity of this process vary by industry, product, target market, and sales strategy. Securing timely agreements is notoriously challenging in the niche of parking, transportation, mobility, and sustainability, particularly within the U.S. market for municipal and higher education clients. The bureaucratic hurdles of municipal governments and the intricate decision-making processes of higher education institutions, with their committees, debates, and shifting budgets, make closing deals a demanding journey requiring patience, resilience, and strategic finesse.
How Long Are We Talking?
It is essential to recognize that the conventional business wisdom of a decade ago often falls short in today’s dynamic market. The COVID-19 pandemic highlighted this, revealing that pre-pandemic sales cycles of 6 to 12 months in our industry were already closer to 12 to 18 months. The pandemic extended these cycles, now averaging 18 months and sometimes reaching 24 months, due to budget constraints, shifting priorities, and organizational changes.
In this new landscape, adaptability, strategic planning, and resilience are crucial, and company leaders must allow their sales teams the patience and precision needed to navigate these extended cycles.
A Leadership Dilemma
Some truths never change. Over my nearly two decades in this field, I’ve witnessed many constants that seem to test time itself. Yet one glaring reality stands out—especially in the wake of the pandemic: management and leadership teams often lack a deep understanding, patience, or acceptance of the sales cycle.
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The Ever-Present Constants
Let’s acknowledge some of the most important principles that have shaped sales for years:
● Relationships Matter. Whether you’re selling widgets or hightech solutions, building and nurturing relationships with clients is paramount. Trust, credibility, and rapport are the currency of successful sales.
● Adaptability Wins. Markets shift, customer preferences evolve, and technology disrupts. The ability to adapt swiftly—to pivot strategies and tactics—is non-negotiable.
● Narratives drive product sales. Regardless of how exceptional a new product or service may be, a successful salesperson achieves results by weaving compelling stories rather than adhering to rigid company scripts or sales pitches.
● Persistence Pays Off. Sales cycles can be long and arduous. The tenacity to follow up, overcome objections, and stay the course is how one reaps the rewards.
The Leadership Blind Spot
Despite these constants, there’s a gap—a blind spot—that hinders organizational success. It’s the disconnect between management and the intricacies of the sales cycle. Here’s why it matters:
● Short-Term Pressure. Leaders focused on short-term targets and immediate revenue goals often undermine long-term growth by pressuring for quick wins without recognizing that the sales cycle is a marathon, not a sprint.
● The Invisible Dance. Sales is a nuanced dance through various stages, requiring finesse and patience, yet leaders who expect a straightforward approach risk causing their teams to stumble.
● Empathy Gap. When leaders prioritize metrics over empathy, they overlook the human stories behind deals, leading to missed opportunities and potential damage to customer relationships and reputation.
● Control is Not Succes. Restricting salespeople with handcuffs or chains hinders their ability to excel. Instead, grant them the freedom to succeed and equip them with the necessary tools. Success will naturally follow. Micromanagement, on the other hand, is ALWAYS a recipe for disaster.
● Aggressive Leadership Perpetuates Sales Stereotypes When leaders pressure sales teams to close deals, they unintentionally foster a culture of hyper-competitiveness, dishonesty, and coercion, reinforcing the outdated stereotype of the aggressive, deceitful salesperson.
A Call to Bridge the Divide
So, how can leadership teams bridge this gap? Here are actionable steps:
● Education. Invest in educating leaders about the sales cycle, including its stages and jargon, to foster patience and enable more effective team guidance.
● Breaking Down Success. Rather than applying relentless pressure to meet tight deadlines, leaders should collaborate with their sales teams to set smaller, attainable goals that build momentum toward overall success.
● Sales-Driven Leadership. Cultivate a sales-driven leadership culture. Encourage leaders to spend time with the sales team, attend client meetings, get into the trenches, and listen actively. Leaders who immerse themselves in the sales process gain empathy and strategic clarity.
● Lead by Example: A good sales leader should not only spend time behind a desk delegating and demanding success. Get out there, show your team that you struggle too. The sales cycle does not care about fancy titles!
● More Learning, Less Preaching. Successful leaders prioritize learning from their sales team rather than dictating what they should do. Sales isn’t simply about knowledge of products and scripted pitches; it’s about cultivating relationships, active listening, continuous learning, and often navigating egos. Sales professionals possess a unique blend of confidence, creativity, and even crazy—why look for anything less in your team?
Times are Evolving Rapidly
In the post-pandemic landscape, rapid changes in our industry require leaders to stay engaged and attuned to the challenges shaping the extended sales cycle. Leaders who fall behind risk becoming a liability, placing undue strain on their teams and jeopardizing the company’s stability. Conversely, well-informed and engaged leaders uplift their sales teams by understanding industry trends and daily challenges, advocating for their teams, and contributing valuable insights to strategic decisions. By fostering transparency and collaboration, these leaders empower their organizations to capitalize on emerging opportunities, driving sustained growth. As an industry leader, it’s crucial to stay informed, accept the sales cycle, be patient, and support your sales team, recognizing their role in your leadership success. ◆
NICK STANTON is Managing Partner for Athena Partners Strategy Group, Inc. He can be reached at nick@ athenapsg.com
Time to Slow Down Leadership and Self-Care
By Michelle R. Porter, CAPP
IDON’T KNOW ABOUT ANYONE ELSE, but being a leader comes with its challenges, especially when you are tired. In today’s world, we all experience things in the news and with our families and work. Trying to balance all of that can be exhausting. In the parking industry, specifically at the university level, the hustle and bustle of the semester makes the days go by fast and then makes you realize that you haven’t gotten anything done. From emails to Zoom meetings, to campus projects—how do we fit it all in and still try to take care of ourselves to avoid burnout?
Effective leadership is essential for maintaining smooth operations, but you cannot be effective without recognizing when it is time to slow down. We are all part of the juggling act of managing multiple projects simultaneously, from expanding parking facilities to integrating new parking systems. Balancing these projects requires excellent organizational skills and the ability to prioritize tasks effectively. However, the constant pressure to meet deadlines and manage resources can lead to stress and burnout. Signs of burnout include exhaustion, decreased productivity, and a lack of motivation. If not addressed, burnout can negatively impact both the leader and the entire team.
There are practices we can incorporate into our daily routine to help mitigate stress/burnout. Some of the things that I do to maintain my mental and physical health are:
1. Prioritize Self-Care: Leadership begins with taking care of yourself. Ensuring that I’m getting sufficient sleep, eating well, and taking breaks throughout the day have been my go-to. In addition, regular exercise and mindfulness practices like meditation can also help reduce stress. Here at Carnegie Mellon University, we have a Mindfulness Room that is open 24 hours a day to the campus community. It provides us with an opportunity to relax and be present. My team members are encouraged to take breaks when necessary and leave the office to walk or participate in physical activity. On nicer days, I opt to work outside in a quiet space that allows me to focus solely on my tasks with minimal interruption and for a change of scenery.
2. Delegate Responsibilities: It’s easy to fall into the trap of trying to do everything yourself, but effective delegation is key to preventing burnout. I’ve learned to trust my team to handle tasks and I encourage and empower them to make decisions within their areas of responsibility. This helps not only to boost their confidence and provide them with a leadership opportunity, but it also helps to remove a task from my plate.
3. Set Realistic Goals: It’s important for me to write a “to-do” list each week. I use Fridays to follow up on unanswered emails and phone calls, and
then I create my list for the next week. I break down larger projects into smaller tasks and set realistic deadlines for myself so that I do not become overwhelmed.
4. Establish Boundaries: In today’s world, it’s easy to be always “on.” I’ve learned to set boundaries between work and my personal life. I avoid checking emails after work hours and make sure to take time off to recharge. I also encourage my staff to do the same. My team is small, and burnout is sometimes inevitable. During the summer months, we all take a half-day once a week to reset and recharge. They appreciate the time.
5. Build a Support Network: I am lucky to have a
boss, team, and colleagues in the parking industry who understand the daily challenges of the job. I rely on them to share ideas and frustrations, which helps alleviate stress and provide valuable insights. Leadership comes with a unique set of challenges, but with the right strategies, we can manage our responsibilities, avoid burnout, ensure our organizations’ success, and lead confidently. ◆
MICHELLE R. PORTER, CAPP , is the Director, Transportation Services at Carnegie Mellon University and a member of IPMI’s Allyship & Equity Committee. She can be reached at mporter@andrew.cmu.edu
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Reap What You Sow
Giving Your Transportation Ideas the Best Chance to Grow
By Matthew Inman
TO BE HONEST, I don’t exactly have a green thumb. I’m sure I couldn’t keep our plants, shrubs, and trees alive without my wife’s guidance. However, over nearly 30 years of marriage, I have picked up a few basics about landscaping from her that, in some ways, remind me of successful transportation planning and operations. We all want our ideas to grow, especially when we’re developing solutions to combat traffic congestion, poor land use, and climate change. So, perhaps we need to turn to nature to find ways to help our transportation programs blossom.
Before doing anything, we need to determine options that are suitable for our environment. When we look for things to plant, we try to find vegetation that is native to the area. Native plants will be more supportive of local wildlife, pollinators, and the soil and require fewer resources to survive. The same is true for transportation solutions. Ideas that are not appropriate for your community will be difficult to justify and sustain, and they may also negatively impact other areas of your program due to the inefficient use of resources. Through a detailed assessment of current conditions, projected needs, available data, and significant input from your stakeholders, you can determine which transportation options are suitable for your community and will have the greatest chances for success.
After selecting the right plants, you need to give them a good start. This could mean selecting an appropriate spot, digging a suitable hole, providing good soil, and planting during the right season. The same is true for implementing transportation services. To be successful, the first thing you’ll need is solid reasoning as to why the new program is needed and how it complements your organizational mission; that is why quality planning is so critical. Then, you’ll need sufficient support from your community, team members, and leadership for the new program. This may require “selling” the program to your various stakeholders to convince them it’s the right move. In addition, you’ll need to set aside sufficient resources (e.g., staffing, funding, vendors, marketing, and other necessary support services) to start the program. Finally, you will need to determine the right time to implement the program to maximize the possibility of a strong start – perhaps before the start of a fall semester or before tourist season begins. Providing a good foundation won’t guarantee success, but
it will provide the best chances for your efforts to bear fruit in the future.
Nothing in life will grow without enough food and water. For plants, the soil needs to be rich in nutrients, and sufficient water needs to be provided. Your transportation programs will need enough resources to thrive going forward, too, which typically means continuing support from your customers, team, community, and leadership and appropriate funding. Without these, ensuring the future viability of your project will be challenging. You will need to tend to your transportation programs and make sure you allocate the right people to the right roles, provide adequate funding to support ongoing operations and growth and collect ongoing feedback from the users of your services to make necessary adjustments when needed.
