Parking & Mobility | January 2025

JANUARY 2025

& Community Impact

How frontline employees make a difference, and how parking, transportation, and mobility organizations serve their communities.

Khristian Gutierrez

Erik Nelson, PCIP

I HAD THE OPPORTUNITY TO ATTEND some of the State & Regional Association events as I closed out 2024. These events are always so valuable as I leave the confines of my office and am out and about with all of you. Sitting down and conversing with many of you, with whom I usually communicate by email, is the best part of my job. I get to do this at both the Conference & Expo and the Leadership Summit, but I also have other responsibilities as those are IPMI events. At the SRA events, I get to be a spectator, a student, and a colleague.

So, what are all of you talking about? Parking compliance and the frontline.

It is the conversation at every table, in every education room, corner, and exhibit booth. From the impacts of technology to the safety of frontline staff to the missed revenue opportunities from not optimizing the process, there is no more frequent conversation than this one. And with the launch of IPMI’s new Parking Enforcement & Compliance Professional (PECP™) microcredential, the conversation is not just about the problem but also about the solutions.

That said, it is timely that our January 2025 issue addresses frontline and community impact. No discussion on the frontline would be complete without the expertise of our own Cindy Campbell, who walks us through sorting out some of the chaos that recent changes have brought to our frontline teams. We also hear from Matt Penney, CAPP, who works alongside Cindy to help organizations train their teams as part of IPMI’s On-Site Training Program

You will hear from Captain Nick Nicolas of the Seal Beach, CA Police Department, who will discuss the significant opportunity for training and education of parking enforcement staff.

We examine the importance of building strong connections between urban planning and city officials, focusing on the impact of those relationships on communities. And speaking of community impact, this issue also celebrates the recognition of a few of IPMI’s outstanding volunteer leaders as we highlight the 2024 Lifetime and Chair Awards honorees.

Oh, and did I mention we just launched our new website and the upgraded Forum online community?

2025 will be a year of great things, and this issue is an excellent way to kick it off! We look forward to helping you lead your organizations to success—together.

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

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The Unsung Heroes of Parking Frontline Staff and Community Impact

By Maria Irshad, CAPP, MPA

THERE’S NO SHORTAGE OF PRAISE for frontline staff’s essential role in parking organizations. Yet, it’s unfortunate that many customers often do the opposite—especially when they’re frustrated by a citation or a parking inconvenience.

Take, for example, the customer who didn’t pay the meter and receives a citation. In this case, the parking officer is simply doing their job, but the customer on the receiving end may not always see it that way.

Working on the frontline is challenging, and that’s why we place such a strong emphasis on developing soft skills in our staff. We train our team to listen actively to customers—even when the customer is in the wrong. No matter the situation, every customer deserves to feel heard. This approach doesn’t just defuse tension; it also positively impacts our community.

I’ve personally received emails and phone calls from customers who, under normal circumstances, would be upset about a citation or, in more extreme cases, a boot. Yet, they reach out to commend our staff for their kindness and professionalism. One customer even sent flowers to a staff member who helped resolve an issue with a parking permit. These are the moments that show how effective our approach to customer service can be.

Parking: The First and Last Impression

We often say that parking is a customer’s first and last impression when visiting a destination—and our frontline staff are integral to that experience. While training our team on parking regulations and technology is important, we believe providing training in people skills is equally crucial.

To ensure our staff is well-equipped to handle every interaction, all new hires undergo Ambassador Training, a comprehensive five-day course that covers stress management, conflict resolution, branding, and customer service. We also require all staff to complete a refresher every three years. Additionally, we take full advantage of the excellent training opportunities that IPMI offers. After attending these sessions, our team is energized and ready to take on the challenges of their day-to-day responsibilities.

Turning Negative Feedback into Positive Experiences

Like many parking organizations, we’re no strangers to receiving emails from frustrated constituents. But what’s more rare—yet incredibly rewarding—is receiving positive feedback. To encourage more of these moments, we provide our frontline staff with business cards that include our contact information. When a customer thanks them for a job well done, the staff member can hand over the card, encouraging the customer to share their appreciation with a supervisor.

When we do receive positive feedback, we celebrate it. We share the customer’s kind words with the entire team, ensuring everyone knows how much their hard work

is appreciated. This type of recognition is especially important in the parking industry, where most of our staff’s interaction with the public can be confrontational. Staff can often feel like they’re performing a thankless job.

Building Bridges with the Community

Any parking organization must define its role within the community. We can’t simply be the people who show

A Vital Role in Public Safety and Economic Development

Parking isn’t just about regulation. It’s a vital public safety branch and plays a significant role in economic development. Our team needs to understand the needs of the community we serve, and it’s just as important that the community understands how our work contributes to the city’s well-being.

Ambassadors in metered areas know how to spot a visitor having a challenge at the meter or understanding the signs. Ambassadors in neighborhoods take the time to let a new resident know about a permit parking area and how to secure a permit. Through strong communication, comprehensive training, and a focus on customer service, we continue to build trust with the community, one interaction at a time. ◆

MARIA IRSHAD, CAPP, MPA , is the Deputy Director for the City of Houston, TX, and ParkHouston and the IPMI Board of Directors Chair-Elect. She can be reached at maria. irshad@houstontx.gov.

Frontline and Community Impact of Parking and Parking Enforcement

By Shawn McCormick

PARKING AND ITS ENFORCEMENT PLAY A CRITICAL ROLE in shaping the accessibility, safety, and quality of life within communities. In cities around the world, parking management is essential to maintaining organized streets, regulating traffic flow, and promoting local business and residential harmony. However, the impacts of parking policies and enforcement extend far beyond mere convenience. For frontline workers, residents, and local businesses, parking regulations and enforcement can significantly impact day-to-day experiences, community cohesion, and even economic opportunities.

Access and Equity for Frontline Workers

For frontline workers, such as healthcare professionals, teachers, and emergency responders, parking accessibility is crucial. Many work in areas where parking is either limited or restricted, and the challenges of finding parking close to work can create stress and hinder productivity. For example, healthcare workers working long shifts in hospitals in urban areas often face challenges finding affordable and accessible parking. This situation can lead to employees arriving late to work, which can disrupt hospital operations and, ultimately, patient care.

Parking enforcement also impacts these essential workers financially. Fines, which may be a minor inconvenience to some, can be burdensome for low-wage workers who must frequently park near their workplaces. Frequent citations or increased parking fees can become financially taxing for workers who cannot afford these added costs. Therefore, equitable access to affordable parking for frontline workers is crucial for both workforce stability and ensuring essential services operate smoothly within communities.

Local Business Support and Economic Impact

Parking is a lifeline for local businesses, particularly in small towns and urban neighborhoods. Adequate parking availability encourages consumers to visit businesses without worrying about lengthy walks or high fees. However, overly strict parking enforcement or excessive fines for parking violations can discourage people from shopping in certain areas. Potential customers may shop online or at big-box stores with more accessible and free parking options, leading to declining foot traffic for local businesses. Moreover, strict parking enforcement can impact business owners directly. In districts with few parking options, business owners often compete with their customers for parking spaces, creating a situation where owners and employees may be penalized simply for operating in a high-demand area. High parking fines or complicated parking restrictions can lead to frustration among customers and business owners alike, impacting local businesses’ profitability. To support a thriving local economy, city planners and community stakeholders must consider balanced parking policies that allow both residents and visitors to access local shops and services easily and affordably.

Impact on Residential Communities

Parking policies also affect residential communities, often sparking debates between those who prioritize accessible streets and those who prioritize vehicle access. In dense urban areas, residents without dedicated parking spaces may face challenges finding a place to park near their homes, especially in neighborhoods with a high concentration of multi-unit dwellings. Strict parking regulations in these areas can result in a high number of tickets for residents who may need more feasible alternatives.

Parking enforcement can also affect community cohesion. In some cases, disagreements arise between neighbors over parking spaces, especially when residents believe others are unfairly occupying available spots. Excessive ticketing or towing in these communities can also lead to tensions with local authorities, eroding trust in municipal

institutions and creating a divide between residents and city officials.

Some cities have addressed these issues by implementing residential parking permit programs, which allocate a certain number of parking spaces exclusively for residents. However, these programs can be costly for the residents and may not solve the underlying problem of limited space in densely populated areas.

Environmental and Traffic Implications

Improperly managed parking can contribute to environmental issues by encouraging car dependency and increasing emissions. In areas with limited parking, drivers may spend more time circling neighborhoods to find a spot, contributing to pollution and worsening local traffic congestion. Efficient parking management, including policies that encourage the use of public transportation, cycling, or walking, can reduce vehicle congestion, improve air quality, and promote healthier communities.

Some cities have implemented variable parking rates, which charge higher rates for high-demand spots while keeping rates lower in less busy areas. This approach can encourage drivers to park further away from congested areas, reducing traffic in popular districts.

A Balanced Approach for Stronger Communities

Parking and its enforcement have substantial implications for frontline workers, local businesses, residents, and the environment. A thoughtful, balanced approach to parking management can support community vitality, economic growth, and environmental sustainability. Community input, equitable access, and flexibility in enforcement practices are essential for creating a parking system that benefits everyone.

SHAWN MCCORMICK is the Director of the Parking Enforcement and Traffic Streets Division for the San Francisco Municipal Transportation Agency and a member of the IPMI Board of Directors. He can be reached at shawn.mccormick@sfmta.com

How Technology is Changing the Role of Frontline Workers in the Parking Industry

By Erik Nelson, PCIP

TO OUTSIDERS, the parking industry may seem static, unchanging, or even simplistic. Despite that perception, technological advancements have significantly transformed the industry over the past 30 years (and more). These technological enhancements have brought many benefits and changes and added complexities to parking. These changes have been even more profound for frontline workers in shifting their roles, responsibilities, and working conditions. Continued advances in technology will only increase the velocity of these changes.

The parking industry has historically relied on manual processes, such as ticketing and cash transactions, to manage parking spaces and collect fees. However, the advent of technology has introduced many innovations that streamline operations, improve efficiency, and enhance the overall user experience. Key technologies driving this transformation include:

● Automated Payment Systems: The introduction of automated payment systems, such as pay-on-foot stations (1990s), payby-phone apps (2000s), and contactless payment terminals (2010s), has revolutionized the way parking fees are collected. These systems minimize the need for frontline workers to handle cash, reduce vehicle queues, and provide a seamless payment experience for customers.

