INTERNATIONAL PARKING & MOBILITY INSTITUTE NOVEMBER 2019
OUT OF DANGER A new IPMI partnership teaches frontline parking professionals to deescalate conflict and defend themselves if necessary.
Larry Lightfoot | Parking Enforcement Manager Lake Worth Beach, Florida
“We needed an enforcement system that could provide a quick, convenient, and efficient citation issuance process. IPS was that solution.” – Larry Lightfoot, Lake Worth Beach, FL Parking Enforcement Manager
WE HEAR YOU LARRY From issuance, to processing, to delinquent collections, the IPS Enforcement Management Solution is designed to meet your City’s demands of today and the future. The Next-Generation Enforcement and Permitting Solutions are here.
Smart Meters | Enforcement | Sensors | Permitting | Big Data Request a demo at ipsgroupinc.com/demo © IPS GROUP, INC.
AIMS LPR Enforcement AIMS LPR is a fully integrated in-vehicle and fixed camera enforcement solution. Utilizing advanced License Plate Recognition Technology to provide automated parking management, License Plate Recognition cameras read plates as you drive through parking lots and city streets. AIMS LPR provides lot counting, enforcement, statistics, reporting and more analytics at your fingertips. After implementing the AIMS LPR solution, clients have experienced an increase in compliance due to an increase in citation issuance, leading to increases in revenue! Our clients tell us we provide the best solution in the market! ”The AIMS LPR integration has made our job more efficient and effective. We’re able to keep real time records from data transmitted from our vehicles to the office and are able to immediately see the need for other action based on the history of the license plate being scanned.“ - Georgia Southern University
Call EDC Corporation today for all your parking management needs.
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Ticket Management Permit Management Event Management Hosting Solutions LPR Enforcement Mobile Enforcement Customer Web Portal System Integration Robust Reporting
sales@aimsparking.com | aimsparking.com | 1-800-886-6316
INTERNATIONAL PARKING & MOBILITY INSTITUTE NOVEMBER 2019 VOL. 1 / N0. 5
FEATURES
20
Out of Danger
A new IPMI partnership teaches frontline parking professionals to deescalate conflict and defend themselves if necessary. By Kim Fernandez
26
Peanut Butter, Toys, and Time
How the University of Texas at San Antonio successfully grew its donations-for-citations program into year-round good. By Lauren Beaver
32
From Start to Finish
Capital programming keeps garages up to date and well maintained, and just makes good sense. By Chris Perks, CAPP, PE, LEED AP
40
Gathering Leaders, Sharing Successes
The IPMI Leadership Summit forges the way for leaders of parking, transportation, and mobility. By Rita Pagan
44
Making Good Decisions
Tips to reduce liability and risk assessment in your operation. By Ryan Fujii, CAPP
2 PARKING & MOBILITY / NOVEMBER 2019 / PARKING-MOBILITY.ORG
DEPARTMENTS 4 ENTRANCE Grand Station Exemplifies the New Parking Paradigm By Alejandra “Alex” Argudin, CAPP, LEED AP
6 FIVE THINGS Five Cities with the Most Innovative Transportation Futures 8 THE BUSINESS OF PARKING A Legal Framework for AV Implementation: Challenges in the Private Sector By Michael J. Ash, Esq., CRE
10 MOBILITY & TECH Friction-free Mobility By Todd Tucker
12 ON THE FRONTLINE Don’t Just Talk. Listen. By Cindy Campbell
14 PARKING & MOBILITY SPOTLIGHT Artificial Intelligence for Parking Insights: A Case Study By Elmer Boi
16 THE GREEN STANDARD Four Steps to Create a Sustainable Plan for Your Parking Operation By James Fedor
18 ASK THE EXPERTS 48 IPMI IN ACTION Addressing Sustainable Mobility By Rachel Yoka, CAPP, LEED AP BD+C, WELL AP
49 IN SHORT 51 STATE & REGIONAL SPOTLIGHT Exciting Times in New England
/ EDITOR’S NOTE
Breathing THE NEXT TWO MONTHS ARE when my calendar goes
wild. I’m not sure if it’s the holidays or the feeling that a year is ending and everything undone needs doing, but between now and Dec. 31, it feels like every moment has a name on it—and many have several in competition. I still keep track of my days on a paper calendar. I tried going electronic for several years but realized I was actually spending quite a bit more time squinting at my phone, scrolling to dates, picking times, and tapping in details than I would just writing things down with a pen. Technology and I are generally friends, but my e-calendar was actually taking time. There’s also something a little cathartic about writing things down on nice paper and flipping through pages, honestly, and my paper calendar makes me happy that way (it’s a large Moleskine weekly planner, if you find yourself inspired—lovely paper, feels good in my hands, a page for notes alongside every calendar page, and a nostalgic-feeling ribbon to mark the current week). Paper means I start a new one in January, and I have to be honest: The chaos of this time of year has me eyeing that fresh, new book with a little longing. My 2019 planner and my days are feeling messy right now. Why are we talking about this? Because I have a feeling that your schedules might be a wee bit crowded these days too, and I want to invite you to join me on a mission: Despite the craziness that is the end of the year, schedule in some time to breathe. That’s the whole goal—just breathe. Take a moment here and there to sit, breathe, and absorb a little quiet now and then. Read a page or two of something you enjoy. Get up 10 minutes early for a little peace and coffee before the devices start dinging and the messages start coming and the meetings and appointments and commitments take over. Be wholly present with those you love (it’s a choice). I think it’s the only way to hit that new year without wondering where the old one went and how the heck we all got here already. We have several articles in this issue about change and planning for change. And we all know change is coming faster and more furiously than ever. The days march on—I hope you can find time here and there to mark and even enjoy them. ’Tis the season, after all. As always, I look forward to hearing from you and welcome your ideas, questions, and feedback. No matter what you celebrate this time of year, I wish you a wonderful season and some downtime sprinkled in among the busyness. Enjoy.