In addition to good soil and water, plants also need the right amount of sunlight. It doesn’t matter how nutrient rich the soil is, how much you water it, or even how much you talk to it, a plant won’t live long without enough sunlight. When planning and implementing a new transportation program, be as transparent as you can be. Share your successes and failures. If something doesn’t go right, acknowledge it and let everyone know what you’re doing about it. When things go well, shout it from the rooftops. Report your progress to your community and encourage ongoing feedback to make sure the program continues to fit community needs. Putting your transportation program in the sunlight will provide opportunities for your community to see your leadership in addressing environmental and transportation concerns, and it will also help build essential stakeholder support.
Finally, you usually can’t just plant something and walk away. Over time, there will be a need to provide maintenance.
This could mean fertilizing, feeding, providing more water, or pruning dying sections. Transportation programs are the same. You will need to do things like adjusting bus routes to better meet user needs, creating additional bike paths, implementing new technologies to improve customer service, updating policies to address changing program needs, or even pruning services that are no longer financially viable or adequately addressing community needs. It can sometimes be difficult to gather sufficient support to keep a program going or admit when a service isn’t meeting expectations. However, adequately maintaining your programs will help ensure that the remaining services, and even the larger organization itself, remain on solid ground.
Of course, there are times when an unexpected event impacts the viability of your plants. Perhaps it’s a sudden freeze at exactly the wrong time, or maybe an extended drought. Or perhaps it’s a severe storm or a fire started by a lightning strike. Something beyond your control could threaten the future of what you’ve worked hard to grow.
Unfortunately, we’ve all been in situations where our ability to maintain one or more programs is jeopardized. It could be a change in leadership that results in an adjustment of priorities or a reallocation of funds that negatively impacts our ability to provide a program with sufficient resources. These things may happen at some point. However, the possibility of negative events outside your control shouldn’t stop you from doing what’s right. If your planning work and community input tell you to develop a new service, and the necessary resources are available, you should do it. If you do it right and care for it, it may be able to weather tough times better than you think. While I might not know much about plants, I can guarantee you’ll never reap the success of something you didn’t sow.
MATTHEW INMAN is the General Manager for MasParc and Mobility, LLC, and a member of IPMI’s Sustainable Mobility Task Force. He can be reached at m.inman@masparc.com
Scan to connect with our National Parking and Mobility Specialists
THE VIRGINIA HOSPITAL CENTER’S Outpatient Pavilion Parking Garage represents a significant advancement in parking facility design, blending essential functionality with modern aesthetics and eco-friendly principles. The parking structure spans nine levels and provides 1,650 spaces over 676,237 square feet. It includes three subterranean levels that cleverly reduce the visual impact on the surrounding residential area. The garage supports the needs of a bustling healthcare facility while integrating smoothly with its environment, showcasing a commitment to community-focused design.
Addressing challenges such as integrating a large structure within a developed urban setting, the hospital team engaged in extensive community consultation. These discussions influenced design modifications to better fit the garage into its setting without disrupting hospital operations or inconveniencing the daily lives of nearby residents. To maintain the neighborhood aesthetic, the design strategically sets back upper levels and employs varied materials to
FIRM NAME: Walker Consultants
PROJECT LOCATION: Arlington, Virginia
PROJECT OWNER: VHC Health
KEY STAFF:
• James W. Pudleiner, PE
• Justin M. Kowalkowski, PE
• Genaro V. Enierga
PROJECT TEAM MEMBERS:
• Skanska USA Building Inc., Prime Contractor
• Shockey Bros., LLC., a Metromont Company, Precast Concrete Manufacturer
• HDR, Inc., Concept Architect
Pudleiner Kowalkowski
Enierga
create a visually appealing exterior that complements both the hospital and residential buildings.
Incorporating several other user-centric design features, the garage prioritizes operational efficiency. Understanding that time is crucial for visitors and healthcare providers alike, the garage includes a parking access and revenue control system that facilitates smooth entry for visitors and employees. An advanced automated parking guidance system efficiently directs individuals to available spots, minimizing the search for parking and alleviating traffic within the structure. This system is complemented by dynamic signage that eases navigation and guides employees to dedicated parking areas. The thoughtful layout includes a separated vehicular circulation system for visitors and employees, encouraging fluid movement through different zones of the structure while separating user groups. Additionally, physician parking areas with enhanced geometric designs further simplify daily usage. A specialized loading area and a back-of-house corridor have been integrated to support hospital operations, optimizing the logistical flow to and from the new hospital building. These design choices collectively enhance the user experience, significantly reducing logistical delays and improving overall access.
Other key garage features include a precast concrete system chosen for its durability and ease of installation. Architectural highlights include two enhanced pedestrian corridors and an elevated walkway bridging the new garage to the existing hospital complex and nearby buildings, promoting accessibility and patient care efficiency. The structure also leverages cantilever designs over the service drive, allowing for potential future expansions.
Environmentally, the project features a sunken healing garden in the corner of the Pavilion Building and the garage, providing patients with a private, quiet space to convalesce. The garage incorporates additional green initiatives, such as provisions for electric vehicles and a vanpool, enhancing the hospital’s sustainability profile. Sophisticated rainwater management includes runoff collected and filtered through landscaped bioretention pools.
The VHC Parking Garage stands out for its functional contributions to healthcare logistics, forward-thinking design, and community integration. This project models how thoughtful design and community engagement can overcome construction challenges to meet growing needs while maintaining harmony with its environment and enhancing the user experience.
Human Resource Management
Customizing for Your Organization
By Michael T. Klein, CAPP (Ret.)
THE ROLE OF HUMAN RESOURCE MANAGEMENT (HRM) has become more complicated over time, especially as organizations grow in size and complexity. Moreover, laws, rules, and standard practices have changed rapidly, providing new challenges, especially given how COVID-19 has changed the workplace and conflicting perspectives regarding managing diversity, equity, and inclusion. Campuses have always been on the leading edge of change, as true today as during the Vietnam War.
The HRM function is vital in all organizations and is supported by varying ratios of staff to employees, primarily as a function of headcount. Due to efficiencies of scale and the use of automation and technology, large organizations may have effective HRM support with a much smaller ratio of staff to employees than smaller ones. We will focus on larger organizations, although HRM requirements are present regardless of size.
● At the Apex is the c-suite executive leadership
● Strategy, planning, and coaching in the upper middle area of the triangle
● Negotiation, Labor Relations, Risk Management, employee evaluations, training and developmentthird band
● At the base of the pyramid are the knowledge workers who satisfy technical requirements including hiring, firing, payroll benefits, compliance with labor laws, and other operational requirements.
At the strategic level, we would assess the fit between the organization and its people to determine how our culture and engagement match and support the institutional mission. We should also conduct surveys to determine how we are perceived by our customers and have objective measures of success with customized metrics. How do we improve service delivery? What are our short—and long-term goals?
By being intentional with communications and implementing strategies to achieve these goals, we may advance a road map to develop our people in support of the larger organization. This is vital, as most of the U.S. workforce (65%) is not engaged, according to Gallup’s 2022 State of the Global Workplace
When charting and following our desired course, consider that perspective and reality are different, so triangulating knowledge with practices such as 360-degree feedback is valuable. Similarly, as intentions and perceptions have a gap between them, we should recognize that we may still need to make course corrections, and this should be expected, especially given externalities that affect the workplace. Be alert and ready to detect and correct poor leadership at any level in the hierarchy and resolve management issues that naturally occur due to turf battles, operating in silos, and various bottlenecks associated with personal egos and competition for advancement.
Strategy Negotiation
Technical Requirements
As a leader in parking and transportation services, we should work closely with our HRM department to integrate specialized training with modules they may not offer to provide a fundamental understanding of our work. While that department has overall HRM responsibilities, we still need to provide specialized training
Be alert and ready to detect and correct poor leadership at any level in the hierarchy and resolve management issues that naturally occur due to turf battles, operating in silos, and various bottlenecks associated with personal egos and competition for advancement.
relevant to our role in the workplace. Some of the frameworks for success include in-class and distance-learning training associated with trade associations and private businesses. Additional opportunities for professional development include state and regional trade shows, specialized certifications, and networking with peers.
In our environment, where the first and last customer experience is within our jurisdiction, it is critical to recruit, train, and develop staff with positive attitudes and provide frameworks to support people and provide technical skills. Programs associated with customer service, conflict management, and safety should be our highest priorities. As an example of additional specialized training, for those of you in northern climates, your HRM department is probably not
prepared to provide snow removal training, but the Snow and Ice Management Association (SIMA) is a great resource in this challenging area.
Remember to keep the person and organization in sync to deliver the desired customer experience. Master change by communicating clearly on many levels and in multiple modes, including visual, auditory, and experiential learning. Perform customer surveys and 360° feedback to understand reality and perceptions better. Typical frameworks that support and assist the HR process include Total Quality Management, Kaizen, continuous improvement, and quality circles. In addition to subjective measures, we should analyze the cost-benefit and return on investment of training programs and all facets of the human resources contribution.
Following are the overarching goals for virtually all campus and other mobility-focused organizations:
● Safety is job one.
● Motivate employees to pull in the same direction.
● Provide high quality, efficient operations delivering timely satisfaction of customer needs.
There may be an opportunity to leverage talent from other areas of the organization to achieve these objectives. One excellent example is to reach out to coaches from the Athletics Department. These people are master motivators and are often willing to help us, given the close working relationship between our departments.
Additionally, training plans and career ladders should be established to help people succeed in their current positions and prepare them for potential future roles.
To summarize, HRM supports the implementation of well-conceived strategic plans at all hierarchy levels through its people. Effective HRM practices support organizational effectiveness in context with the organization’s goals and within legal and ethical constraints. Elements of an enlightened organization’s HRM framework include:
● Maintaining a seat at the leadership table to identify and advance organizational goals at all levels (include a liaison role to connect your department with HRM).
● Developing a framework to collect and analyze workplace planning and analysis data.
● Recruit staff and provide professional development for people aligned with organizational values.
● Provide development plans and career ladders to reward and advance high-performing team members.
● Developing an organizational culture that learns, adapts, and evolves.
● Celebrating and supporting personal integrity and pride in self and the organization.
● Aligning people skills such as emotional intelligence with technical competency.
● Avoid promoting people to their level of incompetence (The Peter Principle). ◆
MICHAEL T. KLEIN , CAPP (Ret .) is the CEO and Founder of Klein & Associates. He can be reached at floridatym3@gmail.com
IPMI continuously seeks ways to provide innovative resources to the parking, transportation, and mobility community.
To ensure that those goals continue to be met as the industry evolves, IPMI has engaged Dragonfly AEC Consulting, a third-party consulting firm, to conduct an Engagement and Value Insight Study.
An email from info@dragonflyaec.com will be sent to selected IPMI contacts the week of September 16, 2024, with a link to an online survey to learn more about their experiences with IPMI. You can also use the QR code below to access the study.