● License Plate Recognition (LPR): LPR technology automatically recognizes and logs vehicle license plates, facilitating efficient entry and exit from parking facilities and aiding in revenue control. This technology can speed up parking and offer more efficient enforcement of paid or time-

based parking policies. In some cases, LPR-based enforcement platforms can automatically mail violation notices, which reduces the risk of frontline employees physically deploying a violation notice to a potentially unhappy violator. LPR systems have more recently been combined with mobile apps and digital platforms for payment to offer ticketless and frictionless off-street parking, minimizing the equipment that frontline staff must operate and maintain.

● Automated Parking Guidance Systems (APGS) and Smart Sensors: APGS and smart sensors installed in parking facilities provide real-time data on space availability, guiding drivers to vacant spots quickly and efficiently. This not only improves customer satisfaction but also optimizes the use of parking spaces. Single-space systems reduce the need for frontline workers to patrol facilities to catalog open spaces so that they can direct patrons to available parking.

● Mobile Apps and Digital Platforms: Mobile applications and digital platforms enable customers to reserve parking spaces in advance, pay for parking from their smartphones, and receive updates on space availability. These tools enhance convenience and reduce the stress associated with finding parking. They are self-service—no frontline employee is required to interact with customers to provide this information.

Technology has freed frontline workers from the tedium of repetitive tasks, allowing them to focus more on customer service. With automated payment systems and real-time data on parking availability, workers can assist customers more effectively, addressing their concerns promptly and providing a higher level of service. This focus on customer interaction fosters a more engaging and fulfilling work environment for frontline workers and provides a human touch to patrons.

As technology evolves, so do the tools and systems used in the parking industry. This constant evolution presents frontline

Technology has freed frontline workers from the tedium of repetitive tasks, allowing them to focus more on customer service.

workers with continuous learning and professional growth opportunities. Training programs and workshops on new technologies enable workers to stay updated with the latest industry trends, enhancing their skill sets and making them more valuable assets to their employers—and are worthwhile investments.

Traditionally, frontline workers in the parking industry were tasked with manual duties such as issuing tickets, handling cash transactions, and patrolling parking lots. With the integration of automated systems, these workers are now transitioning to more managerial roles. They oversee the operation of automated systems, troubleshoot technical issues, and ensure the smooth functioning of automated parking facilities. This shift reduces the physical strain associated with manual tasks and enhances job satisfaction by providing opportunities for skill development, growth, and career advancement.

Technology is undeniably changing the landscape of the parking industry, transforming the roles and responsibilities of frontline workers. The benefits of this technological shift are multiple—from improving efficiency to enhancing job satisfaction and growth opportunities. It is incumbent upon parking executives and managers to continue developing frontline employee talent and creating conditions for growth. As the parking industry evolves, frontline workers will undoubtedly play a pivotal role in shaping its future, leveraging technology to provide better service and create a more dynamic and rewarding work environment. ◆

ERIK NELSON, PCIP , is a Principal with Walker Consultants and a member of the IPMI Technology Committee. He can be reached at enelson@ walkerconsultants.com

2025 IPMI Webinar Series

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March 9

Homelessness: Not Just a Housing Problem

April 23

Parking Mitigation Strategies: A Data-Driven Approach to Campus Parking and Transportation

May 14

A Decade of Parking Technology: Predictions, Progress, and Future Needs

July 9

Leadership in Action: Lessons That Matter

September 10

They're Not Here Just to Park: Venue Parking Isn’t the Main Event

November 5

Building Blocks: Understanding the Impacts of Policy on Your Operations Register today and train your team all year long!

EV Charging

How Adequate Fees Help Manage the Program You Want to Build

By Andrew Stewart, CAPP

THE PARKING INDUSTRY has played a significant role in supporting the adoption and utilization of electric vehicles (EVs) since their early development. Whether you are an operator just starting to provide EV charging options or have already made significant investments, you might be facing several questions: Should I install more chargers? How much money will I invest in this system? What happens when technology changes?

We are going to explore these questions and look at how charging adequate fees for EV chargers can help you modulate the use of your charging equipment and drive your operation to a position that works best for you.

As the auto and parking industries move towards EVs being a fully integrated part of the standard marketplace, EV charging operations will continue to move towards a more normalized state. A key piece of a successful self-supporting EV charging program is the development of a fee structure that supports program costs and prevents the program from continuing to pull resources from the overall parking operation. EV charging should not be a financial burden even in parking operations where profits are not the goal. EV charging fees should help support the overall program by adding additional services that provide options for existing users or bringing additional users to the facility. Adequate EV charging fees should help you control costs and manage the growth of your EV charging program, keeping program growth focused on your desired outcome.

Just like there is no free parking, there is no free EV charging. Free (to the user) charging results in full chargers, primarily if they are conveniently located near destination entrances. There is nothing better than close parking and free fuel, even if you do not need it to complete your commute or errands. On the other hand, overly high electricity or charging time rates result in empty chargers with no income, otherwise known as a bad investment. One path to building a successful EV charging program is to add additional chargers as usage demands to meet the need, while fees collected are paying for ongoing service fees, maintenance, and electrical costs. This option works best when you plan for larger electrical demands

in the future and install larger conduits with an initial smaller deployment of chargers.

For electric vehicle users, the idea that their vehicle can be fueled while sitting idle in a parking lot is a great user experience. We know from EV owner feedback that when available at a price equal to or less than they would pay at their primary charging location, often their home, users say they will always plug in. In a competitive market, your fees must be more in line with or slightly lower than your competitors to compete or increase your business. In a non-competitive market such as a university, you may want to control program growth and limit your EV charging business by focusing on serving those in need of charging services to complete their commute while encouraging short-distance commuters to charge at their residence in an off-peak condition. Knowing your market share is vital while adjusting your rates to modulate the use of your EV charging equipment. This will allow you to control program expansion by increasing or reducing charger use to achieve your desired utilization rate.

Operators need to understand their EV charging demand and try to align usage with their business goals through adjustments in fees and EV charging policies. Whether you need to get electric vehicles into empty charging stalls or free up some chargers for your regular customers, rate adjustments can move the middle.

A clearly defined business plan for EV charging will help guide your investment. The plan will help control costs and keep expansion aligned with the program goals and budget. Check out IPMI’s EV Readiness guide for more details. ◆

ANDREW STEWART, CAPP , is the Associate Director for UC Riverside Transportation Services and a member of the IPMI Sustainable Mobility Task Force. He can be reached at andrew.stewart@ucr.edu

The Leading Credential in Parking & Mobility

The CAPP credential is well respected by professionals, both inside and outside the industry. It has helped legitimize my role as a professional in my field.”

Meredith Garrett, CAPP

Systems Specialist

Kent State University

Building a Team

People Are More Important Than Projects

By Matt Penney, CAPP

THE LINE OF RED BRAKE LIGHTS stretches out single-file in front of me for about a half mile. The 20-minute morning commute from my house to the office is routine, peaceful even. Traffic in Waco, Texas, is light and not stressful. I know from daily repetition that I will catch the second cycle of the light on the green unless someone isn’t paying attention when the cars start moving.

I’m at ease in these brief moments of mindlessly following the other cars. Occasionally, a good audiobook has my attention, or the right song inspires a karaoke moment where enthusiasm is more important than accurate lyrics. At some point in the drive, I will start planning my day. A mental list will start forming if there is no one pressing issue. It usually consists of priority tasks, easy-to-forget follow-ups, and maybe future items with lead times. My mind is racing in these morning miles where my car is loitering along.

You might think this would be an efficient way to ramp up for the day. In some ways, it is. But when you are working as part of a team, a head start has its disadvantages. Not everyone on our team was ready for takeoff the second they walked through the door. Several independent morning routines could be observed if you watched carefully. The organizers took time to shape their environment, putting their lunch

in the fridge and items in their locker. The socializers wanted to discuss the game, the weather, or anything you were up for discussing. The non-morning people were physically there but spiritually hadn’t arrived yet. It wasn’t uncommon for me to enter the office with a little more than a “good morning” before launching into the business of the day. After all, mentally, I had been at work for the last 20 minutes. The gains of hitting the ground running were cutting against an important social fabric. The extroverts on our team were pushed into work mode without a social bonding time. They had so many things to share. The poor introverts were forced to interact before they had finished their first cup of coffee. If a team member had an agenda of their own for the day, these were put on hold without much discussion.

I’m not sure if it was the silent shrugged shoulders or the thousand-yard stares from those who hugged their first cup of coffee. What was clear was that I was not connecting with my staff as I wanted to. It was time to try a new approach. I added the verbal reminder in my morning drive for the next couple of weeks: people are more important than projects. Don’t get me wrong, I am all about getting things done, but I also believe people are more motivated when they feel connected.

I wanted to add an intentional pause to give our team a few moments of humanity before jumping into the work fray. A few minutes of camaraderie to remind everyone that we are all unique individuals. We are more than just a measure of our tasks and responsibilities.

For me, the transition wasn’t natural. A mental checklist of items needed to be transcribed to paper and attacked. Yet, I found myself listening to how

Pepper the dog needed a different allergy medication because the original one wasn’t working. Or maybe how a newly married family member invited their ex to join Thanksgiving dinner. Updates on kids and grandkids are the most endearing; the innocent unpredictability of children is always good for a smile.

As much as I try to take pride in my work, there will always be another campus event, another construction project. The next academic year will start, and the successes and failures of the previous years will be all but forgotten. Many of my team members have been around for over a decade. Longer than any project, problem, and technology we have used. Prioritizing those team members with the first few minutes of my attention seems appropriate.

None of the personal stories changed my life. It certainly didn’t improve my productivity. It did seem to improve the rhythm of the office. A little more connection? A touch more laughter? I can’t put my

finger on it. It might be something in the saying of Maya Angelou, “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

What I do know is that my team members have shown a level of loyalty that is sometimes humbling. There have been several occasions when undesirable tasks have been accepted without complaint. When an extra effort was needed and made without direction. That’s a compliment to those individuals and their work ethic. It probably helps that they have a boss who believes people are more important than projects. ◆

MATT PENNEY, CAPP , is the Director of Parking & Transportation Services for Baylor University and a member of the IPMI Corporate Training team. He can be reached at matt_ penney@baylor.edu

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Community Outreach with Impact

By Melonie Curry, MBA

COMMUNITY OUTREACH EVENT s provide a break from daily routines. They break up your day, get you outside the four walls, and introduce you to new people. They are an excellent opportunity to meet your constituents and network with colleagues and professionals. However, there are keys to making your community outreach impactful: understanding the community, identifying your stakeholders, and building brand advocates.