By Kathryn Hebert
52 AROUND THE INDUSTRY 56 PARKING & MOBILITY CONSULTANTS 58 ADVERTISERS INDEX
fernandez@parking-mobility.org
59 CALENDAR PARKING-MOBILITY.ORG / NOVEMBER 2019 / PARKING & MOBILITY 3
/ ENTRANCE PUBLISHER
Shawn Conrad, CAE
conrad@parking-mobility.org EDITOR
Kim Fernandez
fernandez@parking-mobility.org TECHNICAL EDITOR
Rachel Yoka, CAPP, LEED AP BD+C, WELL AP yoka@parking-mobility.org CONTRIBUTING EDITOR
Bill Smith, APR
bsmith@smith-phillips.com ADVERTISING SALES
Bonnie Watts, CEM
watts@parking-mobility.org SUBSCRIPTIONS
Tina Altman
taltman@parking-mobility.org. PUBLICATION DESIGN
BonoTom Studio
info@bonotom.com COPY EDITOR
Melanie Padgett Powers For advertising information, contact Bonnie Watts at watts@parking-mobility.org or 571.699.3011. For subscription changes, contact Tina Altman, taltman@parking-mobility.org. Parking & Mobility (ISSN 0896-2324 & USPS 001436) is published monthly by the International Parking & Mobility Institute. 1330 Braddock Place, Suite 350 Alexandria, VA 22314 Phone: 571.699.3011 Fax: 703.566.2267 Email: info@parking-mobility.org Website: parking-mobility.org Postmaster note: Send address label changes promptly to: Parking & Mobility 1330 Braddock Place, Suite 350 Alexandria, VA 22314 Interactive electronic version of Parking & Mobility for members and subscribers only at parking-mobility. org/magazine. Periodical postage paid at Alexandria, Va., and additional mailing offices. Copyright © International Parking & Mobility Institute, 2019. Statements of fact and opinion expressed in articles contained if Parking & Mobility are the sole responsibility of the authors and do not necessarily represent an official expression of policy or opinion on the part of officers or the members of IPMI. Manuscripts, correspondence, articles, product releases, and all contributed materials are welcomed by Parking & Mobility; however, publication is subject to editing, if deemed necessary to conform to standards of publication. The subscription rate is included in IPMI annual dues. Subscription rate for non-members of IPMI is $120 per year (U.S. currency) in the U.S., Canada, and Mexico. All other countries, $150. Back issues, $10. Parking & Mobility is printed on 10 percent recycled paper and on paper from trees grown specifically for that purpose.
Grand Station Exemplifies the New Parking Paradigm By Alejandra “Alex” Argudin, CAPP, LEED AP
A
S THE PARKING PARADIGM EVOLVES, so is the Miami
Parking Authority’s (MPA’s) keen vision for the future of the industry. With all the rapid changes occurring, including technological advances, demographic changes, attitudes toward driving, and ride-sharing options available in the market, there are indications that in the foreseeable future, there will be a potential decrease in the demand for parking. As such, a truly forward-thinking organization should position itself to embrace a new day in the parking paradigm. In light of these trends, MPA is continuously pursuing opportunities to develop mixed-use projects instead of standalone parking garages. Most recently, it signed an agreement with Grand Station Partners, which is building more than 300 rental units in a tract of land previously earmarked for parking next to its signature garage in the urban core. MPA entered into a 99-year lease agreement with Grand Station Partners with a vision of providing shared parking spaces to residents overnight and making them available for transient parkers during the daytime. Occupying 450,000 square feet of space, the Grand Station project is comprised of studios and one- and two-bedroom apartments. The housing affordability crisis in major cities is a global phenomenon and result of urban revival. Thus, in analyzing the trends that are rapidly evolving in front of our eyes, it was important to pause and assess the potential of this valuable piece of land. As a result,
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Grand Station will offer complementary uses to the adjacent Courthouse Garage while serving a growing, young population in need of workforce housing. Instead of the costly expense of retrofitting a parking facility in the future, the option of responding to the needs of the community won hands down. We believe that we are at the crossroads of a major shift in the parking paradigm worldwide and particularly, in Miami. Our young city is a laboratory for the rapid adoption of new urban trends, fostered in part by a new population with an appetite for walkability, a broad use of mobility options, and a desire to be close to where they live, work, and play. ◆ ALEJANDRA “ALEX” ARGUDIN, CAPP, is chief operations officer of the Miami Parking Authority and member of IPMI’s Board of Directors, where she serves as treasurer. She can be reached at aargudin@miamiparking.com.
owerful
your parking and security technology partner Whether you need a solution for a one-in/one-out surface lot, a sprawling municipality, or a multi-facility, multi-tenant, mixed-use operation, Amano McGann offers a variety of product lines with the flexibility to meet your needs and exceed your expectations.
www.amanomcgann.com
Cities with the Most Innovative Transportation Futures How are we all going to get around in the future? It’s a million-dollar (probably way more than that) question and one plenty of cities are trying to answer as they plan. The Street, a financial news website, used a report from Deloitte this year to rank what it says are the cities with the brightest transportation futures. We bring you their top five; see the rest at bit.ly/ transportationfutures.
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HELSINKI, FINLAND. Residents of Helsinki have lots of public transit options and can buy an affordable monthly pass to get around, so it’s no wonder one of its goals is to make public transit the No. 1 choice of transportation by 2025. It hopes to phaseout private cars just 25 years later and is building the infrastructure to do so.
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LONDON, ENGLAND. Alternative fuels, alternative power sources, and healthy streets are priorities here, along with 25 identified “bicycle corridors” that should help boost bike riding as a commuting choice; London’s boasts more than 13,000 shared-system bicycles. It’s also working with carmakers to test autonomous vehicles on real streets.
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STOCKHOLM, SWEDEN. Stockholm is laser-focused on redesigning its city space to make electric bike-sharing and active transportation (think walking) primary transportation choices. Like other top cities, it’s working to test self-driving vehicles on the road and has multiple private and public partnerships to advance that technology.
5
DUBAI, UNITED ARAB EMIRATES. Dubai is a car-heavy city—only 1 percent of its citizens bike or walk to get around, and 83 percent own their own cars—but it’s taking solid steps to change that. An overriding goal is to transform 25 percent of city transportation to autonomous modes by 2030. That’s not so far in the future.
SHUTTERSTOCK / LARANIK / SANTYPAN / SPIROVIEW INC / RUZANNA / S-F
1
BERLIN, GERMANY. The Street calls Berlin a global leader in transportation for its embrace of autonomous vehicle testing and its move to all things electric: By 2030, all cars made in Berlin will be electric, and the city has big numbers of electricvehicle chargers and wirelessly charged electric buses in its fleet. While its tram system is well-designed, the site points out that it only covers about half the city.