Please share your thoughts, needs, and hopes for the future with the IPMI team, and help us to be your most valuable industry resource!
Scan the QR-Code to Take the S vey
Clique Bias in the Workplace
Understanding Its Effects and Developing Inclusivity
By Joseph R Madison II
WORKPLACE DYNAMICS will naturally build coalitions. Bruce Tuckman proposed the necessary steps for a team to grow:
● Forming The alignment of the goal with that of the Institution.
● Storming “Without struggle, there will be no progress.” —Frederick Douglass
● Norming—Individual perspectives create a path for work styles to molt.
● Performing The well-oiled machine, your team begins to operate at peak performance.
Clique Bias Has Entered the Chat!
It is a subtle thread that can weave a pattern of exclusion and narrow-mindedness. This cognitive bias, which arises from our natural inclination to associate with like-minded individuals, can significantly influence decision-making processes and outcomes. Take a moment and reflect on the interactions you’ve had this season. Have you gone through the “ FORMING ” phase and allowed your team to grow based on their value?
The Effects of Clique Bias
Clique bias can create an environment where certain ideas and individuals are favored over others, leading to a lack of diversity in thought and perspective. This can result in decisions that are not fully informed or representative of the organization’s collective intelligence. Moreover, it can foster a culture where innovation is stifled, and employees outside the favored group may feel marginalized and undervalued.
Have you had an idea shut down, one you knew was a great idea when it was first presented? Now, a team member presented it the same way you did and boom…it has traction.
Yeah, I felt that sigh.
How do you process this moment?
● Seek Feedback: understand why the idea was initially rejected. Constructive feedback can help refine and improve your proposal.
● Stay Resilient: use the experience as a learning opportunity. Persistence is key to innovation and creativity.
● Collaborate: Sometimes, working with others can help strengthen your idea and increase its chances of acceptance.
● Recognize Success: If the idea is eventually accepted, even by someone else, it still validates the merit of your original thought.
Micromanagement and Burnout
When coupled with micromanagement, the effects of clique bias are exacerbated. Micromanagers, with their penchant for control, often fail to recognize the unique contributions of each team member, preferring instead the comfort of the clique’s echo chamber. This can lead to employee burnout, as individuals feel their autonomy is stripped away and their efforts go unrecognized. There is a path forward:
● Recognize and Acknowledge Burnout: It’s crucial to identify the signs of burnout early and acknowledge its impact on yourself and your team.
● Reassess Workload: Evaluate and redistribute tasks to ensure a more manageable workload.
● Foster Connections: To build a supportive environment and create opportunities for personal connections in person and virtually.
● Revise Team Agreements: Update how your team works to improve efficiency and reduce stress.
● Regular Check-ins: Have one-on-one meetings with team members to provide support and address concerns.
● Encourage Time Off: Ensure team members take their vacation time to recharge.
Success Stories of Inclusive Cultures
However, many organizations have avoided these pitfalls. Companies like Google, Zappos, Salesforce, and Slack have cultivated cultures that celebrate diversity, encourage open communication, and empower employees. These companies have shown that inclusivity leads to happier employees, more innovative solutions, and a competitive edge in the market. Remember, you compete for the top talent on your team.
To foster such an environment, several initiatives to promote inclusivity can be undertaken:
● Diversity and Inclusion Training: Educating employees on the value of diverse perspectives. Identify the training provided by IPMI {Pro tip: Read the print magazines and share the concepts with those who support your team}
● Inclusive Leadership: Training leaders to recognize and nurture the talents of all team members.
● Employee Resource Groups: Creating platforms for underrepresented groups to share their experiences and insights.
● Celebrating Diversity: Organizing events highlighting the richness of different cultures and backgrounds.
By incorporating these elements into the fabric of an organization, your team can counteract the effects of clique bias and create a vibrant, inclusive workplace where every voice is heard and valued. The result is a more dynamic, innovative, and resilient organization, ready to meet the challenges of a diverse world.
Final Reflections
Reflect on your interactions and team dynamics. Clique bias, our natural tendency to gravitate towards like-minded individuals, can subtly weave patterns of exclusion and narrow-mindedness into our decision-making processes. This bias can hinder team growth, stifle innovation, and marginalize valuable perspectives. Take a moment to consider:
● How well is your team performing? According to them?
● Are you fostering an environment where every voice is heard and valued?
Let’s strive to recognize and counteract clique bias, ensuring a more inclusive and dynamic workplace. ◆
JOSEPH R MADISON II is Associate Director of Parking Operations at Kennesaw State University and a member of the IPMI Allyship & Equity Committee. He can be reached at jmadiso8@kennesaw.edu
EXPERTS ASK THE
How do large-scale parking operations keep customer service at the forefront?
As technology increasingly makes parking a “touchless” service, how do universities, healthcare centers, airports, business campuses, and other large-scale parking operations keep customer service at the forefront?
Perry H Eggleston, DPA, CAPP
Executive Director, Transportation Services
University of California, Davis
At UC Davis, we’ve embraced the Daily Choice Fee model, a system that relies heavily on technology for its success. This model taught us to concentrate all our technology touchpoints on a single application with all the necessary tools to locate a parking space and then guide the customer to the correct payment app, with all the required data preloaded for their convenience.”
Casey Jones, CAPP, PMP
Sr.
Director,
Customer Success
FLASH Parking
No matter how much technology an organization deploys, those that put their customers at the heart of everything they do will provide excellent customer service.
The starting place for ensuring that you provide the best customer service possible in a digital world is to examine your purpose, mission and values to ensure that they all align with meeting the needs of those you serve.”
William MacDonald, CAPP
Sr.
Director,
Transportation and Parking Services
University of Florida
“All campuses must ensure that solutions are readily available and easy to understand for end users. This means offering the right mix of parking and transportation options while investing in team training and fostering a strong serviceoriented culture to maintain excellent customer service.”
Marlene Cramer, CAPP, LEED® Green Associate™
Director, Transportation and Parking Services
California Polytechnic State University, San Luis Obispo
“We have close working relationships with many campus partners (Admissions, Athletics, Commencement Office, etc.) to strategically communicate with our guests, early and often. Our goal is to curate a common operating picture and service expectation. “Touchless” does not mean less staff. You still need the right amount of staff in key locations to provide information, assurance, and friendly faces to deliver outstanding customer service.”
Dr. Tyrone Michael Smiley
Director, Parking and Transportation Kennesaw State University
“At Kennesaw State University, Parking and Transportation collaborate closely with campus partners to provide a seamless experience for customers, covering everything from permit sales and operational enforcement to addressing general questions and concerns. Integrating advanced technologies like Microsoft Office Suite, T2 Flex, and other automated systems, KSU ensures a strong focus on customer service. These touchless solutions, combined with clear communication, create an efficient, user-friendly environment that prioritizes the needs of students, staff, and visitors.”
HAVE A QUESTION? Send it to editor@parkingmobility.org and watch this space for answers from the experts.
Steven Fernstrom Executive Director
Bethlehem Parking Authority
“As parking technology becomes more touchless, it’s crucial for large-scale operations to maintain excellent customer service by integrating intuitive systems and offering personalized support. The increased use of technology enables more data capture, which helps refine those personalized services and address specific user needs more effectively.”
Sue Thompson, CAPP Consultant/Owner
Thompson Parking & Mobility Consultants
“Take every opportunity to meet with and present to users - NEO, Student Orientation, meetings, etc. Provide a comprehensive, easy-to-use website/ payment portal, ongoing staff training, well-maintained PARCS /facilities, offer incentives and services important to the client base, and ensure accessible parking and space availability. With fewer touchpoints, the goal is to make all areas of the customer experience exceptional!”
“We must strive to choose the right technology to enhance the customer experience. Customer service is not just about how our teams interact with people but also how easy our systems are for the customer. The experience we create from the time they enter a parking lot or a garage is all customer service.”
Nancy Kobielski Business Services & Communications Manager, Parking & Transportation Services University
at Buffalo
“We offer customer assistance through live chat, in-person and phone support, pop-up events and town hall meetings. Our parking ambassadors are also available in the field to assist when needed.”
Scott C. Bauman, CAPP Manager of Parking & Mobility Services City
of Aurora, CO
“To keep customer service on the forefront, I believe it’s important for parking & mobility operators to stay focused on customer communication and offering a seamless support experience across all channels. AI-powered, omnichannel, email, phone, live chat, DM on social media, and in-person customer service support are essential to meet demanding customer expectations surrounding a personalized support experience.”
Brian D. Shaw, CAPP Executive Director, Stanford Transportation Stanford University
“Providing dedicated customer service agents who can help folks is key to our efforts to move to more efficient and technologically based parking management. Our team is highly trained and capable of addressing the concerns of our users. We also use parking citations as a marketing tool to encourage folks to buy parking permits or mobile sessions.”
Andrew Stewart, CAPP
Associate
Director,
Transportation Services University of California, Riverside
“Operators should always consider if the solutions they have provided meet the needs of all their users. Do your solution(s) serve technology-adverse individuals and disabled members of your community? You might not need two payment systems, but you may need to provide access to knowledgeable customer service.”
REVAMPING UNIVERSITY
Merging Innovation with Infrastructure
By Trystan Henry
THE UNIVERSITY OF SOUTHERN MAINE
(USM) is redefining campus mobility by merging innovation with infrastructure. Underpinning this shift is an enhanced parking experience, emphasizing mobile parking solutions that offer users convenience. Central to this is the adoption of 68 license plate recognition (LPR) cameras and 24/7 enforcement. Beyond software, USM is laying the groundwork for a sustainable future, implementing its first Transportation Demand Management (TDM) plan, which includes robust bus, bike, carpool, and EV programs. These advancements highlight USM’s holistic approach: marrying tech-driven convenience with ecoconscious development. This balanced embrace of the new sets USM apart as a benchmark for institutions navigating the future of parking and sustainable transportation.
Historical Context
In 2002, USM introduced gates to capture revenue. Fast forward to 2022, a second 24/7 garage was built for residential students. The parking staff consisted of 1.5 personnel with an unfilled management position. Only one garage was paid parking; the remaining 33 surface lots were unpaid, and paper passes and validations were issued complimentary. One out of three locations was only enforced five hours a week. Students and staff frequently complained about the lack of available parking, and the parking office was still using paper applications, leading to a four-week processing time at the start of each semester.
Lines often extended out into the garage, and there was a $1.5 million budget deficit in parking and transportation. The gated PARCS system was ticket-based and pay-at-exit, with parking staff frequently helping to facilitate egress and ingress. Bottlenecks often extended into the main road due to paper validations not scanning, credit card delays, and fraudulent hang tags. As a result, the gates were often left up to keep visitors happy and traffic moving. Overall, it was a system plagued by a lose-lose outcome: overdemand for parking, yet not enough revenue to cover expenses.
smartphones to pay for parking without returning to their cars to note their plate numbers. These were strategically placed in high-traffic areas such as theater halls, music halls, the ice rink, the sports complex, admissions areas, and event spaces.