Community outreach is the lifeblood of our department. The work we do begins and ends with neighborhoods. Whether we are training community leaders, partnering with other community organizations to address neighborhood challenges, or building stronger community connections to help residents create lasting change, we empower residents with the tools and information to incorporate with their skills and networks in order to find solutions.

Hebert Sims, Jr., Director, Department of Neighborhoods City of Houston

Understanding the Community

You can show up at the event with your banners and fliers and hand out freebies. To make a greater impact, you can also prepare and make this a meaningful experience for your constituents and increase the awareness of your service, product, or program. Understanding your community will require some upfront research.

Beginning with market research puts you on a path to meeting relevant needs and desires. Research their demographics. This will help you identify and target

needed programs or products. What needs have been expressed by members of that community? What are some current events and issues that the media has reported? What are popular lifestyle trends for their demographic?

Identifying Your Stakeholders

What are some of the community’s, your constituents’, or customers’ needs and concerns? One way to learn is to get to know their representatives: city council members, county commissioners, board members, etc.

What issues did the representatives promise to address during their campaigns? What causes do they highlight during public meetings? What programs do they sponsor? What are the annual cultural events celebrated in the community? Contact their representatives to see if there are specific issues they would like your agency to address. This stakeholder group typically knows their communities intimately and can share vital information to make your outreach more effective and impactful.

The next stakeholder group to connect with is your local civic leaders. Constituents involved in civic clubs or community groups are also very active in improving or preserving their community’s character. Frequently, they are the ones who will speak at public hearings, attend board meetings, and submit public comments. Their activism has given them the ear of the decisionmakers, and they are routinely consulted to determine the viability of a new program or ordinance. They are the voice of their community. Their beliefs, opinions, and values carry significant political clout.

Now that you have identified your stakeholders, it’s time to develop a stakeholder engagement plan. Keep the lines of communication open. It’s essential to consult with them before a program or initiative is presented to the public. You can use email, newsletters, and social media. Also, send your representatives to their regularly scheduled meetings or invite them to charrette to assist in developing the initiative. Giving them a seat at the table, listening to their feedback, and making any necessary modifications shows that you are sincerely invested in their community.

survey to gather opinions. Stay connected and still attend their meetings. Organize a public event to receive feedback. Let the community know that the lines of communication remain open.

Building Brand Advocates

To help prepare your team to serve the community, it’s time to educate them. They should have a clear understanding of why the new product or service is needed and how it will meet the needs of the targeted community. Provide talking points but allow them to express their personalities. Community outreach events are great opportunities for frontline staff to gain an appreciation for the service they provide to the public. Their interaction with the public too often tends to be with a customer with a complaint or an irate parker with a citation.

To continue to impact that community, do not disengage from your stakeholders once the ordinance has passed, the new product is on the market, or the program has launched. Reevaluate and ask for feedback on the outcome. Have there been any unforeseen circumstances? Have the proposed improvements manifested? Did the product live up to its claims? You could use an online

Because of your active stakeholder engagement, you have created external brand advocates. Their participation from the beginning has shown that their feedback matters. They will have a sense of ownership and can help educate fellow community members. With your open lines of communication, they can assist in correcting any issues and alert you before they become widespread. Community outreach with impact involves intentionally researching your community, having a dynamic stakeholder engagement plan, and developing brand advocates that effectively communicate your vision.

MELONIE CURRY is the Senior Staff Analyst for the City of Houston, TX and ParkHouston, and is a member of the IPMI Allyship & Equity Committee. She can be reached at melonie.curry@houstontx.gov

Accelerating Leadership Development

By Chad Randall

WHEN I WAS ORIGINALLY APPROACHED about writing an article on the topic of leadership, my first thought was…what can I possibly share that hasn’t already been covered somewhere in another book, blog, or article? There are thousands of books about leadership, and it must be one of the most widely covered topics that exist. This fact makes you wonder, “Why that is the case?”

I think it’s probably because everyone (including myself at times) is looking for a silver bullet to unveil the five leadership principles that, when practiced, will lead to a 100% probability of success. The hard truth is that there is no silver bullet, no single formula you can follow, and successful leadership cannot be put easily into a nine-box evaluation. For every successful leader, there is someone who has a similar education, experience, and other ingredients, yet they do not find success.

That said, if you want to read a book that comes close to defining such rules (or listen to the audiobook as narrated by Jack himself), I recommend the book “Winning” written by Jack and Suzy Welch. The book has a chapter specifically dedicated to leadership, which contains thoughtful reflections on lessons learned that resonate with me and my leadership style. Please take this with a grain of salt: if there is one

key leadership question I struggled with earlier in my career, it is this—how can I accelerate the development of my leadership skills?

Those who know me know that I am an impatient person. I have always been, so finding ways to accelerate professional growth has always been at the top of my mind. I felt very frustrated early in my career as I sought a more accelerated path of responsibility, and my manager said that I didn’t have enough years of experience to take on that next role. This was the corporate norm, but I simply could not accept it. Around that same time, the opportunity to participate in a startup company emerged, and I jumped into the deep end with both feet. It was very hard; we were making it up as we went. We struggled to make payroll, close deals, and wore many hats. However, it was also very exciting, and I learned rapidly – because there was no alternative. It was either make it happen or watch the opportunity pass you by.

It’s often said that the greatest learning does not occur when you succeed but during times of failure.

“Failure is the mother of all success,” according to an ancient Chinese proverb. Easier said than done, I know. No one sets out to fail on purpose, but you learn about who you are as a person and leader during times of struggle. You will never get these experiences if the easy road is your primary path of travel. You can accelerate your professional development and leadership skills if you are ready to take risks, stretch yourself in very uncomfortable ways, and be able (in your mind) to toss the possibility of failure aside. Failure will happen; you must learn how to deal with it and move forward. Again, it’s easier said than done, but seeking companies with the right culture and roles to challenge you will accelerate your professional development. While passion, energy, and other traits may be part of your DNA, many good qualities in a

You can accelerate your professional development and leadership skills if you are ready to take risks, stretch yourself in very uncomfortable ways, and be able (in your mind) to toss the possibility of failure aside.

leader develop over time and because of specific experiences. A soldier wants to go to battle with a leader who has battle scars and has been there and done that. But to become the leader yourself means that you must travel the gauntlet of success and failure alike.

I’ve been with IPS for a little more than 16 years, and I’ve had the great privilege of seeing this company from its very early days into what it is today. It has gone through various stages of maturity. From the beginning, I’ve been fortunate to be primarily influenced by the founder of IPS, Dave King. I can recall many lessons from Dave over the years, and I’m certainly very grateful to have had the opportunity to learn from such a great businessman and entrepreneur.

What’s more impactful for me is that Dave is my business mentor and my father-in-law. So, our business conversations were not limited to 9-to5, Monday to Friday. It was more of the 24/7/365 variety. Everyone who knows Dave knows that he has dozens of sayings—“Dave-isms” as they are called. The one that has impacted me most is, “Every challenge is an opportunity.” This isn’t simply a saying but rather a belief system. It’s the ultimate credo for an entrepreneur who sees an opportunity when others see failure. It can be applied to a challenging engineering problem to find a creative solution that has never been considered viable. It could also be an opportunity to build a client relationship during a difficult situation by simply communicating well and following through. It is also made real by realizing that I cannot be an expert in everything and must seek out specialists and experts when my knowledge is limited. Importantly, it’s also a leadership lesson in never giving up, thinking outside of the box, surrounding myself with good and professional people, and creating a culture within an

organization that is similarly innovative, creative, and deeply caring.

Despite my impatience, I know there is no substitute for quality experience, so accelerating these is the key to accelerating management and leadership development. It’s also important to note that quality experience requires action (“taking the bull by the horns,” so to speak), and the achievement of any job title not built in this kind of experience will not automatically translate into leadership skills. The idea of building leadership skills is much like building physical fitness. You don’t just achieve it because you want it; it requires commitment to action. My advice to anyone serious about accelerating leadership development is to find a mentor, company culture, or a job opportunity (ideally all of the above) that creates opportunities for action to exercise leadership muscle and challenge your understanding of what good leadership looks like daily.

I know I am not a fully formed leader and have much more to learn. I have realized that any success associated with my leadership story is not about what I can accomplish personally but more about what the company and those around me can accomplish collectively. It’s about a company culture full of employees and colleagues that personally mean a lot to me and that I am very proud of. I hope to lead them well into the future. The true test of real leadership will only be known when you finish the task at hand. The impressions and opinions of others and the legacy that remains ultimately make the final judgment. ◆

CHAD RANDALL is the Chief Executive Officer of IPS Group. He can be reached at chad.randall@ipsgroupinc.com.

Mentoring to Increase Allyship at Your Organization

By Maggie Vercoe

ACCORDING TO dictionary.com, allyship is the status or role of a person who advocates and actively works for the inclusion of a marginalized or politicized group in all areas of society, not as a member of that group but in solidarity with its struggle and point of view and under its leadership

Mentorship is one of the most powerful ways to show this kind of support.

My friend Carrie Neumann, the Senior Director of Field Diversity and Inclusion at Northwestern Mutual in Milwaukee, WI, gave a presentation recently where she shared the following image:

Think about that. It is so true! One of the best ways to combat those factors, increase your diversity profile, and truly represent the people you serve both within and outside your organization is to have people in leadership roles mentor people in underrepresented populations. This exposes those who cannot achieve it for themselves to professional skills and development. Think outside of your group. Mentor programs have been around for many years. The most successful ones involve:

1. Thorough planning of goals that both the mentor and the mentee can measure.

2. Appropriate matching. It is important that trust is created as a part of mentorship. Matching people with similar interests or personalities can help facilitate that.

3. Prioritizing DEI to get different viewpoints and improve inclusion.

4. Support from the company to allow the time and tools necessary.

5. Set schedules and meeting times. Mentorship from a person in power is the best way to encourage growth and development. Having a stake in someone’s future gives both of you buy-in for shared future success. But as I mentioned, you must have goals.

You can facilitate allyship in two ways. First, as stated, it can help grow

an individual who is in an underrepresented population. Second, it can absolutely be done in the reverse to help with unconscious bias. You can mentor someone who is in a majority population to help them grow and facilitate allyship as a result.