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/ THE BUSINESS OF PARKING /LEGAL
A Legal Framework for AV Implementation: Challenges in the Private Sector By Michael J. Ash, Esq., CRE
T
HE NEW FEDERAL GUIDANCE FOR AUTOMATED VEHICLES outlines the best practices
for deployment of autonomous vehicles (AVs). The guidance, “Preparing for the Future of Transportation: Automated Vehicles 3.0” (AV 3.0), was published by the U.S. Department of Transportation in October 2018.
Tesla This article is third in a fourpart series on the legal challenges presented by emerging technologies. Part 4 in the series will examine challenges in the private sector with the regulation of autonomous vehicles. To read the first two articles, visit parking-mobility. org/resourcecenter and search "AV framework."
The private sector is preparing hardware solutions for the deployment of AVs in real-world environments. Tesla, most widely recognized as the innovative e lectric-vehicle company, is also an important innovator in AV technology. According to the Tesla website, all new vehicles come standard with an autopilot function that “enables your car to steer, accelerate, and brake automatically for other vehicles and pedestrians within its lane.” An additional $6,000 option offers customers “full self-driving capability.” The additional hardware and software includes multiple cameras, sensors, and a dedicated computer that will allow the vehicle to: ■■ Navigate on autopilot: automatic driving from highway on-ramp to off-ramp, including interchanges and overtaking slower cars. ■■ Auto lane change: automatic lane changes while driving on the highway.
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■■ Autopark:
both parallel and perpendicular spaces. your parked car will come find you anywhere in a parking lot. If that weren’t enough, Tesla also advertises that coming later this year will be the ability to recognize and respond to traffic lights and stop signs together with automatic driving on city streets. Based on a discussion following Tesla’s Q2 earnings call, the full self-driving capability will become a critical profit center for the car manufacturer. Even though the option will not provide the described scope of work today, orders for the option are increasing. Tesla records the value of the emerging technology as deferred revenue of almost $1 billion on its balance sheet. To begin realizing the profit potential of the emerging technology Tesla is already selling to customers. The private sector will need to continue to innovate and develop uniform standards for AV deployment. ■■ Summon:
Waymo On the software side of AV deployment, private sector developers are working together to write the language of code that AVs will use to navigate in the real world. Google began developing AV software 10 years ago. Now known as Waymo, that segment of
SHUTTERSTOCK / JUST SUPER
States are beginning to address motor vehicle laws, safety guidelines, and insurance requirements to facilitate real-world testing. Local governments and public-sector authorities are working to make the last mile a hospitable environment for AVs to start improving mobility. Ultimately, the private sector is leading the way toward hardware and software solutions to make AVs a reality.
the company recently launched access to the Waymo Open Dataset, a database available for non-commercial purposes of high-resolution sensor data collected by self-driving cars in a wide variety of conditions over millions of miles of real-world driving conditions. By providing access to a trove of information, Waymo is hoping to expedite research and development of AV technology. The ability of other AV developers to examine the data will allow growth based on existing real-world trials. Further, as other AV developers analyze the database, Waymo will be able to test and improve on the data with feedback from other developers. By sharing the data, Waymo hopes to learn which data is the most relevant to AV deployment and potentially what data is lacking and/or restraining AV deployment. By sharing the data, Waymo is inviting more parties to collaborate, which will help streamline the basic
language AV developers use to understand the built environment in which they operate.
The Private Sector The publication of AV 3.0 acknowledges the role of the private sector to safely develop AV technology. Innovation and collaboration are critical in the development of new hardware technology and the research and refinement of software to bring AV mobility to fruition. Our industry will play a major role in both the public and private sector to shape the future of mobility. â—† MICHAEL J. ASH, Esq., CRE, is partner with Carlin & Ward. He can be reached at michael.ash@ carlinward.com.
Made in the USA
PARKING-MOBILITY.ORG / NOVEMBER 2019 / PARKING & MOBILITY 9
/ MOBILITY & TECH
Friction-free Mobility
T
By Todd Tucker
HERE IS QUITE A BIT OF TRENDINESS in the parking and transportation industry. Catchy
phrases get picked up every so often and spread like wildfire. Before you know it, virtually everyone is using the term in every conversation and pitch, even though many don’t have any viable or tangible strategy that corresponds to the catchy term being used.
Consumers will always choose the path of least resistance, and an expectation that they will endlessly download more and more apps to their phone to access one lot versus another isn’t rational.
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other technologies. To achieve this level of seamless experience requires investment in hardware, software, customer research, and customer training, and it doesn’t happen overnight.
Essential Components If you’re a parking asset owner, REIT, parking management company, municipality, airport, venue, or any other entity that might be contemplating a move into friction-free mobility solutions, how do you know where to invest your time and resources? There are four essential components of a friction-free mobility solution: ■■ Infrastructure. ■■ Platform and application programing interfaces (APIs). ■■ Data. ■■ A network of users and partners.
ISTOCK / FRANCESCOCH
Some examples come to mind. We all remember “dynamic pricing.” It was and is everywhere, and yet so few firms today actually dynamically price their rates in the way an airline or hotel might. At best, operators may react to changes from competitors, but no real inputs of supply and demand are used. Certainly, no algorithms are used in the process. Another more recent example is “friction-free mobility.” That term is everywhere I look now. Many firms that had no idea what the term meant six months ago now claim they have a fully baked solution that is ready to roll nationwide, but they have not spent the time building what is truly a friction-free experience. Friction-free means an experience in which customers simply drive into a parking facility with the windows rolled up and their arms inside the vehicle and payment happens automatically in the cloud through license plate recognition (LPR), wireless, or
Infrastructure means there is going to be some investment in hardware to enable the frictionless pathway. Bluetooth is proving to be a reliable, cheap, and fast technology to employ, but LPR, near-field communications, or another method may have an application depending on your site’s setup. Next, you need a digital platform and an API. What this means is that you are connecting your inventory to a transaction-ready interface that offers consumers ubiquitous access to your inventory. If your inventory isn’t online, you can’t sell it seamlessly. A great example of this is in the City of Sacramento, Calif., where almost all public and private sources of parking inventory are being brought together in one unified platform and one primary user interface that gives the consumer the same experience over and over again through a single channel. All of the city’s inventory will be available for sale not only on the city’s apps and websites but also through sports teams and other partners. More of these examples will be popping up in the very near future. Like most efforts in our industry, you need robust data to properly manage the system and to understand your evolving business. Because going frictionless doesn’t mean 100 percent of your customers will convert to this methodology overnight, you need data to manage the inventory balance of old school drive-up customers, traditional monthly customers, and all digital sales. Having good data means you will see the swift progression of your customer mix from traditional parkers to digital parkers. Lastly, you need a network of users and partners. Trying to go frictionless in a vacuum will have a much less pronounced effect and will take longer to implement. This isn’t to say you can’t pursue your own strategy, which may well include your own proprietary hardware and platform, but you need to participate in the larger network around you via whatever means possible. Consumers will always choose the path of least resistance, and an expectation that they will endlessly download more and more apps to their phone to access one lot versus another isn’t rational. Have your own private network if you need to, but be sure to participate in the larger public ones or you are missing the bigger picture. Of course, participate in those global networks with the right economics and contractual protections in place.