Customization
The parking committee collected feedback, highlighting the need for a “boutique” service-focused solution. We chose a provider that allowed for flexible changes based on user suggestions. For example, during large sporting events, visitors can park anywhere within the time paid for, and an auto-start feature allows payment at the exit rather than upon arrival.
Residential lots have time restrictions, and unauthorized permits parked in these lots receive notifications, grace periods to move, and post-session grace periods. Our staff and students now have designated parking, with enforced time restrictions ensuring availability when needed. The Gorham campus, challenging in winter due to ice and snow, now offers reserved parking near class buildings or in residential lots. Carpool permits are digital, eliminating the need for physical pick-up.
...during large sporting events, visitors can park anywhere within the time paid for, and an auto-start feature allows payment at the exit rather than upon arrival.
Driving Demand with Online Sales Channels
One primary goal of leveraging online sales channels is to increase the usage of perimeter lots, which are often underutilized due to their distance from main campus areas. By driving demand to these lots, we can alleviate congestion in central parking areas and optimize space utilization.
Strategies for Enhancing Perimeter Lot Utilization
1. Incentives and Discounts: Offering lower rates or discounts for parking in perimeter lots can incentivize students, faculty, and visitors to choose these locations. This can be promoted through online sales channels.
2. Real-Time Information: Mobile apps and online platforms can provide real-time information about available spaces in perimeter lots, guiding users to these areas.
IPMI’s 2025 Awards & Recognition Programs
Get recognized for your contributions to our industry!
Our comprehensive recognition honors projects and programs as well as individuals and organizations. Tell us about your innovative and creative programs or impactful, solutions-based projects in our Awards of Excellence program. Looking to celebrate your staff or herald the achievements of your organization? Complete an application in the Professional Recognition Awards program. Submit an entry in one or both programs in these categories:
▪ Architectural Design
▪ Stand-alone Parking & Mobility Facility Design
▪ Mixed-Use Parking & Mobility Facility Design
▪ Surface Parking Facility Design
▪ Surface Parking Facility Restoration
▪ Structured Parking Facility Restoration
▪ Sustainable Design
▪ Marketing & Communications
▪ Innovation in a Mobility, Transportation, or Parking Program
▪ James M. Hunnicutt, CAPP Industry Professional of the Year
▪ Organization of the Year
▪ Emerging Leader of the Year
▪ Professional Excellence Awards Categories include customer service, finance, frontline, human resources, innovation, leadership, marketing, management, operations, and technology. Or, select your own!
The 2025 Call for Awards will be open September 10 - October 18.
HOW TO ENTER
IPMI offers a streamlined awards entry process via a sophisticated online platform. We encourage entries from all market segments and sectors, and all IPMI members are invited to submit in all categories. Submit your best people, programs, and projects - and be sure to share great pictures and visuals as part of the process.
Download comprehensive award details and entry criteria after September 10th at parking-mobility.org/awards.
3. Partnerships with Businesses and Venues: Forming partnerships with nearby businesses and venues can create additional demand for perimeter lots. For example, offering discounted parking rates for patrons of nearby sporting venues, restaurants, and bus lines or service industry workers.
Practical Implementation at USM
By leveraging online sales channels and integrating advanced technologies, we have seen significant improvements in parking management. Our approach involves a combination of incentives, enhanced amenities, and strategic partnerships. Listing our parking inventory on aggregators and consumer demand channels has broadened the market, driving more users to USM’s parking facilities, including perimeter lots. Real-time information systems and mobile payment options have streamlined the parking experience, making it more convenient for users to find and pay for parking. This has increased lot usage, and there have been fewer complaints about sufficient available parking.
Results and Strategic Recommendations
The results of these efforts have been impressive. We have seen increased usage of our parking facilities, with higher occupancy rates in perimeter lots. Aggregators’ detailed reporting has enabled the team and me to make data-driven decisions, optimizing pricing and availability to match demand.
In his 2020 dissertation, An Empirical Investigation of the Effect of Mobile Channel Introduction on Parking Revenues, Todd Tucker, President at ParkingLogix,
demonstrated that utilizing consumer demand channels can significantly impact revenue. These channels’ extensive user bases and robust marketing strategies lead to higher visibility and increased demand for parking facilities.
For other operators looking to replicate this success, I offer these strategic recommendations:
1. Leverage Technology: Use APIs and integrations to streamline the management of online sales channels, reduce labor requirements, and ensure seamless data flow.
2. Offer Incentives: To drive demand and optimize space utilization, provide discounts and incentives for parking in less utilized areas, like perimeter lots.
3. Enhance User Experience: Improve amenities and provide real-time information to enhance the parking experience, making it more attractive and convenient for users.
4. Form Partnerships: Collaborate with nearby businesses and venues to create additional demand for parking facilities, which will benefit both the university and the local community.
5. Stakeholder Support: Gain broad stakeholder support within your customer population by holding numerous input sessions and having a decisionmaking committee with broad representation from the community.
Corey Jennings, Revenue Optimization Manager at Ocra, emphasizes, “We’re seeing the emergence of revenue management as a prominent function in parking. Other industries like hospitality, real estate, and travel, which are a few years ahead of us data-wise, have these functions. Because there are two challenges: getting the data and using the data.”
By adopting these strategies, universities, parking operators, and asset owners can significantly increase lot usage and optimize the utilization of perimeter lots, driving demand through innovative online sales channels and delivering a better overall parking experience for users.
Mobility & Sustainability
The University of Southern Maine recognizes that not every student, staff, or faculty member has the power and privilege of owning a personal vehicle. For this reason, and to reduce greenhouse gas emissions, the
Portland campus features the largest collection of level two charging stations for EV vehicles in the State of Maine, with 58 charging plugs
university works hard to maintain a diverse, multimodal transportation system, including a subsidized bus program allowing free rides for all students, staff, and faculty, a robust carpool program with 45 preferred carpool parking spaces and a partnership with the State of Maine’s matching database called Go Maine, and over 650 bike parking spaces on the Portland campus, including 288 covered, secured spaces.
For those without a bike of their own, the campus hosts two Bikeshare stations run by Tandem Mobility. In addition, the Portland campus features the largest collection of level two charging stations for EV vehicles in the State of Maine, with 58 charging plugs . The university’s multi-modal efforts are outlined in its Transportation Demand Management Plan, first published in 2020 and updated annually. The plan calls for a reduction in motor vehicle parking of 10-14% during peak hours and a 20% reduction in greenhouse gas emissions from commuting by 2025, in line with the university’s commitment to be carbon neutral by the year 2040. So far, the University is just beginning to see the benefits of a strategic multi-modal plan, increasing bus ridership by 16% over last year and modest increases in bicycle and pedestrian trips. Since last year, 27% of the trips taken to the Portland campus by students, staff, and faculty are via non-single occupancy vehicles.
Numbers Talk
Just under a year since go-live. USM has seen the following:
● 412% increase in parking revenue.
● 150% increase in permit sign-up.
● 97% enforcement compliance rate.
● 93% decrease in monthly expenses.
● 30% increase in parking availability.
● 10% increase in new online revenue.
The Future
USM is planning a ten-year parking management plan to complement Transportation Demand Management
(TDM) further. Level 3 EV chargers are expected to be installed by 2025. Our focus is to improve validation for prospective students and their families. We are testing a new layout where vehicle plates are added on preregister forms for admission tours. Once entered, their plate is instantly validated as a paid session. We want the parking process to be easy, and using the technology we have enables us to do that.
Additionally, USM aims to integrate more advanced technologies to streamline the parking experience further. We hope to add digital mapping for real-time space occupancy to help our students find parking quickly and get to their classes efficiently. Hopefully, our EV stations will be integrated into our parking payment solution by 2025 for single payment options.
We plan to seek IPMI’s Accredited Parking Organization (APO) designation in 2026. The roadmap consists of ongoing training using the resources provided for professional development in parking, transportation, and mobility. In our effort to enhance the overall campus experience, we are also looking to create more drop-off/pickup spaces and improved game day bus parking access.
We continuously seek feedback from our campus community to ensure our parking and transportation program meets their needs. USM’s commitment to innovation, sustainability, and user convenience positions us as a campus parking and transportation leader. We aim to set a new standard for universities nationwide as we move forward with our plans. ◆
TRYSTAN HENRY is the Parking and Transportation Manager at the University of Southern Maine. He can be reached at trystan. henry@maine.edu
By Rob McConnell, PE, SE, LEED Green Associate, and Ben Sands
AIR TRAVEL IS BOOMING IN THE UNITED STATES.
If you have any questions about whether the air travel industry has recovered from the business shutdowns caused by the COVID-19 pandemic, all you need to do is visit an airport anywhere in the U.S. TSA security lines are overflowing, and terminals are packed, as are planes. Every year since the pandemic has seen substantial increases in air travel, and 2024 is no exception. Chances are that the trend will continue into 2025 and beyond.
Of course, those who work in the parking industry understand that more airline passengers mean more demand for airport parking, particularly in areas with limited public transportation or rideshare options. More people than ever are parking at the airport. One recent study found that half of all air travelers drive themselves to the airport. This is great news for airports, as parking is often their largest revenue source. Airport parking managers, though, face the challenge of providing parking for more travelers every year, and they are always searching for new ways to accommodate them. Regarding airport parking, most airports focus on improving the passenger journey, making it as comfortable and easy as possible, particularly for frequent travelers. For many air travelers, the journey begins and ends in an airport’s parking facility, and a seamless transition from personal vehicle to pedestrian to airline passenger is a key measure of success. With more competition from private, off-airport parking options, airport parking must be attractively priced and promote the convenience of parking near the terminal. Many airport operations attempt to build brand loyalty with mobile device applications, rewards programs, reservations, and associated discounts and perks. Along the way, if the airport can upsell services or direct customers to its concessionaires, so much the better.
Look to Technology
Technology is an important part of improving the parking experience. Several parking technology trends are well-suited for airports and can significantly
Airport Mobile Device Applications with Parking
Left to right: Charlotte (CLT) |Seattle-Tacoma (SEA) | Dallas-Fort Worth (DFW) | Fort Lauderdale (FLL) | Grand Rapids (GRR)
improve the customer journey while making parking more profitable and efficient to manage.
The most important trend today is automation. Most airports have minimized or altogether eliminated staffed cashiering at exits. Airport parkers can pay for parking via mobile app or on foot at conveniently located pay stations rather than fumbling with a credit card or cash in the exit lane. This improves exit lane throughput by 400% to 600%, reducing queues, traffic back-ups, and the overall time it takes to exit. It also frees parking staff from sitting in a booth all day to better use their time assisting customers and providing concierge services. Customer assistance calls are managed centrally, and roving staff are available to provide in-lane customer assistance during peak periods, do routine maintenance tasks, and provide a staff presence in the garage to enhance perceived security.