The parking industry has a truly diverse population. There is a massive amount of beautiful diversity, from those who clean and repair the facilities to those writing citations and selling permits and even those who design and build the structures we park in. However, we can see at the leadership level that we still have work to do. We need to commit to providing allyship through mentoring to those who desire to grow but are not seen. If you are not intentionally including, then you are unintentionally excluding.

As a young woman growing up in the parking industry, I made it a point to find mentors who would help me grow professionally and provide guidance to me on how to get my voice heard. Most of these mentors were men who saw that I had a lot to give back and provided the guidance that I needed to flourish in this industry. Today, I continue to seek opportunities to give back and do the same, as I know how important it is for us to create diverse leadership to have true representation. Look within your organization and see how you can apply allyship through mentorship and foster a culture of inclusion.

MAGGIE VERCOE is the Executive Vice President of Customer Engagement for TEZ Technology and a member of IPMI’s Allyship & Equity Committee. She can be reached at maggie@teztechnology.com.

Join Maggie, along with industry leaders Roamy Valera, CAPP, Mike Simmons, Peter Lange, Debbie Lollar, CAPP, Maria Irshad, CAPP, MPA, and Rami Arafat, as they explore mentorship and what it takes to make a successful pairing at the 2025 IPMI Leadership Summit, February 18-20 in Atlantic Beach, Florida. Register today!

IPMI Membership O ers Free Training

February 12

Park Your Nerves: Drive Your Interview Success!

April 9

Understanding and Supporting Mental Health on the Frontline

June 4

Managing Expanding Events: Mastering ICS (Incident Command System)

August 14

Turning Moments of Failure into a Lifetime of Success

October 8

Introversion & Extroversion: What’s Your Personality Superpower?

Register today and train for free!

Texas Parking & Transportation Association

TTexas Parking and Transportation Association (TPTA) Spotlight

By Jaime Snyder, CAPP

EXAS PARKING AND TRANSPORTATION ASSOCIATION (TPTA) is a dynamic State and Regional Association affiliated with the International Parking and Mobility Institute (IPMI). Each year, we proudly engage around 200 voting members and numerous associate members. Our bylaws ensure a level playing field by allowing only one voting member per organization, while larger entities, such as universities or municipalities, can include additional participants as associate members.

2024 has been an exceptional year for TPTA. We hosted our first conference outside the state of Texas, introduced a new small group event, and welcomed over 20 new members.

The 2024 conference was held at the Winstar Hotel and Casino in Thackerville, OK, about 1.5 hours from Dallas and just over the state border. You might wonder why the Texas Parking and Transportation Association chose to hold its conference in Oklahoma. The answer is straightforward: our peers in Oklahoma and Louisiana need a state and regional organization for networking and professional development, and we aim to fill that gap. We deeply value our members’ camaraderie and knowledge sharing and warmly invite those from neighboring states to join us.

Building on our conference success, in July 2024, TPTA hosted its inaugural Summer Summit. This event complements our two annual roundtables, providing

an alternative educational and networking opportunity for those unable to attend the main conference. Like the roundtables, the Summer Summit is free for attendees, thanks to our generous sponsors who cover food and other expenses. The half-day event in Houston featured four engaging panel discussions on topics ranging from best practices in leadership to implementation and change management. With 45 attendees, the feedback was overwhelmingly positive, and we concluded the Summit with a networking event filled with great food, drinks, and company. Thanks to our sponsor, SP+, for making this event a success. We plan to continue the Summer Summit annually, with the next one scheduled for the Dallas/ Fort Worth area in July 2025.

Looking ahead, the first roundtable of 2025 will take place on January 27-28 in Waco, Texas. We are actively planning this event, and by the time

this article is published, all details will be finalized. Please check the TPTA website, texasparking.org , for updates and registration information. Our roundtables typically attract 40-50 attendees, and we often receive inquiries about our success in drawing such crowds. We attribute this to five key factors:

● Consistent Scheduling: Our roundtables occur at the same time each year (January and October), allowing members to anticipate and reserve these dates.

● No Cost: Thanks to our sponsors, we do not charge for attendance, making it accessible for more participants.

● Engaging Content: Our presentations range from case studies to panel discussions, ensuring timely and relevant topics that captivate our audience.

● Networking Opportunities: We host a networking event the evening before the roundtable and offer breaks throughout the day for attendees to connect.

● Effective Promotion: We promote the events through emails, TPTA’s social media, and our board members’ LinkedIn pages.

Next up is our 2025 conference, scheduled for April 22-24, 2024, at the Galveston Island Convention Center. We are excitedly preparing for this event and look forward to reconnecting with colleagues and industry friends on the island. This year, we’re introducing a “wellness” day in the middle of the conference, featuring fun activities and informational tours to enjoy the island breeze.

We hope to see you at our events in the coming year and wish you a successful 2025! ◆

JAIME

SNYDER, CAPP , is a Senior Parking Consultant with Walter P Moore and a member of the IPMI State & Regional Association Committee. She is Vice President of the Texas Parking and Transportation Association. She can be reached at jsnyder@walterpmoore.com

EXPERTS ASK THE

What are the biggest challenges facing today’s Frontline employees?

The frontline position has changed significantly over the last decade, yet some core challenges remain. What are the biggest challenges facing today’s Frontline employees, and how can they be overcome?

Donna King, CAPP

Parking Program Manager

City of San Luis Obispo, California

Sadly, we have seen an increase in aggressive behavior and violence towards frontline workers in the last decade. This challenge can be overcome with increased training on safety and deescalation and the use of technology such as body-worn cameras and license plate recognition. Our frontline workers need support from their administration more than ever to promote a safe workplace.

Don Barrett, CAPP Vice President, Airport Operations

LAZ

Parking, Airport Services

Frontline employees today much like those of past decades, still have to deal with customers who are dealing with exterior situations that are negatively influencing their behavior and approach to paid parking. These result in a negative interaction for both frontline employees and customers. Finding a solution that best meets customer and frontline staff expectations is what we should all stive to achieve in our industry.

Leo Connelly Technical Project Manager & Founding Team Ocra

In my own experiences as a valet and attendant, I believe the biggest challenge facing frontline employees today is meeting the consumer’s increasing demand for less human-interactive experiences while still maintaining service quality. The pandemic, rising living costs, and an influx of new technologies has led to greater demand for convenience which, for many consumers, means interacting with fewer employees on site. To accommodate this while still positioning their people as an invaluable asset for their consumers, owners and operators should prioritize adopting technology and putting data and tools in the hands of their people that lets them provide real value in one-off situations that can’t be efficiently solved with technology alone.

Dr. George J. Mclean, DBA, CAPP Sr. Business Analyst

Miami Parking Authority

I believe the accelerated pace at which new technologies are emerging is a core challenge for today’s frontline employees. Every day, more and more technology is being piloted and implemented within our operations, and frontline employees are being continuously challenged to rapidly adapt to new processes and procedures. However, we can overcome this challenge by prioritizing the often-overlooked task of providing the necessary training to upskill our workforce, ensuring they have the tools and knowledge required to succeed in the face of new technologies.”

Julie Dixon President Dixon Resources Unlimited

The biggest frontline challenge is that there are not enough of them! We are trying to consistently provide coverage but there are not enough resources to address the need. Technology does not solve everything; we still need our frontline.”

Nick Nicholas Police Captain Seal Beach Police Department

Frontline personnel face increasing risks from rising public demands, unpredictable interactions, and evolving safety challenges. Yet, many professional staff frontline employees receive little to no formal safety training, leaving them unprepared for critical situations. Providing comprehensive safety training not only helps keep these employees safe but also empowers them in their roles, building confidence and ensuring better outcomes for both personnel and the communities they serve.”

Amanda Scala Associate Director

University of Maryland, Department of Transportation Services

On college campuses in particular, I think the overall prevalence of mental health issues presents the greatest challenge to our frontline, customer-facing staff. It has become increasingly difficult to predict how an individual may react in any given situation and verbal and physical alterations seem to be on the rise. While we cannot necessarily solve the mental health crisis facing our campuses, we can ensure that our staff have the training needed to handle stressful situations and the support to put their safety above all else.”

Lynn Wiggs, CAPP

Director, Transportation Services

Texas A & M University

Communication is the biggest challenge.  The majority of business is no longer face-to-face.  The tone that an email or a phone conversation may appear to have impacts how the customer feels about the service they have received.  We need to be evaluating our training and communication skills to ensure our customers continue to receive the best service.”

Brittany Yokley Group Product Manager Passport

Despite changing landscapes, the need to provide customer service to parkers and remain safe is a huge challenge to front line staff.  With the aim of influencing compliance, technology helps to provide an ease of use and access to information that allows them to provide that support in real time.”

Pamela Corbin, CAPP

Parking Services Manager

City of Greenville, SC

Front line employees have had to deal with record rates of burnouts due to retention difficulties within their organizations that caused long shifts and high workloads often leading to depression anxiety.  Management needs to ensure employees have the tools for the employees to prioritize their physical and mental health.  Implementing a resilience program and provide timely support and check in with employees on a regular basis. Sometimes a simple “thank you” or “you are appreciated” can go a long way with front line employees.”

WELCOME to the RECOMBOBULATION AREA

Sorting through the Chaos Encountered by Our Frontline

By Cindy Campbell

HE WORLD OF PARKING AND MOBILITY is continually changing and growing. Look around, and you’ll see innovative software and hardware, evolving vehicle modes, increasingly efficient design options, and upgraded operational best practices, all designed to improve the services we provide for our customers.

Honestly, I think it’s all very exciting. I had the opportunity to visit with a small group of peers who work in a university parking and transportation program. We were attending a regional conference and casually met up in one of the trade show’s aisles. Everyone in the group was genuinely impressed with the variety of “things” available to enhance our services. As a proud, self-proclaimed parking “relic,” it was a nice moment - until the conversation switched to the growing concern we shared over customer hostility and aggressive behavior.

“All of these products and services are so helpful to the cause,” said one of my colleagues. “With all the customer options and service delivery improvements we have available, why does it seem like people are angrier than ever? Why are so many people acting out?”

It was a fair question. The discussion included speculation on the cause: generational expectations and preferences, political unrest, rising costs for all goods and services – the list goes on. Indeed, all of these sources of agitation mentioned would explain some portion of the aggressive intolerance we experience. Still, there was no one thing we could all point to that could neatly wrap the debate up with one solution. It’s just not that simple.

What Can Be Done?