Questions to ask: Who are your partners? Where are your solutions currently deployed? Can you explain the breadth of your network? What is your hardware solution, and how much does it cost? Ask for the deep details, not the top-level sales pitch lines. Another trendy conversation in parking and transportation right now is “consumer experience.” It’s not a fad—Uber and Lyft taught us that. Simply put, a frictionless mobility solution is a short path to the ultimate consumer experience in parking. Don’t be late to the dance or your customers will choose the path of least resistance, which will be the garage next door to yours. ◆ TODD TUCKER is senior vice president with Arrive, Inc. He can be reached at ttucker@arrive.com.
Every Ticket Imaginable 800.241.8662 | info@southlandprinting.com
Parting Thoughts Having multiple partners is never a bad thing, but make your strongest bets on the players that can survive your scrutiny. PARKING-MOBILITY.ORG / NOVEMBER 2019 / PARKING & MOBILITY 11
/ ON THE FRONTLINE
Don’t Just Talk. Listen. By Cindy Campbell
A
T A RECENT INDUSTRY EVENT, I had the opportunity to sit
with a group of colleagues I hadn’t previously met. Over lunch, we had an interesting discussion regarding employee turnover and “company jumping.” It seemed to all of us that turnover was on the rise, but why? Is it a generational issue? Could it be about pay and benefits? Why does it seem to be a bigger issue than in years past? “I’ll tell you my reason for leaving my last position,” offered a 30-something member of our discussion. “In my last position, I was well-compensated. The company provided me with a great benefits package. I saw it as an outstanding opportunity when I joined that team. I learned pretty quickly that while money was my initial motivation to join the com-
pany, it wasn’t enough to keep me there. For me, it all came down to loyalty. It’s a two-way street, and they didn’t understand that. You can’t expect loyalty from employees if you don’t give it as well.” On my flight later that day, I reflected on that discussion. What exactly does loyalty from an employer look like? How do we effectively demonstrate loyalty to
our team members? How are we reflecting the loyalty we also want to receive from team members?
Demonstrating Loyalty If you do a quick Google search, you’ll find multiple lists of ways to increase employee retention and demonstrate loyalty. Some of the tips that show up repeatedly include things such as meaningful work, an attractive pay and benefits package, showing appreciation for hard work, and recognition for a job well done. All of these are absolutely meaningful and important, but I want to focus on what I believe is the overarching point that connects most of these points: Don’t just talk. Listen.
The bottom line: Simply announcing that you have an “open door” policy doesn’t necessarily mean that you’re actually open to hearing what others have to say. (Believe me, your employees know if your communication door is genuinely open or not.)
SHUTTERSTOCK / FIZKES
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Just like loyalty, communication is also a two-way street. As leaders, we sometimes get so caught up in the accomplishment of tasks that we forget to stop, ask questions, and listen to the thoughts and observations of our team members. Too often, leaders assume they know what their people want. Unless we’re asking, how can we be sure?
Make Time to Talk Traditionally, we conduct exit interviews when someone is leaving the organization. We’re missing the boat if we’re only asking questions about job satisfaction when they’re on their way out the door. On a regular basis, ask members of your team what they appreciate—what keeps them working for you and where they believe improvements could be made. These one-on-one conversations help to
establish and maintain a positive manager-employee feedback loop. Include time to check in on their overall progress and employee satisfaction. Listen for ways to best support them in their professional growth within the organization.
Provide Coaching It’s important to make sure your employees know that you support and value their development. Coaching helps strengthen skill sets and promotes growth. A Gallup poll found that 87 percent of millennials view professional development as a priority and “their number one source of development is their manager.” The bottom line: Simply announcing that you have an “open door” policy doesn’t necessarily mean that you’re actually open to hearing what others have to say. (Believe me, your employees
know if your communication door is genuinely open or not.) While a competitive benefits package is certainly a motivator, it won’t keep your best and brightest. Today’s workforce is redefining workplace culture and changing the dynamics of the manager-employee relationship. As leaders, we must be prepared to take on the role of coach, mentor, and career counselor. Helping our team members develop their talents increases engagement and boosts organizational efficiency. Show your employees how much they’re valued while increasing loyalty and retention. ◆ CINDY CAMPBELL is IPMI’s senior training and development specialist. She is available for onsite training and professional development and can be reached at campbell@parking-mobility.org.
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/ PARKING & MOBILITY SPOTLIGHT/CASE STUDY
Artificial Intelligence for Parking Insights: A Case Study
T
HERE HAS BEEN A SURGE OF NEW KEYWORDS AND PHRASES be-
ing used in the parking and mobility environment, including artificial intelligence, machine learning, and big data. What do these terms mean, how are these technologies being implemented, and can they work for your organization? Here are some definitions, helpful tactics, and one example of how a city used machine learning to benefit their planning and implementation.
or advanced technology could improve monitoring of these areas. Start small, think big. ■■ Consider how your existing infrastructure can adapt and/or upgrade to accommodate more modern technologies. If you are working with systems three to five years old, it may be time to reevaluate.