Most airports are trying to eliminate cash transactions because credit card transactions are quicker, less subject to shrinkage (aka theft), generate less wear and tear on the equipment, and are easier to track and manage. Through these efforts, cash has declined to 5 to 10% of airport parking operations transactions, if accepted at all. Modern parking access and revenue control systems can often also accept Apple Pay, Google Pay, and other smartphone-based payment options.
Many airports are taking automation a step further, installing license plate recognition (LPR) equipment at entrances and exits to provide a more frictionless experience. As a traveler pulls to a gate, the LPR reads their plate and associates it with a paid stay or an
account. The gate rises on both entry and exit, allowing the driver to pass without rolling down the window or interacting with the system. Some airports have interfaced with the highway tolling system, allowing the RFID tags to serve as parking entry and exit credentials. Dallas-Fort Worth Airport allows access to parking with the North Texas Tollway Authority TollTag, and parking at most Florida airports can be accessed using the SunPass. Frictionless parking is much quicker than traditional manual payment approaches, particularly when it is also barrierless. It is a very convenient approach for airport parking because travelers are often in a rush to make a plane when they arrive and are tired and anxious to exit the airport when they return.
established
Credit Card Only Entry Lane Notifications
Parking Reservations
Parking reservations have become an important part of airport parking as airports—and airport parking facilities— get busier every year. Demand for on-airport parking spaces is higher than ever, and parking reservations technology allows airports to better understand and manage their parking operations based on the actual demand for the various parking assets. If, for example, there is a high demand for close-in, short-term parking, an airport can allocate more parking spaces to that use and command a higher price. On the other hand, if parking demand is weaker on a particular day or for a specific facility, an airport can reduce the associated cost and promote its availability and ease of use. Parking reservation systems enable airports to understand demand more accurately than relying on the traditional approach of projecting demand based on historical usage and guesswork.
Parking reservations also generally require prepayment, which locks in revenue and removes the transaction from the parking process. Customers authorize credit card payment when booking in exchange
for guaranteed parking spaces. Parking spaces, like hotel rooms and airline seats, are a perishable commodity that expires if unused. Like hotel and air reservations, parking reservations usually have cancellation policies that enable the operator to retain payment if a space is booked but unused.
Airports can link their reservation systems to loyalty programs to allow customers who reserve parking to earn discounted or free parking, airline miles, and in-terminal benefits. Houston Airports’ Parking Plus Frequent Parking Program, for example, enables patrons to accumulate points for every 24 hours of parking charges that can be used for free parking or converted to airline miles on American Airlines, United Airlines, or Southwest Airlines.
Additionally, airports can offer promotions and incentives through their loyalty programs, such as discounted parking. This is a particularly useful strategy during times when parking facilities are less full due to fewer business travelers, such as on weekends. Airport parking reservation platforms integrate into an airport’s parking website and mobile app, so the process is seamless, and the services carry the airport’s branding.
Ultimately, most airports want to ensure that all parkers reserve a space before arriving. From a customer service perspective, this provides the certainty that a space will be waiting for them when they arrive. When parking reservation systems are coupled with parking guidance systems (PGS) within an airport’s parking facilities that direct drivers to the available parking spaces, the parking process becomes frictionless, quick, efficient, and much less stressful.
EV Challenges and Opportunities
As EVs continue to grow in popularity, airports face new challenges. For instance, travelers tend to park in airport parking spaces for much more extended periods than it
Parking Reservation Only Signs
takes to charge an electric vehicle. As such, airports need to manage EV spaces more strategically.
Currently, there are several operating strategies for EV charging at airports. Many airports have only a handful of charging stations and restrict EV charging to shortterm parking areas, ensuring that the charging spaces turn over frequently or incur a heavy penalty for overstay.
At the other end of the spectrum, Los Angeles airports have deployed hundreds of EV chargers throughout their airport parking facilities. Charging is managed through a mobile application, and stations are available on a firstcome, first-served basis with no time limit. Similarly, another strategy is identifying vehicles occupying the EV charging spaces using mobile or fixed-camera LPR. Those vehicles are then charged a supplemental fee for occupying those spaces, potentially escalating with time.
A third approach is to restrict EV charging to valet areas only. In this scenario, airport parking staff move electric vehicles to and from EV charging equipment to ensure the customer has a fully charged vehicle when they arrive.
A new technological twist on the valet approach entails using portable EV charging equipment. In this case, airport staff would move the charging equipment from vehicle to vehicle, providing only as much charge time as necessary. This requires understanding which customer vehicles are to be charged, where they are parked, and the anticipated arrival and departure, all of which tie into the parking reservations platform. In 2023, Dallas-Fort Worth airport announced a pilot program with EV Safe Charge for their ZiGGY robotic EV charger to be deployed at the airport.
Another challenge associated with EV spaces is enforcement. It’s not uncommon for drivers to park gas-powered vehicles in EV spaces if they can’t find a regular space. This can be addressed by installing cameras and video analytic software to monitor EV charging areas to help ensure that the spaces are appropriately used. The software can be trained to identify improperly parked vehicles and direct enforcement. PGS can also alleviate this issue by quickly directing drivers to the appropriate available parking spaces. Additionally, except for disabled accessible EV charging spaces, EV charging should not be the most convenient parking in a facility. From a power
and financial perspective, locating the EV charging equipment as close as practical to the electrical service is most efficient, as it is typically somewhat remote from the terminal access. This helps discourage poaching of the EV charging spaces, and there are ample incentives for EV ownership beyond convenient airport parking.
EV charging presents opportunities, too. Obviously, offering EV charging is a valuable customer amenity for travelers who drive electric vehicles. EV charging can also be a source of revenue. Airports can even tie EV charging payment to their facilities’ PARCS equipment so parkers can pay for both EV charging and parking in the same transaction. Not only does this simplify the management of EV payment, but it provides a more convenient experience for parkers.
TNC Management
A challenge tangentially related to parking that airports are facing is the tendency of TNC (aka rideshare) drivers to cause congestion by failing to stay within areas designated for drop-offs and pick-ups. While managing curbside drop-offs is difficult, airports can keep drivers in check with geofencing. With geofencing, airports use GPS or RFID technology to create a virtual boundary and direct TNC ride-hailing to work only within that boundary. This also enables blacklisting of problematic drivers or companies. This is an effective way to manage TNCs and help limit terminal curbside congestion.
The technology revolution that has overtaken the parking industry over the past decade or more is particularly beneficial to airport parking operations. By implementing these technological strategies, airports can make parking much more convenient and, as a result, more competitive with off-airport competitors. Considering that parking is a vital source of revenue for airports—for many airports, the largest revenue source aside from gate fees— implementing these strategies should be among every airport parking manager’s highest priority. ◆
ROB MCCONNELL, PE, SE, LEED GREEN ASSOCIATE is Vice President at WGI Parking Solutions and a member of IPMI’s Planning, Design, and Construction Committee. He can be reached at rob.mcconnell@wginc.com
BEN SANDS is Manager of Parking Planning and Operations for WGI Inc. He can be reached at benjamin.sands@wginc.com
The Evolution of Parking & Mobility at Stony Brook University
By Kendra Violet
“You can’t touch the
trees…”
I’M NOT SURE WHAT THEY THOUGHT my job as the newly created Executive Director of Transportation & Parking at Stony Brook University (SBU) entailed, but the message was loud and clear when I started in October 2021: DON’T TOUCH THE TREES.
Part of the State University of New York (SUNY) system, SBU, a campus of over 26,000 students and 15,000 employees, was founded in 1957 along the North Shore of Long Island, NY. As I did, you might assume all of Long Island is like New York City. That is far from true, as SBU is 60 miles from the city and is in a suburban, almost rural area with smaller villages and nature preserves (hence the order to leave the trees alone). Despite having a Long Island Railroad (LIRR) stop, mass transit to our academic campus and hospital is not as readily available or convenient as one would think.
Prior to COVID, SBU was struggling with overflowing parking occupancy. Due to a model of free parking for
some and static rates for over 30 years for others, it was also experiencing a deteriorating infrastructure and increasing account deficits. Following a consultant’s study, a few key things were recommended:
1. Bring all the different parts of parking and transportation under one umbrella.
2. Charge for parking.
3. Create TDM strategies.
4. Hire someone to lead this transition.
#4—Hello, that’s me! the one that loves challenges!
First, I needed to dive deep into operations and determine why they were in their current state. It
boiled down to four major items: insufficient data for decision-making due to decentralized operations and aging technology, major maintenance needs, financial instability, and reputation. The next step was to develop a roadmap addressing these challenges and elevating our operations to match SBU’s status as one of two flagship universities in one of the country’s largest higher education systems.
Building the Team
The Transportation & Parking Office (TPO) reported to Campus Facilities. Seems normal, right? The Director of Transportation & Parking oversaw the Parking Manager and the Automotive Service Manager. The parking staff consisted of the Parking Manager and contracted staff for one garage on the main campus. The Automotive Service Manager oversaw the mechanics for the campus fleet. The Manager of Busing, while working with the Director of Transportation & Parking, reported to University Police. That manager oversaw transit operations and parking enforcement. Bikeshare was coordinated
by facilities but paid for by the transportation fee; they also coordinated EV charging. Our medical campus parking, including valet, was overseen by the Emergency Department, with separate parking management and valet contractors. Permit sales occurred in the Financial Services area.
Confused yet? Let’s throw one more curveball.
Three months after I started at the university, our unit moved from Facilities to the recently created Division of Enterprise Risk Management (ERM). We needed to strategize how to bring all operations under one umbrella while creating our vision for the future.
One of our greatest strengths has been the support of executive leadership. By the time I started, the Vice President had gained approval to move forward with two Director positions. One was for transportation, and the other was for parking; this was a fundamental key to our success. With these filled, we could move forward with centralizing operations and ensuring that the new organizational structure made sense. For instance, when I came on board, I recommended having two parking managers: one for campus and one for the
hospital. But after further consideration, I realized those individuals would need to be responsible for everything for that entity, not to mention the crossover between the two. Instead, we moved forward with a focus on areas of responsibility (i.e., customer service and field operations). We pushed for our own IT analyst due to the multitude of parking, transportation, and automotive technologies. We also secured a Senior Financial Analyst position, as our area was responsible for over 30 separate accounts with financial security as a primary objective. We hired a TDM Coordinator to run the bike-share and EV charging programs and to build other mass transit and micro-mobility solutions. At the end of the day, in a little less than two years, we moved or absorbed seven major areas and hired eight new positions (see org chart). Not many of these individuals had experience in the industry, so we became members of multiple organizations and pushed for staff development at all levels.