No matter the organization, the trend of over-the-top rudeness and aggression from the public has become a common theme. In fact, in my role as IPMI’s Senior Training and Development Specialist, I spend most of my time providing onsite training and guidance to address this concerning trend. In these training sessions, frontline team members frequently share personal horror stories about dealing with this outrageous behavior regularly. No doubt you’ve seen it firsthand; people are less tolerant, more demanding, and sometimes, just plain cruel. Why is this happening? While our industry improves at breakneck speed in some respects, the public’s attitude seems to be going in the opposite direction. There’s nothing magical about providing effective tools, tips, and techniques to our teams to make their work life a little less stressful, yet it’s a priority that frequently takes a back seat when we’re all so busy trying to get the job done and the services delivered. We tell ourselves there’s no time; our team members will gather knowledge and experience over time. That’s undoubtedly true, but is the employee turnover and burnout worth the cost of not addressing the angry elephant in the room? What can be done to address the nastiness we encounter? Is there a solution?

The reality is that there’s no single source for this societal dilemma, and no one solution will cure it. Rather than wringing our hands and declaring it beyond our ability to fix, let’s

Some individuals can be unpleasant and difficult to assist, yet despite their attitudes and the lack of respect they may exhibit towards us, we must still provide them with an attitude of service.

concentrate on what we can do to improve the situation and potentially reduce our teams’ stress. Here are some thoughts and practices to consider.

Prioritizing Effective Communication

The Importance of Active Listening

Our organizational and individual success depends on our ability to actively listen. The concern is when we fail to recognize the difference between passive and active listening. What’s the difference?

I remember participating in my first formal course on this topic when I attended a multi-day workshop based on Steven Covey’s book, “The 7 Habits of Highly Effective People.” In his book, Covey talks about active listening skills, or, more appropriately, the lack thereof. The objective is to recognize better when we’re off track – not really in tune with what the customer is trying to communicate. Too often, we do not listen to understand; we listen with the intent to reply. We mostly do passive listening when we’re involved in a conversation – we frequently hear and apply our opinions and experiences; we may even interrupt or interject our opinions based on feelings, observations, and experiences. This type of communication is appropriate in a friendly, congenial

conversation. For example, think about a typical back-and-forth conversation between friends over lunch. We finish each other’s thoughts and statements and are not typically offended by this back-and-forth communication style. But to Covey’s point, we must first seek to understand, then to be understood. Understanding someone is difficult if we’re busy talking. It takes self-awareness to realize how often this happens in our workday.

Why is this a common communication pattern? Were we taught in our formative years to ignore message content? Perhaps not explicitly, but in some ways, perhaps we were. For efficiency or expedience, we learned to anticipate words or phrases that might lead us to a quick response. As adults, we filter everything we hear through personal and professional experiences. Sometimes, in our haste - certainly more often than we realize - we make assumptions, draw the wrong conclusions, and completely miss what the other person is trying to communicate. When this occurs in our business dealings, we risk being perceived as uncaring, disinterested, or even mechanical in our response. In an industry where the public’s perception is critical to our success, leaving our customers with a bad impression can be costly on many levels.

In the parking, transportation, and mobility world, our product combines service and access with a healthy dose of problem-solving

and “chaos prevention.” Customers don’t always fully understand or appreciate our services. Some individuals can be unpleasant and difficult to assist, yet despite their attitudes and the lack of respect they may exhibit towards us, we must still provide them with an attitude of service. Pretending to listen, or only listening selectively, is not giving service; it’s withholding service.

An essential first step is recognizing the role active listening plays in how we are perceived by others. If we are to be successful, we must embrace the attitudes and aptitudes for active listening. Active, in-the-moment listening conveys evidence of genuine concern about what the speaker is saying, thinking, or feeling. It isn’t necessary to agree with or even understand everything being said. We simply must set aside our preconceived ideas about “what’s coming next” and try to understand their point of view at the moment.

You’ve probably heard “talk less and listen more.” Susan Cain, author of Quiet: The Power of Introverts in a World That Can’t Stop Talking, wrote this about listening: “We have two ears and one mouth, and we should use them proportionally.” It’s troubling then that so many abandon the practice of listening as an essential. In my experience, there is no greater skill set for anyone in our profession I’ll admit, even with the best intentions, I’ve been guilty of talking too much and listening too little. It happens over time for several seemingly good reasons. We’re all too busy with the tasks at hand; we may have specific knowledge or experience that others haven’t yet gained; or perhaps it’s because we’ve received accolades for doing such a good job that we assume we have ALL the best answers. Whatever the reason, if we start to believe the hype, then little by little, we devote less time to actively listening to those around us. Ask yourself: Do I model good listening habits? If you aren’t sure, it’s time for a self-check. How much do you speak when compared to others within the organization? How strong is your tendency to speak more than others? Is your communication style limiting or inhibiting the desire of others to share? When we’re unable to listen more than

we talk, we risk the possibility that others will eventually give up and stop trying to help solve the problem. In that scenario, everyone loses.

Understanding and cooperation go beyond success at work. They extend to our communication with friends, family, and others with whom we interact. We owe it to ourselves and to those important to us to be fully present

Attitude, word choice, body language, facial expression, and overall demeanor may be the key to changing the story the next time it’s told.

and to listen carefully. Ask yourself: Are you actively listening, or are you just waiting for your turn to talk?

Body Language and Facial Expression: Are You Helping or Hurting Your Cause?

While we’re on effective communication, let’s talk about the advantages - or alternately, the consequences - of body language and facial expressions, which can affect how your overall message is received. It’s critical because our facial expressions and body language often speak louder than our chosen words. If your words say one thing, but your body and face convey a contradictory message, the other person will hear the unspoken message. Attitude, word choice, body language, facial expression, and overall demeanor may be the key to changing the story the next time it’s told. What story will they tell others about their interaction with you or a team member?

The Importance of Developing Workplace Resiliency

It’s safe to say that anyone who has ever worked in our industry has experienced workplace stress. It could have been about inadequate staff or resources to complete a task, executing an unpopular parking directive, or simply having too much work to accomplish over a short time frame. I’ll bet you can relate: It’s 3:00 a.m., and you’re awake, thinking about work, ruminating on how we might fix a problem, and feeling anxiety about the sleep we so desperately need and won’t be getting that night. Whatever the source of stress, the inability to effectively cope with it can impact our health. A lack of resiliency may be an underlying issue if this scenario sounds familiar.

So, how widespread is this lack of resiliency in our workforce? A recent report issued by the American Heart Association indicated that U.S. workers are experiencing a significant amount of chronic health conditions related to workplace stress. Approximately two in three employees report work as a significant source of stress, while illnesses related to depression and anxiety impact one in five adults. Routine stress, job strain, and long working hours may contribute to these serious health problems, including elevated risk for heart disease and stroke.

Whatever the source of stress, the inability to effectively cope with it can impact our health. A lack of resiliency may be an underlying issue if this scenario sounds familiar.

What is Workplace Resiliency?

Resiliency is defined as the ability to endure, recover from, and learn from stressful situations and shifting demands. While the concept of workplace resiliency isn’t new, our collective ability to fend off the effects of work stressors seems to be at an all-time low. The good news is that while resilience isn’t a trait we’re born with, it is a skill set we can learn and develop with effort.

If workplace stress is impacting the quality of your life, consider these concepts to develop or improve your workplace resilience.

Try not to look at an issue as insurmountable. Stressful events will still happen at work, but you can change how you internalize and respond to them. It’s hard to recover when we assume that everything or everyone is bad. Do your best to look beyond the present situation and keep things in perspective. Keep an optimistic outlook and try to recognize when you may be blowing an event or interaction out of proportion.

Accept that change will happen, and it’s not always a bad thing. Sure, it can be upsetting or uncomfortable, but some existing goals may no longer be realistic or even applicable because of change (e.g., new leadership, organizational structure or direction, policies, services, practices, etc.). Whether you agree

with the change or not, accepting a new direction may help you focus on situations where you have input.

Learn from experience. If we’re paying attention, there is usually a lesson to be learned from the stressful situations we’ve encountered. Hardship isn’t the goal, but it can help us develop our ability to problem-solve, stop our reactive behaviors, and maintain focus when the going gets tough.

Take care of yourself. Resiliency involves maintaining flexibility and balance in your life. It helps you develop confidence in your ability to address issues effectively. Make sure you’re getting enough sleep, eating regularly, exercising, and talking with trusted friends and loved ones. Create the time to engage in the activities you enjoy. Self-care can help you better deal with situations that require you to be resilient.

When we’re more resilient, we’re better able to address the mistaken concept that we have no choice or ability to avoid the stresses we experience at work. Resilience is more than just learning ways to cope with negative situations; it’s also about helping us avoid getting stuck in a negative mindset that is detrimental to our professional success and overall well-being.

People Can Be Intolerant.

Don’t Follow Their Lead. Professional challenges come in all shapes and sizes. We have all experienced people at their worst: disrespectful, aggressive, entitled, or just downright mean. They can be intolerant, dismissive, and unwilling to take personal responsibility. If we’re honest with ourselves, we also encounter plenty of good people. Kind people. People who recognize and appreciate what we do to keep everything circulating, fair, and safe. When we let the bad stuff get to us, only remembering or recognizing the unpleasant contacts can make our lives much less rewarding.

Make sure you’re getting enough sleep, eating regularly, exercising, and talking with trusted friends and loved ones. Create the time to engage in the activities you enjoy. Selfcare can help you better deal with situations that require you to be resilient.

Negativity and bad assumptions can consume our thoughts and even spill over into other areas of our lives. We may be allowing it to overshadow the amazing human encounters we’re presented with. When we fail to recognize and regulate our knee-jerk perceptions or reactions, they can become a self-fulfilling prophecy. When dealing with the bad attitudes hurled our way, we become our worst enemy. A first step to correcting this cycle includes extending a proverbial olive branch to others we disagree with, even when they seemingly don’t deserve it. It can create an opportunity to turn a negative encounter into something better, something special. Recognize when someone’s bad behavior provokes you, but also recognize when your mindset and response to their attitude may have become the problem.