Definitions
The City
■■ Artificial Intelligence:
Computer systems that are able to do what only humans could do previously, including decision-making and visual perception. ■■ Machine Learning: Data analysis that automates analytical model building. It’s a branch of artificial intelligence that supports the idea that systems can learn from data and make decisions based on this learning with minimal human intervention. ■■ Big Data: Very large data sets that can be analyzed to reveal trends, patterns, and associations. Today’s cities also have the goal of being smart cities, that is, cities that continuously adapt with the changing technology and innovation landscape. Smart cities use the internet of things (IoT) and sensors to collect information and then use
advanced analytics capabilities for more informed decision-making in near-real time. If you’re still using feet-on-the-street to collect parking and mobility data, this may seem like a stretch. How can you get started? Here are a few suggestions: ■■ Reach out to other cities or agencies that use technologies and learn from their successes and mistakes. ■■ Attend local- and university-driven educational sessions. Bolster your awareness of the startup environment around you; you will most likely find students or new companies looking to perfect their technologies with your information. ■■ Make note of the high-touch areas in your environment that require consistent intervention, whether it’s a parking meter that is consistently malfunctioning or an area with an overload of delivery vehicles. Investigate how sensors
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Here’s an example of a city using technologies to advance the efficiency of their streets: Steel City, the City of Bridges—also known as Pittsburgh, Pa.,—was recently designated as one of the most livable cities in the U.S. The city has received an influx of students, housing, industries, and businesses. With the surge of infrastructure comes an increase in construction, traffic, and snarled parking. Aging roadways and bridges built in the 1900s are often ill-equipped to handle 2019’s traffic flow. Along with the increase in population, the trends driving renewed interest in the curb include urbanism, increased delivery, new mobility, and the rise of transportation network companies. Pittsburgh has one of the most active bicycling advocacy communities in the
SHUTTERSTOCK / TIPPAPATT
By Elmer Boi
country and has implemented protected bike lanes, bikeshares, and increased bike parking. The city is also home to Carnegie Mellon University, the launchpad for a variety of autonomous vehicle (AV) companies. AVs are traversing Pittsburgh’s roads, using the complex street pathways to train and test future vehicles. To investigate and alleviate these mobility concerns, the City of Pittsburgh targeted the Strip District, one of its busiest and oldest neighborhoods, as its subject to optimize parking and curb space and to determine the effect of construction on its urban pathways.
The Solution Pittsburgh has also been named one of the most digitally inclusive cities in America, so solutions to optimize the Strip District’s mobility were quick to materialize. The Department of Mobility and Infrastructure sought cooperation with Allvision IO, a geospatial data analytics company that optimizes data collected from mobile sensing platforms to generate curb insights. Information from autonomous vehicles’ temporal photo and LiDAR data provided details as to how and when pathways are utilized and by what methods. In the not-too-distant past, employees or crowdsourced volunteers walked on foot and marked each signpost or car with a clipboard in-hand or via mobile device photos. This new technology increases productivity and efficiency and eliminates the need for manual data recording. In the Pittsburgh project, peak parking behavior was observed and analyzed between 16th and 26th streets along Smallman and Penn Avenue and select side streets. Reporting was focused on parking usage classified by civilian and commercial use, as well as vehicle type (car, motorcycle, truck, construction, etc.). It also identified areas of under/over utilization and illegal usage with a focus on understanding drop-off, pickup, and delivery patterns.
7,162 feet of no-parking zone; 4,877 feet of paid parking; 540 feet of free parking; 177 feet of hydrant zone; 645 feet of loading zone; and 95 feet of accessible parking zone. The study also revealed a large percentage of parkable space disrupted by construction that accounted for an estimated 23 percent of revenue loss for the city. Parking violations were largely found to be loading zone infractions carried out by civilian vehicles. These infractions remained consistent across all observed times, but did condense along 21st Street between Penn and Smallman. Software technology was able to capture a unique insight into the heartbeat of Pittsburgh’s Strip District and provide a higher accuracy model of the region and the behavior of its citizens. As a result of the findings, the City of Pittsburgh plans to incorporate additional studies into its future planning for curb space, parking, and construction for the Strip District and beyond. ◆ ELMER BOI is founder of Allvision IO. He can be reached at elmer@allvision.io.
The Methodology Data was captured for the specified area on two consecutive weeks on Tuesdays, Thursdays, and Sundays from 11 a.m. to 2 p.m., resulting in approximately four passes per day. The research company partnered with a local AV company to supply LiDAR and imagery for parking analysis. As an autonomous vehicle passed through the Strip District, the data collected was archived, uploaded, and used to build a base map that encoded curb locations and associated parking rules along each block face. Data from each subsequent pass was used to identify and classify parked vehicles. Vehicle locations were also compared against the parking rules to establish the results.
The Results The capture counts included 59 faces; 314 spaces; 121 miles; 11,719 vehicles; and 639,516 feet. Capacity results included PARKING-MOBILITY.ORG / NOVEMBER 2019 / PARKING & MOBILITY 15
/ THE GREEN STANDARD
Four Steps to Create a Sustainable Plan for Your Parking Operation
S
By James Fedor
USTAINABILITY MEANS DIFFERENT THINGS to different businesses and organizations.
For a parking operation, sustainability can be summed up in three overarching objectives: increased efficiency, better customer service and experience, and becoming more environmentally friendly. But how does a parking operation achieve these objectives? Four steps can help you create a sustainable, long-term plan for your parking operation.
Goal-setting is the first step toward sustainability. Before digging deep into your long-term goals and plans, you first need to identify your primary objective. Do you want to maximize revenue first and foremost? Focus on providing the best customer service? Maximize throughput? Knowing this will help guide your goal-setting and ensure that your plans all point toward the same objective. Next, you need to ensure that you have a thorough understanding of where the parking and transportation industry is trending as a whole, as well as where your own market is heading. For example, an urban parking operation will need to plan for the rise in demand for the curb, while a university will need to consider an increase in commuter students coupled with the rise of alternative forms of transportation. Researching and understanding these trends is essential to ensuring that your goals are in line with (future) reality. Once your primary objective is set and you have a grasp of where the industry is heading, it is time to set your short- and long-term organizational goals. These should be based on a 15- to 20-year plan, 16 PARKING & MOBILITY / NOVEMBER 2019 / PARKING-MOBILITY.ORG
with a focus on making your operation more efficient over time. This could mean reduced capital expenditures from installing gateless garages or leveraging mobile infrastructures, optimizing staffing by implementing license plate recognition (LPR) or remote cashiering, or developing green initiatives such as Parksmart certified structures or virtual permits.