Building the Brand
While working through the organizational changes, some wondered why they were necessary. My favorite response was that we no longer wanted parking mentioned by the student speaker at commencement (yep, that happened). Changing our reputation on campus was vital, so rebranding had to be a priority. SBU is big on acronyms, and the Parking & Transportation unit has been called TPO, PTO, and I’m sure, a few other colorful things!
Following the lead of IPMI and others, we settled on Mobility and Parking Services (MAPS). It was catchy, and people latched onto it right away. When I introduce myself on campus and say I’m from MAPS, everyone knows what that means. We also wanted to highlight other key components of our organization, so while sitting around the ERM office one afternoon, we decided to work on a tagline. I loved that this included individuals from different areas of our division
because it helped solidify how others saw us. We landed on MAPS, “Our Infrastructure for Community Connections.” This became the springboard for sharing our vision of a holistic approach to providing solutions for connecting people and places.
Changing an image is hard, so we started with a few simple items, including increased participation at campus events. We developed catchy informational pieces highlighting our services, including:
● “Get There Fast. Get There Safe” QR code cards that shared our bus tracker and campus safety apps were created.
● Bookmarks highlighting pedestrian and driver safety were distributed.
● Postcards were put on windows the first week of the semester for vehicles with the wrong or no decal.
● With our transit operations, we wrapped our buses so that individuals knew they were in Seawolves country (a big deal considering we had white school buses running around campus).
● We took over coordinating shuttles from JFK airport to campus for move-in weeks, a program that has grown from 140 to over 480 students each fall.
This year, we are expanding by creating videos that show how to use mass transit from JFK and LaGuardia
airports to campus. As we look to expand our work, we started referring to automotive as Fleet Services. We presented our new brand to different groups and spoke about current challenges and future solutions, especially regarding new technology, which creates a better experience for everyone.
Building the Infrastructure
A key piece to success in parking and mobility is having data to drive decision-making. The technology you have in place will determine the quality and accuracy of the data. We used a warehouse system for fleet management and had an outdated fueling system. Our fixed-route tracker is moving towards the end of life, and we are using pen and paper to schedule our paratransit rides. Our parking systems are no longer supported or homegrown, lacking the reporting capabilities needed. Our multi-space pay stations need upgrading to help meet the growing needs of the campus. Unfortunately, all these technologies are at a critical juncture, and we need to tackle many of them at the same time.
To date, we have installed a new cloud-based fueling system and pump, are in the process of implementing new permit and enforcement management software, fixed and mobile LPR, mid-RFP for a Fleet Management Information System (FMIS) and telematics, and
Fixed-Route and On-Demand transit systems, and have also begun the process of procuring new pay stations and implementing mobile payments. One of our future endeavors is to implement vehicular guidance systems that will help us meet carbon emission goals and improve the customer experience.
It is hard to believe, but people outside our world do not necessarily understand the importance of these technologies for parking and mobility operations and may even think they are unnecessary. Our job as parking professionals is to help them understand the benefits to them and the university.
One example of this is the FMIS system. Using a warehouse system, it is hard to track and enforce inspection cycles for our fleet. Vehicles are seized for surplus with little to no notice for the department, putting them in a situation where they are down a vehicle, have not budgeted for one, and buying one can take up to a year. An FMIS system will give us the information needed to help departments prepare a replacement plan and give the university a multiyear financial forecast for budgeting purposes. The telematics will provide vehicle maintenance information and can be used to review driver behavior, creating a safer environment for the campus community. These are not bells and whistles; they are fundamental systems that provide financial stability and decrease risk for the organization.
lots are one of the lowest priorities. For us to maintain the facilities we have and build what we need, it was essential for us to move to a paid parking model across all campuses and increase the rates that have been stagnant.
Building the Program
You must prepare yourself and your team to understand that it isn’t personal, and if you believe what you are doing is best for your customers and organization, that is what matters.
With over 18,000 parking spaces across our campuses, we also needed to discuss the criticalness of maintaining our facilities’ infrastructure and meeting new demands. We are at the finishing stages of a $32 million project to repair two structures on our hospital campus, both of which are less than 50 years old. This has required us to temporarily change parking locations for more than 1,000 people and provide 24-hour transit between our satellite lot and the hospital. We have identified more than $22 million in additional work across our surface lots. We are over capacity on the hospital campus, and a new structure is needed to support the current population as well as projected growth. The university has over $2.5 billion in deferred maintenance, so as you can imagine, parking
If you subscribe to the notion that there is no such thing as bad publicity, try introducing paid parking. I don’t want to bore you with the details (although I am happy to share over a cup of coffee sometime), but it was going to require negotiating with seven unions on campus and bringing back student parking fees that existed on a smaller scale before COVID. To begin our journey, in Fall 2022 we reintroduced a student commuter premium permit. This allowed the students to park in the core of campus instead of the free satellite lot; we doubled the number of spaces available to them previously and made it a semester permit instead of an annual.
In February 2023, we held a meeting with all the unions to introduce our proposal for a fully paid parking plan, immediately followed by a meeting with the undergraduate student government (USG). After those meetings, we emailed the entire campus explaining our proposal, including links to an informational webpage and email for feedback. Although there could be many approaches to a change like this, we wanted to ensure transparency and control the narrative. While some people shared their support for the proposal, we also had formalized protests and news media reports. We received harsh, personal feedback via email, voicemail, and social media. I share this to say that no matter what you do in preparation, you will need to deal with the aftermath. You must prepare yourself and your team to understand that it isn’t personal, and if you believe what you are doing is best for your customers and organization, that is what matters.
We didn’t have immediate momentum with the negotiation process, so we chose to keep the student parking status quo for Fall 2023. This gave us time to
have multiple meetings with the USG. A new MAPS Student Advisory Group was one of the best things that came out of this. We tried to ensure representation from all student areas (e.g., commuter, residential, accessibility, professional schools, etc.). I spent a lot of time with that group, answering questions and discussing alternative solutions. At the end of the day, I needed to show them I was willing to listen to their concerns. I had proposed a tiered model of parking based on proximity. After discussing multiple models, they agreed that a tiered model worked best. To help alleviate their main concerns around student affordability, we developed a discounted permit program that would allocate 10% of the permits at the cost of the tier below. Students would need to meet certain requirements to be eligible, and the permits would be first-come, firstserved. We also maintained free satellite parking for the time being. These changes and the introduction of paid residential parking will start in the Fall of 2024.
We are 17 months in, and we are still negotiating with the employee unions. So, there will be more to come!
Building the Future
While we’ve been building our foundation through team, infrastructure, and program, we also needed to work towards our future. This includes working with the New York Power Authority to study our grid and develop a fleet conversion plan to meet zero-emission vehicle
mandates. We are transitioning our bus fleet from school buses to transit style to improve accessibility for our community. The on-demand software will allow us to provide a more efficient paratransit service and build a formalized Safe Ride program. We are pursuing grants to invest in our micro-mobility structure, including connecting our campus to local communities. We are looking to build partnerships with our county buses and the LIRR to incentivize mass transit as an option. We want to support our campus community by investigating rideshare and other transit possibilities. We will participate in campus master planning to ensure our programs are essential to the conversation.
There are so many great established university parking and mobility programs, and sometimes, they can be intimidating for campuses that aren’t at that point. However, as Abraham Maslow said, “In any given movement, we have two options: to step forward into growth or step back into safety.”
It is clear which path we are ready to take, and I believe you can, too!
KENDRA VIOLET is the Executive Director for Mobility and Parking Services (MAPS) at Stony Brook University. She can be reached at kendra.violet@stonybrook.edu
EV Charging at the Workplace
Opportunities, and New Evidence
from UCSD
By Teevrat Garg, Ryan Hanna, Josh Kavanagh, CAPP, Jeffrey Myers, Sebastian Tebbe, and David G. Victor
ONE OF THE MOST VEXING POLICY
PROBLEMS in mobility today is limiting energy consumption and carbon dioxide (CO2) emissions from the transportation system. Electrification is widely thought to be the key solution, especially for light-duty cars and trucks. While there’s been much news about a slowdown in sales of electric vehicles (EVs), a technological revolution is indisputably underway.
The beneficial role of EVs in a nation’s energy and emissions profile hinges on charging. Almost everywhere in the country, EVs use less energy and emit less CO2 than gasoline cars because the electric drive train is so efficient. However, the biggest advantages of EVs come when they are charged with clean electricity. That means that the EV revolution will unfold not only with advances in EV technologies, including batteries but also as the nation figures out how to deploy and operate an effective charging infrastructure that is optimized for the use of renewable energy.
Here in California, the EV revolution is advancing rapidly, which offers an opportunity to see how charging systems can shape the future of transportation. Last year, California reached its highest share, at 26.7%, of new cars and trucks that were battery EVs or plug-in hybrids. (Nationwide, the number is 7.6% of new passenger vehicle sales (Bureau of Transportation Statistics), up from barely 0.7% a decade ago.) The state has set a goal of achieving 100% EV sales by 2035.
Because so much of the success in EV charging depends on infrastructure, transportation planners have a vital role in the EV revolution. One of the best places to observe their key role is California, where EV adoption outpaces all other states. At the University of California, San Diego (UCSD), where we study these phenomena, our campus operates one of the world’s largest public-facing charging infrastructures. Our experience with charging is unfolding rapidly and can reveal how California and many other places can slash emissions by adopting EVs. That’s because California’s electric grid is shifting to solar power, and the greatest benefit of slashing energy consumption and emissions will come from charging during midday when solar output peaks. Charging midday means learning how to get people to charge at work.
Through many studies in close collaboration with transportation planners on campus, we’ve learned that workplaces can play a big role in EV charging. However, that success depends on the workplace infrastructure keeping pace with the surge in charging needs.
A key factor in planning EV charging systems is human behavior—how do drivers actually use the network? Until now, many planning tools and
strategies have been largely devoid of real-world insights into how EV drivers behave. Through a series of carefully controlled experiments involving one of the largest groups of scientifically studied EV drivers, scientific insights into how real humans charge their EVs are beginning to emerge.
Our research shows that learning about daytime charging can change when people charge their cars. These drivers charge their cars more during the day, which matches better with solar output and is much better for the environment. In contrast, discounted charging made drivers charge their cars more in the early morning and overnight when the network was less congested. However, since the grid is less clean during these hours, this outcome is bad for the environment.
Aligning charging with the grid
For a decade, California electricity regulators have set tariffs to encourage EV drivers to charge at home overnight. The logic, impeccable at the time, was that tariffs should encourage EV chargers to use electricity when the grid was least in demand. This was achieved through time-of-use rates that plummeted after midnight and incentives for installing home chargers. Today, that logic is changing. Policymakers have learned that a lot of charging must shift to the daytime. That shift in logic has huge implications for transportation planners—especially those who manage large workplaces (e.g., university campuses and office complexes), shopping malls, and other institutions where people tend to be parked mid-day. In many places, including university campuses, local transportation planners are pressured to help accelerate the clean transportation revolution by offering charging systems where people work and convene during the day.