Lastly, Don’t Forget to Recombobulate (yes, it’s a thing). Two of my favorite things in this world are analogies and people-watching at airports (yeah, I’m boring). During a trip through a metropolitan airport, I discovered a place where these two favorites collide: The Recombobulation Area. There was a sign over the door leading into a separate room just before exiting airport security. Curiosity compelled me to explore what lay beyond the overhead sign...what is a recombobulation area, and who’s using it? As I entered the area, I noticed a young family that appeared to be reassembling their toddler’s overflowing duffle bag. Other travelers were packing too many souvenirs into a variety of carry-ons. My take on the situation was that these travelers recognized their mini-disasters and decided to take the opportunity to address the chaos before they continued along their journey. This action likely helped to reduce their anxiety and may have made the rest of their travel day less stressful, and this is where my fondness for analogies comes into play.

In life, it’s inevitable that each of us will encounter some chaos. Frequently, our ability to move forward depends on our capability to stop and regroup before we proceed. To recombobulate means to reorient, to put back into working order, to think clearly again. The concept seems obvious, yet we often fail to recognize our counterproductive behaviors when stressinducing obstacles appear in our path.

Investing our time and energy in panic is a self-defeating exercise. The next time you find yourself knee-deep in chaos, take a deep breath and recombobulate, with or without an official zone. ◆

CINDY CAMPBELL is the Senior Training and Development Specialist for the International Parking & Mobility Institute. She can be reached at campbell@ parking-mobility.org

BUILDING

TBuilding Bridges

How City Officials Can Improve Urban Planning Through Strong Community Relationships

By Khristian Gutierrez

ODAY’S CITIES FACE UNPRECEDENTED CHALLENGES in managing growth, mobility, and sustainability. As urban populations swell—the urban population is expected to double in size by 2050 —and the complexities of city life intensify, a critical factor in successful urban planning often goes overlooked: the relationship between city officials and urban planners. Building strong connections between these groups can revolutionize urban planning , leading to more efficiently managed cities.

The Power of Collaboration

Traditional urban planning often follows a top-down approach, with city officials making decisions based on their expertise and assumptions about community needs. However, this model frequently falls short of addressing modern urban populations’ diverse and evolving needs. By forging strong relationships with community members, city officials can tap into a wealth of local knowledge and create more responsive, innovative solutions.

Engaging directly with community members, particularly youth, city officials gain invaluable insights into the real needs and concerns of the people they serve. This firsthand knowledge allows for more informed and responsive urban planning decisions, addressing issues that might otherwise go unnoticed or misunderstood.

Data-Driven Decision Making

While strong relationships form the foundation of effective urban planning, the integration of technology and data analysis plays a crucial role in modernizing city management. As highlighted by industry leaders, cities now have access to unprecedented amounts of data on mobility patterns, parking usage, and other urban dynamics. However, the challenge lies in effectively collecting, managing, and interpreting this data. By implementing comprehensive curb management platforms, cities can centralize data from various sources, including parking apps, enforcement systems, and sensors. This integrated approach allows for realtime insights into urban mobility trends, enabling city officials to leverage compliance as a starting point in making data-driven decisions that improve traffic flow,

optimize pricing and regulatory policy, and enhance residents’ overall quality of life.

Supporting Local Business

City leaders and stakeholders play a crucial role in the success of local businesses, forming a vital link that bridges public policy and private enterprise. Effective collaboration between these groups ensures that the unique needs of local businesses are understood and addressed in urban planning and economic development strategies.

For instance, by analyzing data on parking turnover rates, city officials can implement dynamic pricing strategies that optimize curb space usage. Adjusting prices based on demand reduces drivers’ time searching for parking, decreasing traffic congestion and creating a

BRIDGES

How City Officials Can Improve Urban Planning Through Strong Community Relationships

By Khristian Gutierrez

more accessible environment for local businesses.

Maintaining an open dialogue with business owners allows city leaders to foster a business-friendly environment that supports growth, innovation, and compliance. This collaboration also enables city officials to better anticipate the impacts of policy changes on the local economy, ensuring that businesses can thrive in a rapidly evolving urban landscape. When city leaders and the business community work together, they create a synergy that boosts local economies and enhances the overall quality of life in the community.

Bridging the Gap

The true power of urban planning emerges when strong community relationships and data-driven strategies converge. City officials who maintain open lines of

communication with residents can more effectively explain the insights gleaned from data analysis and the rationale behind proposed changes. For example, we recently saw a major city implement “Text-before-Tow” as a creative solution to help strengthen community relationships while driving compliant behaviors against public parking assets. This transparency builds trust and increases public buy-in for new initiatives.

Moreover, community engagement can help identify blind spots in data collection and analysis. Local knowledge lends context to data trends, ensuring that technological solutions are implemented in ways that genuinely benefit the community. For example, while data might suggest the need for increased parking in a particular area, community input could reveal that improved public transit or bike infrastructure would better serve residents’ needs.

Overcoming Challenges

Implementing communicative and collaborative approaches to urban planning is not without its challenges. Cities often grapple with siloed systems, outdated infrastructure, and limited resources. Additionally, balancing a community’s diverse needs and opinions can be complex and time-consuming. However, the benefits far outweigh the challenges.

By investing in strong community relationships and integrated technology solutions, cities can create more efficient and sustainable urban environments. This leads to improved communication and understanding between city officials and residents, increased trust and transparency in decision-making processes, and greater citizen engagement in urban planning initiatives. It can also foster innovative and holistic solutions to urban challenges, fueling better alignment between urban development and community values.

To facilitate strong relationships and leverage data effectively, city officials can employ a range of strategies, from hosting regular community events and forums for open dialogue to implementing youth engagement programs to involve future generations in city planning.

Best Practices for Building Bridges

To facilitate strong relationships and leverage data effectively, city officials can employ a range of strategies, from hosting regular community events and forums for open dialogue to implementing youth engagement programs to involve future generations in city planning. Utilizing diverse communication channels helps reach all population segments and practicing active listening with meaningful feedback on community input builds trust and engagement.

Transparency about constraints and trade-offs in planning decisions is crucial, as is seeking out underrepresented voices to ensure inclusive participation. Investing in integrating various mobility management systems into a single platform centralizes urban data, allowing officials to use these insights to inform policy decisions and measure the impact of initiatives. Collaboration with technology providers to develop tailored solutions for local challenges rounds out a comprehensive approach to modern urban planning.

Looking to the Future

As we look to the future, the key to successful urban planning lies in the strength of relationships between city officials and the communities they serve. Over the last 15 years, we’ve seen a boom in alternative payment options and license plate-enabled parking transactions. Today, investments in parking compliance software and integrating tools that support curbside mapping complete the missing pieces that help support policy planning to improve the downtown experience. By prioritizing collaboration, leveraging data-driven insights, and maintaining open communication, cities can navigate the complexities of modern urban life and create vibrant, sustainable environments for all residents. Together, strong relationships and innovative technology form the bedrock of functional, inclusive, and forward-thinking cities. ◆

KHRISTIAN GUTIERREZ is the CEO of Passport. He can be reached at khristian@passportinc.com

Preparing Present and Future Leaders for What Lies Ahead.

IPMI Leadership Summits provide the parking, mobility, and transportation community with the skills they need to become e ective and well-rounded leaders. These targeted, specifically crafted events o er high-level leadership content to educate and inspire your organization’s leaders to face our industry’s biggest challenges.

Limited to 200 executive/senior-level attendees, Leadership Summits are designed for parking, transportation, and mobility trailblazers. It will deliver carefully curated, actionable content from the most cutting-edge educators.

From Patrol to Parking

Why Training is Critical for Frontline Personnel

By Captain Nick Nicholas

An Unexpected Introduction to Parking

I would have laughed if you had asked me years ago whether I’d find myself deeply invested in the world of parking. As a sworn police captain, I have been trained in officer safety, preparation, and professionalism throughout my career. Then, an unexpected opportunity arose that led me into the world of parking management. I was promoted to the rank of captain and was tasked with overseeing many administrative tasks, including animal control and the city’s parking management, neither of which I had any interest in before assuming this role.

What I thought would be a simple transition quickly became a profound realization—although I knew how to be a police officer, I knew almost nothing about the vast world of parking. After attending parking industry conferences and speaking to parking professionals across the country, I understood that frontline parking personnel face many of the same challenges as police officers, often without the benefit of formal training, resources, or public understanding.

I found myself in a unique position. I could “speak” two languages: the officer safety and preparedness of the policing world and the nuanced, customer-facing role of parking professionals. I also saw the glaring gap: where state mandates ensured police officers received standardized, ongoing training, parking personnel are often left to figure it out on their own. While there is a formalized training program for police officers, much, if not all, training for frontline parking personnel is on the job without any overarching guidelines.

This article is for managers, leaders, and decision-makers who are responsible for parking personnel. Whether you’re aware of it or not, your frontline staff are navigating high-stress, highrisk situations every day. Training is not optional; it’s essential. Fortunately, the investment is small, and the payoff—safer personnel, stronger teams, and greater public trust—is undeniable.

When Parking Compliance Becomes High-Risk

In recent years, a troubling trend has emerged: frontline parking personnel are increasingly the targets of harassment, verbal abuse, and even physical assault (again, if you asked me if I would have a Google alert for “parking enforcement” delivered daily to my inbox, I would have choked). With many people beginning their careers as frontline personnel, it’s easy to dismiss parking compliance as a low-risk profession, but the reality tells a different story.

Parking professionals often work alone. They interact with members of the public at moments of high frustration—issuing citations, managing disputes, directing traffic, or enforcing policies that some view as unfair. Their “office” is not a cubicle; it’s a busy street, a crowded parking lot, or an event venue where risks like distracted drivers, environmental hazards, and confrontations are part of the job.

And yet, unlike sworn officers, parking personnel receive little to no standardized training. Organizations rely heavily on on-thejob learning, leaving frontline staff vulnerable, unprepared, and unsupported. I recognized the parallels between the two worlds

and how the core principles of situational awareness, safety, and professionalism applied equally to parking personnel. I also knew how easily these skills could be taught—and how much they would transform both the individual and the organization.

A Journey That Connects Two Worlds

Coming from the world of policing, I understood the importance of preparation. The academy instilled the fundamentals: safety first, situational awareness, conflict resolution, and de-escalation. It wasn’t about “if” I’d face risks on the job—it was about “when.” I was trained to respond confidently, mitigate risks, and go home safely at the end of every shift.

I also saw how parking compliance personnel were often misunderstood. Like police officers, their role is to serve the community by maintaining order, safety, and equity. Their work ensures parking access for disabled individuals, prevents safety hazards, and promotes fairness. However, without proper training, these professionals face avoidable risks, tense

interactions, and burnout.