2. Factor in the Community In addition to looking at your own organization’s goals and needs, it is important to consider those of your community. At a base level, this requires knowing your patrons’ parking habits and needs. How willing are people to pay for parking? Does your customer base primarily consist of long-term business and residential parkers, or is there a greater need for short-term parking for retail? How many visitors/ non-residents does your operation serve? This goes beyond parking habits. Look at public transit use and the prevalence of ride-share and on-demand vehicles, and think about how you can collaborate, rather than compete, with those methods. Find out if there are any major construction projects in the pipeline that will affect traffic flows and, in turn, your garages or lots. Research the latest technology trends and ways that your operation can implement them. Planning around these factors will help you tailor your operation to your patrons and community, provide better customer service, and increase revenue as you grow. It is imperative that you are in communication with the various stakeholders in your operation, such as
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1. Set Your Goals
local governments, university leadership, or influential businesses. If you do not do this and are unable to plan properly for changes around you, your operation will be reactive instead of proactive. For example, a university might build more educational facilities but not add parking to accommodate, leaving the parking department scrambling to find spaces for students and faculty. Getting a seat at the table and being involved in your community’s long-term growth planning will help prevent these situations and ensure a proactive planning process.
3. Consider the Environmental Effects A large part of sustainability is becoming more environmentally friendly, so it is important to consider the environmental impact of your plan. With regard to infrastructure, sustainability should be at the core of any new construction or renovation project in your plan. This could include smaller, incremental changes such as installing energy-efficient lighting and natural ventilation systems, or large initiatives such as pursuing LEED or Parksmart certification. It is also important to consider traffic patterns when building a new structure or lot and place the entry and exit points in spots that will minimize congestion. You should also consider the environmental effects of your parking solutions and policies. Gateless entry points and wayfinding systems significantly decrease idling time, which cuts down on emissions. You could also reduce idling by setting up your pricing structure to provide discounts as an incentive for patrons to enter or exit during non-peak hours or during specified time periods related to local business needs. Additionally, implementing virtual permits, on-demand reservations, or ticketless entry/exit reduces paper waste.
4. Determine the Solutions After setting your organizational goals, looking at your community’s needs, and considering your operation’s impact on the environment, you can make an informed decision on what kinds of solutions you will need to reach your goals. For a municipality, this might mean a switch to mobile payments for on-street parking to reduce paper waste and appeal to a tech-savvy population. For a university, it could signal a move to virtual permits with LPR enforcement to improve staff efficiency and customer service. For a private operator, it may entail implementing a wayfinding or valet system to reduce congestion and emissions while also improving space utilization.
Once your plan is in place, it is important to reevaluate it every five to seven years and determine if you need to make any changes to accommodate your needs. For example, electric scooters have become a nationwide phenomenon in a very short period of time, and often the burden to manage them falls on the parking department. A plan set in place five to seven, or even three, years ago would not have planned for these scooters. Additionally, as new technologies are developed, there may be opportunities for you to implement them to make your operation more efficient or improve your customer service. With proper planning and a future-centered focus, your parking operation can be sustainable for years to come. ◆ JAMES FEDOR is director, PARCS product management, with T2 Systems, Inc. He can be reached at james.fedor@t2systems.com.
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ASK
THE
EXPERTS 2019 is coming to a close. What resolution would you make for parking and mobility in 2020?
Casey Jones, CAPP, MPA
Debbie Hoffman, CAPP
Victor Hill, CAPP, MA
David Hill, CAPP, MA
Senior Parking & Mobility Planner DESMAN
Director, Transportation Services Texas A&M University
Director, Parking & Transportation Services University of Wisconsin-La Crosse
CEO Clayton Hill Associates
Fully integrate parking in mobility solutions and mobility in parking solutions. Parking and mobility must be considered a dependent relationship; we will never be successful reducing traffic and parking in core areas if we do not also provide alternate ways to move people into and out of those very areas.
Resolve to embrace the realities we face on a daily basis. Consider future needs based on best practices and progressive planning/ design principles. Be more open to seemingly radical ideas that go against philosophies that may no longer be relevant.
One of the most important things I can do as a consultant, co-worker, spouse, and parent is listen. I plan to spend 2020 improving my listening skills.
I would resolve to work toward developing a college-level program for a diploma in urban mobility studies.
Mary Smith, PE Senior Vice President Walker Consultants To see all in our industry take a more proactive role in presenting positive stories and talking points about parking and as a first step to do something proactive about changing minimum parking requirements.
/ HAVE A QUESTION? Send it to editor@parking-mobility.org and watch this space for answers from the experts.
The opinions and thoughts expressed by the contributors do not necessarily reflect the opinions and viewpoints of the International Parking & Mobility Institute or official policies of IPMI.
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Strategic Planning and Management Maintenance and Restoration Design and Construction Technologies www.kimley-horn.com/parking
Out A new IPMI partnership teaches frontline parking professionals to deescalate conflict and defend themselves if necessary.
20 PARKING & MOBILITY / NOVEMBER 2019 / PARKING-MOBILITY.ORG
By Kim Fernandez
I
T’S A TOO-FREQUENTLY HEARD SCENARIO: Just doing his or her job, a parking enforcement officer (PEO) is screamed at, threatened, berated, chased down, or, in a worst-case scenario, attacked by an irate driver with a weapon. Nobody likes getting a parking citation, but sometimes people get so angry that the situation gets out of control. Few PEOs are trained to effectively defuse a bad situation, much less defend themselves without making things worse. And as time goes on, the YouTube videos and news reports only grow in number.
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of Danger There is effective training out there, including courses offered by IPMI, on conflict management and effective communication that can make a huge difference in a lot of cases. But when things get really bad, when that car owner pulls out fists or a knife or a gun, words might not be enough to get an officer out before something awful happens. That was the situation faced by Richard Dollhopf, manager of parking enforcement for the City of Milwaukee, Wisc. A former police lieutenant, Dollhopf knew well the dangers that could be faced by PEOs; he also knew PEO limitations. “Some of us are from law enforcement and we understand,” he says. “We might have had pepper spray, a taser, a gun—different ways of controlling the situation outside of something verbal. Our parking officers don’t have that. They’re stuck there with what’s on top of their shoulders and they need to use that to be sure they’re safe.” As the saying goes, that’s easier said than done, particularly when an angry, armed person is losing his or her composure. So Dollhopf got in touch with Vistelar, which has partnered with IPMI to offer a unique kind of staff training. And that has changed the way Milwaukee parking officers think, act, and do their jobs.