The shift to workplaces for EV charging reflects three logics. First, in California and other areas using solar power, the biggest cuts in emissions from EVs happen when they use electricity during midday when the sun is strongest and renewable energy is most available and affordable.
The average gasoline car driven an average number of miles in California emits 5 metric tons of CO2 annually. The average EV, no matter when it charges, emits far less. Charging overnight leads to 1.2 metric tons of CO2 emissions because California power at night is supplied largely from burning natural gas. In contrast, daytime charging causes just 0.26 metric tons (Figure 1).
Applying this logic to the entire California fleet—that is, scaled to the nearly 1.3 million EVs in California today—shifting to daytime charging could cut annual emissions by 1.35 million metric tons of CO2. Those avoided emissions translate into less damage caused by global warming. Using the latest estimates of the “social cost of carbon” (a method by which the harm caused by every unit of emissions can be estimated), the benefit from full daytime charging would be an estimated $252 million per year in avoided global damages.
Second, mid-day charging can help stabilize the grid while also lowering the cost of energy supply. In California, a growing fraction of renewable energy is “curtailed” or not used—typically on temperate sunny days when electricity demand is low. From December 2022 to November 2023, California discarded 2.6 million MWh of renewable energy—enough to charge 633,000 EVs annually. Encouraging people to charge at the right times of the day can help minimize curtailment.
The challenge of curtailment is best illustrated by the infamous “duck curve” (Figure 2). During the middle of the day, net electricity demand—the amount of power the state needs from the grid, excluding the contribution from renewables—plummets. Then, in the evening, demand climbs rapidly as air conditioners and televisions turn on, and solar output fades with the setting sun.
As the state shifts to greater reliance on solar power, the duck curve becomes more pronounced. For grid operators, the steep afternoon ramp—the neck of the duck in Figure 2—is a big worry. Here is a place where EVs could play a big role by charging during midday (when electricity is essentially free, net of the transmission and distribution cost) and not charging during the evening ramp. Aligning electricity demand when it is most useful for the grid—also known as “demand response”—is one of the great opportunities in EVs because, in principle, people can choose when to fill up their batteries. If they know when filling is best.
Figure 1
EV charged at night
Petrol car
2. Source: CAISOW
Third, workplace charging can help improve access to vehicle electrification, which is often considered part of “energy justice” and related concepts. Most early adopters of EVs have been wealthy households with access to private home charging. According to the Department of Energy, EV owners charge about 80% at home, an indicator that early adopters of EVs were skewed toward the minority of Americans who own their own homes.
Making EVs successful in the mainstream means building an infrastructure available to everyone. That includes Americans without the ability to purchase a home charger (e.g., renters and condo owners). By 2035, about one-third of California’s projected 8 million EV owners will lack home charging (Figure 3). There is a need to move away from home charging as the
default, since these visions of more democratic—and whole-of-society— access to the EV revolution will fail to be realized if there is inadequate infrastructure to support charging outside the home. Additionally, we need more public charging stations to ensure everyone can easily switch to EVs. Workplace charging stations address both issues, providing a primary option for those without home charging.
Human behavior and its role in shaping workplace charging
Around the country, many institutions offer charging stations for EVs. From their perspective, ensuring enough chargers to meet demand can be important and the high cost of retrofitting charging infrastructure makes planning for future demand paramount. At the same time, no institution wants to waste money by overbuilding, especially because charger technology and business models are changing quickly. It is usually best to wait to buy the latest gear.
How should institutions plan their infrastructure? Answering this question requires looking at many engineering and infrastructure questions, such as the capacity of local transformers and the cost of retrofitting conduit and other “stubout“ systems on which chargers are installed. Also important are parking rules and patterns—and whether special rules will be created for EV users. Some of these decisions depend on how much pressure institutions are under to serve EV users; in many places, including California, that pressure is growing.
A big part of the puzzle is human behavior. For example, if many people drive long distances to work, a campus might need more powerful charging stations—so that long-distance commuters can plug in (for the full workday) and receive an adequate charge for the return home. An institution that hosts shorter commuters might need a different infrastructure. Avoiding overbuilding will require getting drivers to use the EV network with maximum efficiency rather than occupying charging stalls often for small sips of power. For a deeper dive into how we’re building site and population-specific future demand models, we encourage readers to explore our research on the “Design of workplace and destination-based EV
Figure
Figure 3
charging networks considering driver behavior, habits, and preferences.”
At UC San Diego, we have conducted a series of studies to uncover how human behavior affects charging systems. Our approach is experimental—that is, we are observing real-world behavior as people receive information and incentives. Where possible, we don’t rely just on surveys that ask drivers about their behavior because drivers often don’t know what affects their behavior or don’t want to openly report what they are doing.
So far, we have tested two strategies to encourage people to charge their cars during the day instead of at night. First, we told them about the environmental benefits of daytime charging (Figure 4). In effect, we helped educate drivers on environmental impacts. If people, armed with new knowledge, would alter their behavior and start charging midday, we’d see it in their charging behavior. What we found is that information works, to a point. More drivers postpone morning sessions and pare back late afternoon and evening sessions—both of which better align charging with solar energy generation.
Second, we offered different discounts for charging at work. Some of those discounts were huge—up to 75% reduction compared with the regular campus rate at the time of $0.30 per kWh. These discounts encouraged more charging at work, but they also led to more charging early in the morning and overnight. So, while discounts can boost charging at work, they also
lead to more pollution. Future experiments will link cash incentives to exact times of charging. However, implementing those price incentives is difficult with many of today’s institutional charging systems.)
In both experiments, we used a method called “randomized controlled trials,” where we randomly placed the 629 drivers in our studies into a control group and different treatment groups. Comparing behavior between the control and treatment groups lets one measure the experiment‘s impact—just like in trial studies that test the efficacy of new drugs.
Our behavioral research generated many findings, but three factors stand out as major explanators of when and how drivers charge their EVs.
First, the charging infrastructure is of paramount importance. Our university‘s two busiest campus areas have EV stalls that are 80-90% full by 9 a.m. on weekdays. When drivers think chargers won’t be available, they hesitate to rely on campus charging. That awareness of congestion is why our cash incentives led people to charge even earlier and overnight. They shifted arrivals to when they thought chargers would be available. In response, our campus is currently tripling the size of its charging network. One lesson for others is the need to pay close attention to the rapidly changing charger congestion level as more drivers want to use the network.
Second, the quality of charging experiences is a big factor in our research—and one that is often outside the institution‘s control. (Charging vendors are the key players.). We found that around 15-20% of the time, chargers experienced technical issues and couldn’t effectively charge vehicles—which is why full congestion for the charging system is well below 100% utilization. When drivers encounter an unreliable charger (or app interface), they are less likely to charge on campus next time.
Third, charging behavior depends on the characteristics of drivers. For example, we found that drivers with flexible work schedules are more likely to change when they charge if offered discounts. People who drive a lot can pick different times to charge, so they often choose quieter times, like evenings or overnight. Also, having a charger at home makes a big difference. People who can’t charge at home or have to pay a lot to charge there are more likely to shift their charging to campus (and the daytime) and when they charge if given discounts.
There will be huge variations in driver characteristics across institutions, which is one reason
we’ve learned it is important to gather objective data about the attributes of the drivers—such as their home infrastructure, commuting patterns and distances, and other vehicles they have in the household. Here, surveys can help, combined with experiments and data analysis that reveals actual behavior. The future for infrastructure planning, we think, will be a blend of engineering and infrastructure factors along with a growing understanding of how human behaviors affect EV use patterns
Major unknowns about human behavior and workplace charging
The experiments at UCSD are just the start of understanding how employees charge their EVs at work. But there are still big questions about why people charge their EVs at work and how institutions can encourage better charging habits. For instance, we need to learn more about which incentives work best—like discounts based on time of charging or the volume of energy consumed—in coaxing drivers to charge their EVs when it’s best for the environment and the electric grid.
We expect that the behavioral factors will vary with the person and population. Our research has focused on independent individuals—the main users of the UC San Diego network. Other important users include operators of whole vehicle fleets, a population whose behavior might be more malleable because their charging behavior can be routinized within work patterns.
As institutions expand their charging networks, knowing how these changes affect when and how much people charge their EVs allows them to plan and manage
TEEVRAT GARG is an Associate Professor of Economics at the School of Global Policy and Strategy, University of California San Diego. He can be reached at teevrat@ucsd.edu
RYAN HANNA is an Assistant Research Scientist at the Center for Energy Research, University of California San Diego. He can be reached at rehanna@ucsd.edu.
JOSH KAVANAGH, CAPP , is Assistant Vice Chancellor, Transportation & Activation at the University of California San Diego. He can be reached at jnkavanagh@ucsd.edu
their infrastructure effectively to meet everyone’s needs.
Another important question is how to encourage drivers to use more of their battery between charges, which can make charging stations more efficient and cost-effective. Our research suggests that the typical commuter battery is used only to 36% of its capacity; most EV manufacturers advise, by contrast, that a battery can be used up to 80%
Tackling these questions is crucial for institutions because it helps them design incentive programs that promote sustainable charging behaviors, spend their money most efficiently, and increase user satisfaction.
Concluding remarks
Understanding and promoting workplace charging for EVs is essential as we strive for a greener future. While home and public roadside charging have received substantial attention from policymakers, workplace charging has been overlooked yet is emerging as vital. Encouraging workplace charging not only supports environmental goals but also ensures that the electrification of personal transportation is both equitable and efficient.
Our research sheds light on the importance of workplace charging in reducing CO2 emissions when aligned with renewable energy generation on the grid. We anticipate an increased focus on workplace charging in public policy and funding initiatives. At UCSD, we continue to study this area and quantify its importance in transitioning to sustainable transportation. We are keen to explore potential partnerships with practitioners on the frontlines of the EV revolution. ◆
JEFFREY MYERS is a Staff Research Associate at the School of Global Policy and Strategy, University of California San Diego. He can be reached at jmyers@ucsd.edu
DAVID G. VICTOR is a Professor and Director of the Deep Decarbonization Initiative at the School of Global Policy and Strategy, University of California San Diego. He can be reached at david.victor@ucsd.edu
SEBASTIAN TEBBE is an Assistant Professor at the University of Melbourne. He can be reached at ytebbe@ucsd.edu
Creating Campus Mobility Master Plans
By Chuck Boddy, CAPP
Introduction
As with many colleges and universities, parking on campuses is scarce, while transportation to and from campus is a major concern. As campuses continue to lose parking spaces due to construction, having a comprehensive mobility master plan is essential for addressing the increasing student population, faculty and staff needs, and sustainability goals while accommodating future growth. Most importantly, ensuring that the mobility master plan fits into the institution’s mission and complements the overall campus master plan for over the next 5, 10 years or more. A campus mobility master plan is a strategic framework designed to manage and improve parking facilities on university grounds and getting to and from campus. It encompasses an assessment of current parking needs, future projections, and strategies to optimize parking infrastructure. With the changes and implementation of telework policies and the increasing number of hybrid and virtual classes, it is vital that an institution partners with the right firm to develop a long-term plan that considers the parking supply, accessibility, efficient transit service delivery, safe and non- vehicular modal strategies, guidance and smart technology, and anything else that fits the overall goals of the institution.