This realization has driven me to advocate for formalized training. The same principles that make officers safer and more effective—situational awareness, deescalation, and professionalism—could be easily taught to parking personnel. This is not a heavy lift.

Why Training is the Key to Success

Training isn’t just about ticking a box; it’s about empowering personnel to serve safely, confidently, and professionally. It’s about preparing them for the unpredictable and giving them the tools to succeed.

First, we should change the way we talk about our teams and programs. One of the most impactful yet overlooked ways to elevate parking compliance professionals is by rethinking the language we use. Words matter—they shape perceptions, define roles, and set expectations. In the policing world, terms like law enforcement have evolved into policing to reflect a more collaborative, service-oriented approach. The same shift is needed in parking. Replacing enforcement with compliance

reframes the work of frontline personnel, emphasizing education, fairness, and partnership over punishment. Similarly, distinguishing between sworn officers and professional staff acknowledges parking professionals’ critical role without diminishing their contributions. These changes are not just semantics; they send a powerful message to personnel, leadership, and the public. Modernizing terminology redefines parking compliance as a vital, community-centered service, fostering trust and professionalism while empowering our teams to take pride in their work.

Besides terminology changes, here are just a few very high-level strategies to elevate your personnel.

1. Officer Safety and Situational Awareness

Parking professionals generally do not carry defensive tools but still face risks. Safety depends on recognizing hazards and responding appropriately, from distracted drivers to hostile confrontations. Encourage staff to:

● Use peripheral vision and scan their surroundings.

● Identify suspicious behavior or ambush techniques.

● Maintain a safe buffer zone when working near traffic.

● Never let their personal space be compromised.

● Always know their avenues of escape.

● Small steps like these can save lives.

2. Conflict Resolution and De-Escalation

A parking citation may seem trivial, but for a frustrated recipient, it can spark violence. Frontline personnel should:

● Maintain a neutral tone and give individuals space.

● Be empathetic to others’ frustrations.

● Stay calm and avoid matching the other person’s high emotions.

The goal isn’t to “win” the argument; it’s to educate, resolve, and leave a positive impression.

3. Professionalism and Community Trust

Frontline parking personnel are ambassadors for your organization. I argue that they are the faces of your agency and interact with the public to a much greater extent than even the peace officers in your community. Their professionalism—how they speak, act, and enforce policies— shapes public perception. Training builds confidence and consistency, ensuring that every interaction promotes trust.

4. Stress Management and Resilience

Like police officers, parking personnel face stress from public interactions, isolation, and physical demands. Despite this, there is still a stigma around mental health, both in policing and parking. Teaching mindfulness and coping strategies and implementing peer support programs helps staff stay mentally resilient and physically well. Thankfully, the industry is starting to recognize the need for formalized training. The IPMI Parking Enforcement & Compliance Professional (PECP™) micro-credential is a significant step forward.

A Call to Action

As managers, supervisors, and organizational leaders, we are responsible for this. We cannot wait for a state mandate to recognize that our personnel need—and deserve—training.

It starts with small steps:

● Offer training in situational awareness and officer safety.

● Teach conflict resolution and deescalation techniques.

● Encourage personnel to pursue programs like the IPMI PECP™ micro-credential.

● Prioritize professionalism and stress management as essential skills.

These investments are manageable and scalable. A few hours of training today can prevent injuries, reduce complaints, and improve morale tomorrow.

The return on investment is clear:

● Safer Personnel: Staff who recognize and respond to risks.

● Stronger Public Trust: Positive, professional interactions that build goodwill.

● More Effective Teams: Confident personnel who handle challenges efficiently.

Elevate Our Frontline Teams

The parking industry sits at a crossroads. We ask our frontline personnel to enforce rules, educate the public, and maintain safety in unpredictable environments. Yet,

we too often fail to provide the training they need to do so confidently, safely, and professionally. As leaders, we cannot ignore the parallels between parking compliance and policing.

Training doesn’t have to be complex or costly to make a difference. A small, consistent investment in officer safety, conflict resolution, and professionalism not only equips personnel with essential skills but also sends a clear message: we value their safety, their growth, and their role as the face of our organization.

Let’s set an example. Let’s prioritize training—not because it’s mandated, but because it’s right. In doing so, we’ll elevate our teams, strengthen public trust, and ensure parking personnel can serve their communities confidently, professionally, and pridefully.

NICK NICHOLAS is a Captain with the Seal Beach Police Department. He can be reached at nnicholas@sealbeachca.gov

Gathering the

By Ned Crawford

WHEN I WAS FRESH OUT OF COLLEGE, the only thing I knew I wanted to do with my life was live abroad and experience the world outside of the United States. While I didn’t know exactly where I wanted to go, the pathway to a foreign work visa was obvious; teach English. Almost 10 years later, I was back in the United States, still teaching English. To be honest, I really enjoyed being an English teacher. It’s a very social job; I would laugh and smile with my students every day. I got to meet interesting new people from all over the world. As an extrovert, this kind of work suited me well. Also, I was good at teaching.

T hat’s why many of my friends and family were surprised when I told them I was going back to school to pursue a degree in data science, GIS more specifically. My curiosity about geography is as strong as my curiosity about culture, so I suppose there is a connection between my two careers. I was ready to do something different and exciting. A career in GIS could offer that. However, I’m someone who has always felt more comfortable faceto-face with another person than with a computer. When I landed a job as a junior data analyst with a parking consulting company, I was skeptical about how to take to my new position: LPR data collection and remote data analysis.

A Different Form of Frontline

DATA

As my data collection responsibilities have recently expanded into drone operations, this uneasiness from people around me has only heightened. Sure, operating my little flying machine from a public park usually draws interest and excitement from kids on the playground. It also creates suspicion from a slightly older demographic who seem convinced I am taking spy photos of their garage roof to sell to whichever foreign country sold me this whirring, buzzing contraption.

Mobile data collection can initially feel very isolated, driving around the same streets for hours with nothing but podcasts, playlists, and audiobooks to keep you company. Anyone who has driven with cameras fixed atop their cars knows the feeling you get as you trawl through a neighborhood and watch as eyes and suspicious looks follow you as closely as the cameras on your car. Residents aren’t typically informed beforehand that a parking study is being conducted in their neighborhood. While magnets on the side of my car read “Parking Study in Progress,” the text doesn’t read much larger than a “Baby on Board” bumper sticker.

When training for data collection, I heard stories of residents of data collection areas being hostile and even threatening to data collectors. Naturally, people don’t like strangers in cars with cameras creeping by their homes and vehicles. It doesn’t take long to go online and find a compilation of videos that start with some version of “You filming me, bro?” and end in a parking lot fistfight. While people can be protective of their privacy, it often

seems they are much more protective when it comes to their cars.

When I began live data collection, I could sometimes feel a sense of distrust coming from pedestrians who watched my car and LPR cameras, staring first at my cameras, next at me with an expression of “ ?” I asked myself often what I had gotten myself into. As my data collection responsibilities have recently expanded into drone operations, this uneasiness from people around me has only heightened. Sure, operating my little flying machine from a public park usually draws interest and excitement from kids on the playground (no, sorry, you can’t have a turn). Still, it also creates suspicion from a slightly older demographic who seem convinced I am taking spy photos of their garage roof to sell to whichever foreign country sold me this whirring, buzzing contraption.

Luckily, this is where my experience in my previous career paid off. Teaching in a foreign country can sometimes be met with hostile skepticism, especially from children. I would get this kind of reaction when walking into a new classroom. The teacher must make their students feel comfortable so that they can learn and communicate. These experiences taught me the importance of a disarming smile, a handshake, and, most importantly, a sincere interest in the person I speak to. I’ve also learned to put aside preconceived notions you might have about other people before you meet them. We tend to create a strong idea of someone we don’t know based on something as small as a sign in their front yard. However, I’ve gotten to know many new people just by implanting myself in their neighborhood streets for a weekend. I am always reminded of how we all want the same things at the end of the day: good school, safe streets, and, of course, decent parking.

Since entering the world of parking management, I have learned that it doesn’t matter if you live in a dense, urban area or a sprawling countryside suburb; everyone has a complaint about their local parking. I live in the Koreatown neighborhood of Los Angeles, a densely populated area filled with apartment buildings that often pre-date the Model T-Ford. Apartments with no parking garages mean on-street parking is a neverending war. However, I must not let my experience diminish how someone feels about parking where live. Don’t be judgmental, and always listen, even if what someone has to tell you may not have much to do with what you are there to learn. Part of being a good teacher is being a good listener. When I tell someone, “Thank you, I’ll be sure to add everything you told me in my

Besides friendly interactions, it’s nice when a local offers you a snack or cup of coffee, especially when data collection is very busy. Who says parking management doesn’t come with perks?

report,” I can see the satisfaction on their face. We all want to be heard, don’t we?

In my short time working in parking management, I have had an overwhelmingly positive experience with the people I have met through this work. Once someone gets to know you and why you are in their town, they tend to open up to you. I’ve found that I can build connections with all kinds of people. Someone who first greeted you with a distrustful scowl will smile and wave the next time you pass them on your route if you take the time to get to know them. Besides friendly interactions, it’s nice when a local offers you a snack or cup of coffee, especially when data collection is very busy. Who says parking management doesn’t come with perks? I am often surprised by how friendly people can be across our country. As my boss often reminds me, “Parking touches everything.” I take this to mean that improving parking can improve everyone’s daily life. Even though I work in a data-driven field, there is a human side, so being a good communicator is extremely important. I am thankful for my experience as a teacher, which made me a strong and friendly communicator.

NED CRAWFORD is a Data Analyst for Dixon Resources Unlimited. He can be reached at ned@dixonresourcesunlimited.com.

RECOGNIZES CAREERS OF EXCELLENCE

2024 Chair & Lifetime Award Honorees

2024 Chair Award

Adrienne Tucker, CAPP, Kansas State University

When Adrienne Tucker, CAPP, graduated from college with a bachelor’s degree in biology, no one would have predicted that by 2024, she would be a 20-year parking veteran. But then again, “falling into parking” is how many of our industry’s best and brightest joined our ranks.

Adrienne’s parking career took root in valet parking operations within the hospitality sector. Here, she discovered her knack for customer service, which propelled her to achieve top customer service scores and hotel guest satisfaction surveys. Even in these early stages, Adrienne’s talent for turning around struggling programs was evident. She found joy in identifying operational weaknesses and crafting strategies for success.