The Training Vistelar provides conflict resolution training from its Milwaukee base to everyone from flight attendants to hospitality industry professionals to police departments and beyond. “All of our backgrounds are in law enforcement,” says company partner Bill Singleton, also a former cop. “What we teach is very adaptable and transferrable, but the way it’s delivered and who delivers it is very specific.” Vistelar’s training covers the full gamut of conflict resolution—human conflict, crisis intervention, protection, and active shooter—with the goal of minimizing dangerous situations, teaching people how to safely deescalate or escape, and if necessary, how to defend themselves. The training includes a hands-on physical component that most conflict resolution courses can’t include for liability reasons. Dollhopf knew the company from his Milwaukee Police Department career. “We used Vistelar for some of our specialty teams,” he says. “I’d taken the classes and knew it was very good training.” So when he decided his parking staff needed to know how to deal with an increasingly irate response to doing their jobs, he reached out. The response wasn’t exactly what he expected. “They didn’t come out here with their preset PARKING-MOBILITY.ORG / NOVEMBER 2019 / PARKING & MOBILITY 21
"All of our backgrounds are in law enforcement. What we teach is very adaptable and transferrable, but the way it’s delivered and who delivers it is very specific.”
training program,” he says. “They came to the office, interviewed our staff and supervisors, got copies of incident reports from cases where there had been threats to our staff, looked at our safety issues, looked at our vehicles, talked about what equipment we had, and came up with a training program that was completely customized for our staff. They did an amazing amount of legwork to give us that customized program.” Milwaukee’s parking officers got their first dose of training at the end of 2017, continued into 2018, and now all city PEOs receive 16 hours of classes before they hit the streets, with continuing training for all throughout the year.
Lessons Human nature is to go on the defensive when someone angrily accosts us. The first lesson in defusing those situations is to go against that nature. “When someone approaches and they’re angry about getting a citation or having their vehicle towed, how we react to that shouldn’t be in a defensive way,” Dollhopf explains. “We need to explain to them why we do what we do, and some of us really don’t know how to do that properly. We need to explain why we write a citation, how people need to park to avoid the situation, and why they need to do that.” Doing all of that in a non-defensive way, he says, can knock the aggression right out of the situation. “The goal,” he says, “is to change that conversation to the point where the person understands why they need to park legally. Reacting in a productive way can lead to that conversation with a PEO and encourage the person to not park illegally again. And that’s our main goal—to build up compliance.” Doing it calmly and without defense also keeps the PEO safer. Singleton says that’s a key part of nonescalation, or keeping a situation from going bad from the first encounter. “There’s that automatic ramp-up,” he says. “We talk about redirection. How do you redirect someone in a timely fashion to go back
and start over? Part of that is treating people with dignity by starting with respect. What’s your mindset? How do you approach someone?” It’s a learned skill, particularly in a situation where someone starts by yelling or with aggressive posture—or an all-out threat. “We show officers how to approach someone,” Singleton says. “We show them how to have their hands placed, what a universal greeting is. ‘Hi, My name is Bill. I’m a parking ambassador and I see you’re struggling. Is there something I can help you with?’” “That identifies who you are, what your organization is, why you’re there, and asks a relevant question. And then it’s their turn as a citizen to ask you a question.” Another key skill is active listening. That’s listening to understand, not listening to fire back, and it’s a key part of nonescalation or deescalating a situation that’s already going bad. “You’re going to use active listening skills to understand what’s going on and to communicate to the other person that you can solve this problem together,” he says. “If you don’t know how to talk to people or start a conversation that way, we’ll give you all of those methods on a card to jog your memory. This is what you’re going to say and why.” After that, he says, it’s all about practice; after all, this doesn’t come naturally to everyone.
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“We teach all of this and then we ask people to handle a situation and they freeze,” he says. “What’s easier than hello? There’s your conversation starter. Now practice that as a parking ambassador. Show you’re prepared, show you’re competent, have some authority, and show you’re a professional. People will view you differently than if you just walk up and say, ‘Here’s your ticket.’” Dollhopf says that part of the training has made a big difference. Not all PEOs come into the job with customer service knowledge, and just knowing how to speak with someone in an unhappy situation can be huge. “Knowing how to explain the situation properly really is making our contacts with citizens better,” he says. “We can’t control how situations end, but we can always control our part of the conversation. We keep it safer, more educational, and positive.”
Vistelar and IPMI “We’ve all heard about serious assaults and even homicides of frontline parking professionals,” says Cindy Campbell, IPMI’s senior training and development specialist, who travels around the country training industry professionals. She learned about Vistelar’s training in Milwaukee and worked with the company on its program for parking officers. “This is not dumbed-down police training,” she says. “It’s specific to us.” “This training gives our people the ability to avoid or escape aggression or violence,” she explains. And that’s why IPMI entered a partnership with Vistelar to offer it to parking professionals in all kinds of organizations. “People are more aggressive than they used to be,” she says. “This is a societal thing—people are just less tolerant.” By combining nonescalation and deescalation tactics with physical techniques for self-defense and escape, she says Vistelar training offers parking professionals the tools they can use to stay safer. For more information on Vistelar training, contact Cindy Campbell, IPMI’s senior training and development specialist, at campbell@parking-mobility.org.
Physical Training Talking in the right way can defuse a lot of bad situations. Sometimes, though, a PEO will find him or herself in a tight spot that words won’t help with. That’s where Vistelar’s physical training comes in. “It’s not crazy physical training,” Singleton says. “It’s low-level physical protection stuff. It’s a mindset. What happens if somebody gets in your face or somebody takes a swing at you?” The goal is two-fold: Defend oneself and get out. “If it gets to the point someone’s attacking you,” Dollhopf says, “our people learn how to deflect the strike and get out of there. The main goal is always to get out of the situation and not stand there and go toe-to-toe with somebody. It’s about preventing yourself from getting hurt. “The training teaches situational awareness,” he continues. “What’s around you? Where are exit routes? It’s all important. We can’t just send our people out there blind.”
His staff was hesitant going in, he says, but now the reaction about the training is, “it’s about time.” “We have a staff of 62 enforcement officers,” he says. “Some didn’t want to do it. Some didn’t think they needed it. But the one officer who was vocal about not wanting the training was the one who told me afterward that it worked.”