Where to begin?
As with many projects, partnering with the best firm possible is vital. Therefore, having well written RFP will help set the foundation. When devising a scope of work (SOW) and technical requirements, it is essential to be clear and concise. Having goals that align with the institution’s broader goals and facilities master plan is critical, and it is important to remember that departmental strategic objectives and missions must also be met. Using standard terms familiar in the mobility field is essential; be specific by providing as many details as possible. The more details provided will allow the bidding firms to have a better understanding of what is trying to be accomplished. It may also help to break down the project into specific tasks or activities. Identifying an Advisory Panel (which can include the members of the proposal evaluation panel) of key campus representatives to review comments on deliverables throughout the project during the weekly or bi-weekly meetings will help allow for transparency as you move through the project.
Involving stakeholders is critical. Many campuses may have transportation advisory committees or working groups. Getting them involved early in the process will allow for transparency and help identify various issues that can improve the campus and bring diverse perspectives from various shared governing
bodies, departments, and other groups on campus. Looping in the local community or adjacent towns can also be beneficial, considering that commutes to and from campus can impact the neighboring community and mutually benefit both parties. While campus parking needs are generally met under usual operating conditions, the occasional overflow parking and off-campus student residents can strain neighborhood relations. Addressing the town-gown relationship in many ways, including better outreach and communications with community leaders, transportation services to adjacent communities, and optimizing the use and assignment of on-campus parking facilities, can help expand the relationship before you move into future phases of the project.
Developmental Phase
After various interviews with the firms, onsite meetings, rounds of questions from the firms, and evaluation of the proposals, now is the time to officially select a firm. Once the firm is selected, a kickoff meeting is set up. During this meeting, there will be many questions from both the vendor and the university project manager. This is the beginning of the development phase. The meeting may address previous and recent studies or mobility plans for the campus. GIS data for transit usage, buildings, parking facilities, current facility master plans, class schedules, planned on-campus building construction or renovations, and parking construction/ restoration projects should all be covered. These studies will be identified by the university project manager and provided to the consultant team for review and evaluation. To help control the costs, there should be a mutual understanding of start and end dates, deliverables, milestones, and deadlines, which will help ensure that the project does not fail or extend longer than needed.
Next, an onsite visit or walkthrough of the campus is done. This can occur once or several times, depending on how many times this was requested in the original solicitation. Plan for several hours each visit to ensure all requested tasks are covered. For smaller campuses, this may only be a few hours long. Larger campuses may require almost an entire day or multiple days. For example, they may review major parking facilities and permit zones, high and low parking demand locations, potential locations for additional parking, traffic
congestion and high-risk areas regarding bicycle and pedestrian safety, and transit routes and operations. Proceeding the walkthrough, an overall work plan for the Mobility Plan will be preliminarily developed and include the roles and responsibilities of the project manager; a draft outline, work plan, timeline, and supporting documents will be submitted to the Project Manager at the university for approval before moving on to the subsequent phases.
Stakeholders and Community Engagement
When the community is involved in the planning process, they are more likely to support and adhere to the final plans, ensuring smoother implementation and compliance. Transparent planning processes build trust between the university and local communities while fostering a cooperative relationship. Engaging campus community members through online and in-person opportunities is one of the easiest ways to accomplish this. Meeting with external members at community events, libraries, or local businesses can help the university be good neighbors. This can ultimately bridge the gap between the campus and local community members to create a working dialogue on solutions in which all parties can share some ownership and responsibility. Overall, community engagement in campus mobility planning leads to more effective, inclusive outcomes benefiting the university and the surrounding community.
Data Collection
Data collection is the cornerstone of a successful mobility plan. It provides the foundation for understanding current transportation patterns, identifying challenges, and developing effective solutions. Comprehensive data allows the project manager to make informed decisions and measure the impact of implemented strategies. Some key data points include travel patterns, mode share (percentage of trips made by car, public transit, bike, or walking), parking utilization rates, traffic congestion levels, and public transit ridership. This information can be gathered through surveys, traffic counts, GPS data, and public transit records.
● Surveys are essential for understanding user preferences, attitudes, and perceptions. They can be conducted online, in person, or through phone interviews.
● Traffic counts provide insights into vehicle volumes, speeds, and congestion patterns.
● GPS data from smartphones can offer valuable information about travel behavior and routes taken to and from campus.
● Public transit agencies and local governments often have detailed ridership data that can be leveraged for analysis as well.
By combining data from multiple sources, consultants can create a comprehensive picture of the transportation system and identify areas for improvement. This data-driven approach maximizes the effectiveness of mobility plans by tailoring them to the university community’s and its neighbors’ specific needs.
After all the data is gathered and evaluated, a draft report will be submitted to the project manager and the rest of the advisory panel to provide feedback and comments. It may even help to include campus leadership and shared governance groups before requesting the final report. The report should be clear and concise and allow a quick understanding of major study findings, recommendations, and an implementation plan to achieve these recommendations. An implementation plan should be aligned with a structured plan that includes costs and goals based on the campus community’s needs, which will help put your mobility plan in motion.
Let’s Put the Hard Work to Use
Ensuring that mobility plans are effectively utilized and implemented requires a comprehensive approach that involves clear communication, stakeholder engagement, and ongoing evaluation. First, it is crucial to communicate the goals and benefits of the mobility plans to all stakeholders, including students, faculty, staff, and the surrounding community. This helps build awareness and support for the initiatives. Stakeholder engagement is critical to successful implementation. Involving the community in the planning process fosters a sense of ownership and accountability, making it more likely that the plans will be embraced once put into motion. Regular feedback mechanisms such as surveys or parking and transportation forums can help identify and address concerns or obstacles early on. Next, ongoing evaluation and flexibility are also essential. Regularly monitoring the effectiveness of the mobility plans allows for adjustments to be made in
response to changing needs or unforeseen challenges. This may involve refining transit routes, improving signage, or adjusting schedules based on user feedback. Finally, promoting the benefits of the mobility plans, such as reduced traffic congestion, lower environmental impact, and improved accessibility, can encourage broader adoption and long-term success. By taking these steps, mobility plans are more likely to be effectively utilized and integrated into the daily routines of campus stakeholders and the surrounding community.
Conclusion
A well-structured campus mobility master plan is essential for campus communities navigating the ever-evolving landscape of higher education. Universities can optimize their campus infrastructure by comprehensively assessing parking needs, integrating emerging trends like telework and hybrid learning, and prioritizing sustainable transportation options. A strategic partnership with a specialized firm is crucial to develop a forward-thinking plan that enhances campus accessibility, reduces congestion, and supports the institution’s overall goals. In an era of shrinking campus parking spaces and increasing transportation demands, a comprehensive mobility master plan is imperative. By strategically addressing parking challenges, integrating sustainable transportation modes, and leveraging technology, universities can create more efficient, accessible, and environmentally friendly campuses. A well-crafted RFP, incorporating a detailed scope of work and clear objectives, is the foundational step in selecting the ideal partner to guide this critical endeavor. Through meticulous planning, community engagement, and data-driven decision-making, institutions can develop mobility solutions that enhance the overall campus experience for students, faculty, and staff. By investing in a robust campus mobility master plan, universities can create a more sustainable, efficient, and enjoyable campus experience for students, faculty, and staff. ◆
CHUCK J. BODDY, CAPP , is a Transportation Program Manager for the United States Department of Defense, Office of Inspector General, Travel and Transportation Division, and a member of the IPMI Allyship & Equity Committee. He can be reached at charles.boddy@dodig.mil
IPMI Events Calendar
2024
OCTOBER
OCTOBER 3
Free IPMI Higher Education Member Roundtable
Virtual Roundtable limited to higher education members.
OCTOBER 9
Free Virtual Frontline Training Don’t call us Meter Maids!
Online, Instructor-Led Learning Parksmart Advisor Training
NOVEMBER
NOVEMBER 7
Free Member Chat APO
NOVEMBER 12
Online, Instructor-Led Learning APO Site Reviewer Training—Renewal
NOVEMBER 13
IPMI Webinar
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2025
FEBRUARY
FEBRUARY 19-20
2025 IPMI Leadership Summit Atlantic Beach, FL
JUNE
JUNE 8–11
IPMI Parking & Mobility Conference & Expo Louisville, KY
NOVEMBER 14
Free IPMI Municipal Member Roundtable
Virtual Roundtable limited to municipal/ city members.
NOVEMBER 28
Free Member Chat New Members
DECEMBER
DECEMBER 5
Free IPMI Higher Education Member Roundtable
Virtual Roundtable limited to higher education members.
DECEMBER 11
Free Virtual Frontline Training Embrace Change—Reinvent Your Parking Program
The Leading Credential in Parking & Mobility
The CAPP credential is the lead credential in parking. It plays a crucial role in the success of many organizations around the world. Without it, would there even be a world of parking?”
Oswaldo Tosado, CAPP
Deputy Director
Allentown Parking Authority
STATE & REGIONAL CALENDAR
2024 State & Regional Events Calendar
OCTOBER 13-16
Campus Parking & Transportation Association (CPTA) University Park, PA
OCTOBER 23–25
Pacific Intermountain Parking & Transportation Association (PIPTA) Annual Conference & Expo Denver, CO
OCTOBER 28–30
Southwest Parking & Transportation Association (SWPTA) Annual Conference Las Vegas, NV
NOVEMBER 4–7
California Mobility and Parking Association (CMPA) Annual Conference & Tradeshow Costa Mesa, CA
JUNE 24-26, 2025
New England Parking Council (NEPC) Conference & Trade Show Mashantucket, CT
OCTOBER 27-29, 2025
Southwest Parking & Transportation Association (SWPTA) Annual Conference Las Vegas, NV
NOVEMBER 15
Mew York State Parking & Transporation Association (NYSPTA) Fall Conference
Virtual
NOVEMBER 18-20
Parking Association of the Virginias (PAV)/MidAtlantic Parking Association (MAPA) Converence & Trade Show Leesburg, VA
DECEMBER 10-13
Florida Parking & Transportation Association (FPTA) Conference & Trade Show Amelia Island, FL
NOVEMBER 4-6, 2025
California Mobility and Parking Association (CMPA) Annual Conference & Tradeshow San Jose, CA