In 2019, Adrienne transitioned to the world of higher education, joining Kansas State University as the assistant director of parking. There, she oversaw the university’s parking services enforcement and maintenance divisions and coordinated the construction, maintenance, and repair of parking assets. Then, in 2022, she was appointed parking services manager for the City of Manhattan, Kansas. In this role, she was tasked with establishing a new department and parking program from scratch, and she rose to the challenge of developing and executing long-range strategic and economically viable plans for the city’s parking operations.

While still a work in progress, the evolution of Manhattan’s parking operations can be used as a case study for others on how to jump-start a new program, which is information that Adrienne is eager to share. She has proven to be a change agent in our industry, sharing her experience and knowledge with her peers and colleagues to help them thrive. She is vocal about her feeling that every parking design project must involve a parking professional from inception. She also promotes the importance of the proverbial “seat at the table” with the architects, engineers, designers, and builders to ensure that the parking voice is heard and respected. This brings us to where Adrienne is today. Coming full circle in 2024, she returned to Kansas State University to take the reigns as the parking services manager.

Adrienne is a true measure of a leader, and the good news for us is that she is just getting started.

2024 Lifetime Achievement Award

John Nolan, CAPP, Harvard University

John Nolan, CAPP, has spent his career improving the operations, efficiency, and success of parking, transportation, and mobility operations while elevating the role of the parking professional. As a member of the first CAPP class and one of the inaugural members of what was then the CAPP Committee, John has been a tireless advocate for parking professionals and their work.

John is the managing director of transportation and the Campus Service Center at Harvard University. He is part of an executive team that oversees a $450 million service operation. His direct responsibilities include capital construction and restoration, university parking, transit, shuttle operations, fleet management, alternative fuel services, TDM programs, transit pass programs, university mail, the Campus Services Center, and departmental building management. John has over 30 years of extensive management experience in university and healthcare settings, where he has served numerous times as an owner’s representative or client executive for capital garage, building, and restoration projects of over $500 million dollars.

Before coming to Harvard, John was the executive for security and director of transportation services at Georgetown University Medical Center in Washington D.C. Before relocating to Washington, he served as the director of parking and commuter services at the Massachusetts General Hospital in Boston.

Some of his long list of accomplishments include starting a Commuter Choice program to ensure transportation equity, serving as a project executive for five university underground garages, a new transportation and mail center, and a four-bus EV

program with new Level 3 charger installations, among a long list of other projects.

In addition to his many professional accomplishments, John has given his time and talents to our industry in extraordinary ways. He is a co-founder and past chairman of the New England Parking Council and a past member of the then-IPI board of directors, where he served on the finance and professional certification committees. He has been a tireless advocate for the CAPP program and was a leader on the IPMI golf committee for many years, which raises money for the CAPP scholarship program.

In case you missed it, John was one of the featured authors in the June 2024 edition of Parking & Mobility magazine. He discusses the ongoing success of Harvard Transit’s electric bus rollout. As he has done so many times in the past, he uses his experience and knowledge to help educate the IPMI community.

John is the pinnacle of leadership, and we celebrate his work and the legacy he has left in our industry.

2024 Lifetime Achievement Award

Mike Simmons, TEZ Technology

Mike Simmons, CEO of TEZ Technology, is a visionary leader and innovator in the parking and mobility space. He is a proven leader of high-growth companies and is renowned for his remarkable contributions to the parking technology sector. With all of his successes, Mike is perhaps best known for his customer-centric approach to our business, one which, at the time he began in parking, was not what the industry was known for. He began his notable career in this industry over 30 years ago and has consistently demonstrated a passion for client services, innovation, and excellence.

As has become the norm, we again celebrate the accomplishments of someone who had no idea that parking and technology would become his life’s career. After achieving a degree in mechanical engineering, Mike went to work for IBM selling manufacturing and distribution engineering software. This led to an opportunity to work for an IBM technology business partner that, among other products, offered a hand-held parking application. Thus began a career-long journey into parking technology and innovation that would blaze new trails for the industry. Mike realized that while he loved technology, his passion was the customer. Getting a team together and working with them to solve customer challenges became the goal, and on April Fool’s Day, April 1, 1994, Mike and his partner Steve Howard decided to go all-in on parking.

As co-founder and former CEO of T2 Systems, Mike played a pivotal role in creating multiple parking solutions, including parking management and enforcement platforms. He created

a customer-driven focus in an industry that, at that time, was not known for being customer-focused. Under his leadership, T2 Systems experienced unprecedented growth, achieving significant milestones such as being listed in the Inc. 500 and Deloitte Technology Fast 500. Amongst Mike’s biggest impacts on the industry and how we relate to our customers came during this tenure with the introduction of a formal user conference, the first of its kind in the industry. He and his team had the vision to move beyond simply providing a product and, instead, build a community.

In 2021, Mike joined TEZ as its executive chairman, bringing his extensive expertise in strategy, operating plans, and organizational structure. As CEO, he is spearheading the expansion of the company’s North American operations and driving its growing international presence. Looking back on his legacy, we see industry professionals in all sectors, all markets, and levels who have worked for or been influenced by Mike, and they are all making their mark on our profession. Mike’s extraordinary contributions and enduring impact on the parking and mobility industry will leave a legacy for many others to follow.

Take the next step in your career path as a parking enforcement professional today!

This online, on-demand micro-credential is designed to advance your knowledge and skills and provide you with the foundation for greater advancement in the parking, transportation, and mobility industry. Take nine job-specific courses on-demand, on your schedule, and pass the assessment to earn this valuable new micro-credential.

PECP™ is open to all industry professionals with a minimum of one year of employment in the industry. This micro-credential is ideal for frontline and enforcement personnel, and specifically tailored to the needs of your sta .

Course Credit: 9 Certification Points. Register Now.

IPMI Events Calendar

*Topic to be announced.

MARCH

MARCH 4, 6, 11, & 13

Free IPMI Municipal Member

Virtual Roundtable is limited to

Online, Instructor-Led Learning

Online, Instructor-Led Learning Parksmart Advisor Training

MARCH 11

Free IPMI Municipal Member Roundtable

Virtual Roundtable is limited to municipal/city members.

MARCH 12

IPMI Webinar

Homelessness: Not Just a Housing Problem

MARCH 27

Free Member Chat CAPP

APRIL

Free IPMI Higher Education

Virtual Roundtable is limited to higher

Free Virtual Frontline Training Park Your Nerves: Drive Your Interview

2025 IPMI Leadership Summit

FEBRUARY 26

Free Learning Lab

Leap Into the Future with Innovative Parking Solutions

Presented by Frogparking

APRIL 8

Free IPMI Higher Education Member Roundtable

Virtual Roundtable is limited to higher education members.

APRIL 9

Free Virtual Frontline Training Understanding and Supporting Mental Health on the Frontline

APRIL 23

IPMI Webinar

Parking in the Digital Lane: A DataDriven Tech Journey

APRIL 24

Free Member Chat New Members

MAY

MAY 14

IPMI Webinar

A Decade of Parking Technology: Predictions, Progress, and Future Needs, presented by the IPMI Technology Committee

MAY 15

Free Member Chat APO

MAY 28*

Free Learning Lab

Presented by gtechna

JUNE

JUNE 3

Free Member Chat

Conference & Expo First Timers Orientation Chat

JUNE 4

Free Virtual Frontline Training Managing Expanding Events: Mastering ICS (Incident Command System)

JUNE 8–11

IPMI Parking & Mobility Conference & Expo Louisville, KY

(continued)

JULY

JULY 9*

IPMI Webinar

Subject: Funding & Financing

JULY 17

Free Member Chat New Members

JULY 22, 24, 29, & 31

Online, Instructor-Led Learning Parksmart Advisor Training

AUGUST

AUGUST 13

Free Virtual Frontline Training Turning Moments of Failure into a Lifetime of Success

AUGUST 21

Free Member Chat Awards

AUGUST 28

Free Live Meeting

Building Brand & ROI with IPMI

*Topic to be announced.

SEPTEMBER

SEPTEMBER 9

Online, Instructor-Led Learning APO Site Reviewer Training—Renewal

SEPTEMBER 10

IPMI Webinar

There’s Not Here for the Parking: Venue Parking That is Not the Main Event

SEPTEMBER 16

Free IPMI Municipal Member Roundtable

Virtual Roundtable is limited to municipal/city members.

SEPTEMBER 18

Free Member Chat CAPP

SEPTEMBER 25*

Free Learning Lab Presented by gtechna

OCTOBER

OCTOBER 8

Free Virtual Frontline Training Introversion & Extroversion: What’s Your Personality Superpower?

OCTOBER 14

Free IPMI Higher Education Member Roundtable

Virtual Roundtable is limited to higher education members.

OCTOBER 16

Free Member Chat New Members

OCTOBER 21, 23, 28, & 30

Online, Instructor-Led Learning Parksmart Advisor Training

NOVEMBER

NOVEMBER 5

IPMI Webinar

Building Blocks: Understanding the Impacts of Policy on Your Operations, Presented by the IPMI Policy & Legislative Cohort

NOVEMBER 12

Free IPMI Municipal Member Roundtable

Virtual Roundtable is limited to municipal/city members.

NOVEMBER 20

Free Member Chat APO

DECEMBER

DECEMBER 11

Free Member Chat New Members

DECEMBER 17*

Free Virtual Frontline Training

Stay up to date on industry events and activities! Visit parking-mobility.org/calendar for the latest updates.

STATE & REGIONAL CALENDAR

2025 State & Regional Events Calendar

APRIL 1-3

Parking & Transportation Association of Pennsylvania (PTAP) Annual Conference & Expo Pittsburgh. PA

APRIL 22-25

Texas Parking and Transportation Association (TPTA) Annual Conference & Trade Show Galveston. TX

MAY 5-8

Mid-South Parking and Transportation Association (MSTPA) Conference & Trade Show Atlanta, GA

JUNE 24-26, 2025

New England Parking & Transportation Council (NEPTC) Conference & Trade Show Mashantucket, CT

SEPTEMBER 22-26

Carolinas Parking & Mobility Association (CPMA) Ashville, NC

OCTOBER 21-23

Pacific Intermountain Parking & Transportation Association (PIPTA) Conference & Expo Eugene, OR

OCTOBER 27-29

Southwest Parking & Transportation Association (SWPTA) Annual Conference Las Vegas, NV

NOVEMBER 4-6, 2025

California Mobility and Parking Association (CMPA) Annual Conference & Tradeshow Lake Tahoe, CA