Results Dollhopf says threatening or violent incidents against PEOs are down since he started Vistelar training in Milwaukee. “We started doing safety reviews every month, and this was the first month after we started that we had no safety incidents to report,” he says. “We encourage our staff to report these things, take action, get the police involved, and inform the rest of our staff of the situation.” His department has also taken advantage of Vistelar’s trainthe-trainer component to teach onsite staff how to train new employees and offer continuing training on an ongoing basis. “We have in-house trainers here,” he says, and the program is growing. “Parking enforcement is part of the department of public works,” he says. “We realized this training is needed for our sanitation workers, our water meter technicians, our forestry inspectors. Everybody in public services needs some kind of training like this.” ◆ KIM FERNANDEZ is IPMI’s director of publications and editor of Parking & Mobility. She can be reached at fernandez@parking-mobility.org.
24 PARKING & MOBILITY / NOVEMBER 2019 / PARKING-MOBILITY.ORG
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Peanut Butter,
How the University of Texas at San Antonio successfully grew its donations-for-citations program into year-round good. By Lauren Beaver
26 PARKING & MOBILITY / NOVEMBER 2019 / PARKING-MOBILITY.ORG
Toys, and Time C
REATIVE PARKING CITATION PAYMENT OPTIONS have gained popularity, from paying cita-
tions with donations to local charities to stocking food pantries on college campuses. The University of Texas at San Antonio (UTSA) began offering parking citation donation options in 2015 with a variety of creative payment options designed to increase customer engagement, improve campus parking education, and offer financial leniency. Creative payment options include the annual Peanut Butter Parking Campaign, the holiday-themed Toys for Tickets, and an ongoing volunteer-hour payment program. Each payment option provides a different form of financial flexibility, offers educational opportunities at key touchpoints during the academic year, and encourages community engagement with on-campus departments and local charitable organizations.
SHUTTERSTOCK / MARTIN STIAVNICKY
The University UTSA is a public, urban-serving university specializing in cyber, health, fundamental futures, and social-economic transformation. With more than 32,000 students, it is the largest university in the San Antonio metropolitan region. UTSA advances knowledge through research and discovery, teaching and learning, community engagement, and public service. The university embraces multicultural traditions and serves as a center for intellectual and creative resources, as well as a catalyst for socioeconomic development and the commercialization of intellectual property. With USTA’s growing campus population and its strong presence in the local community, parking citation donation programs are another way the university engages with students, faculty, staff, and visitors to enhance the campus experience. A key aspect of citation donation campaigns is the ability for UTSA Campus Services—the department that oversees parking, transportation, and many other auxiliary services—to offer direct education about parking rules and regulations in a positive, engaging way. The audience on a university campus is always changing as new students arrive and others graduate. Because of this, each academic PARKING-MOBILITY.ORG / NOVEMBER 2019 / PARKING & MOBILITY 27
Peanut Butter, Toys, and Time year brings a new group of customers requiring knowledge about where and how to park on campus. During citation donation campaigns, Campus Services staff engage customers in conversation when they arrive to pay their citation, using the interaction to explain why the citation happened and how to avoid future citations. The customer benefits from financial leniency, the university benefits from gaining a communication opportunity, and the community benefits from the donations received.
Peanut Butter Parking Campaign In August 2015, UTSA Campus Services launched its first Peanut Butter Parking Campaign, an event that now occurs at the start of each fall semester. During this campaign, customers donate peanut butter as payment for eligible citations ranging from $25 to $100. Peanut butter donations are 40 ounces for lower-value citations and 80 ounces for higher-value citations. Eligible infractions focus on the most common citations issued at the start of the academic year, including parking without a valid permit, which is typically issued to individuals with no parking permit or with an expired permit, and parking without a proper permit, issued when individuals park in a location not allowed by their permit. In previous years, customers have saved a total of more than $11,000 in citation fees. Peanut butter was selected as the donation item after reviewing the San Antonio Food Bank’s most
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requested items. Thanks to its high level of protein and long shelf life, peanut butter routinely tops the list. In past years, the Peanut Butter Parking Campaign collected significant donations, with the highest total weighing in at approximately 1,000 pounds of peanut butter. Beginning in the fall 2019 semester, donations are split between the San Antonio Food Bank and the university-based Roadrunner Pantry, ensuring both the campus and local communities benefit from donations that help reduce food insecurity. The educational component of the Peanut Butter Parking Campaign is especially important due to its timing at the start of the academic year. The campaign provides the university with an established education and communication touchpoint in the first few weeks of the semester, allowing valuable parking information to be shared before poor parking habits can become ingrained. By communicating with the campus community early in the year, Campus Services strives to reduce future citations as both the semester and academic year progress. In addition, this positive donation-centric interaction helps the department build an engaging relationship with customers.
Toys for Tickets On the heels of the Peanut Butter Parking Campaign is the annual Toys for Tickets drive, which launched during the 2016 holiday season. During this drive, customers can again donate an item for financial leniency
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on a parking citation. Toys for Tickets accepts toys in exchange for 50 percent off any single outstanding parking citation. Toys must be new and have a minimum value of $5. At the conclusion of the campaign, Campus Services delivers the toys to the Elf Louise Christmas Project, a nonprofit that distributes toys to families in need in the greater San Antonio area. Just like the Peanut Butter Parking Campaign, the timing of Toys for Tickets is key. Held in late November or early December, this drive provides financial leniency just prior to December graduation and the end of the semester. Outstanding parking citations can lead to financial holds on student accounts, which can prevent individuals from completing tasks such as registering for courses or ordering transcripts until the hold is resolved. With Toys for Tickets, customers can pay the outstanding citations at a reduced rate, clearing potential holds due to parking citations and leading to a smoother experience as the semester concludes. Just like the Peanut Butter Parking Campaign, Toys for Tickets offers UTSA the ability to provide education to customers on the reasons for the citations and how to avoid them—this time, at the halfway point of the academic year.
Volunteer-hour Payment Following the success of the citation donation events, Campus Services rolled out an ongoing payment option for citations in the form of volunteer hours. Customers 30 PARKING & MOBILITY / NOVEMBER 2019 / PARKING-MOBILITY.ORG
volunteer with approved local charities, verify their volunteer hours through the UTSA Center for Civic Engagement, and present their certificate of completion to Campus Services. Both full and partial payment with volunteer hours are accepted; any remaining balance on the citation requires standard payment. One hour of volunteer time is equivalent to $25. Customers have 90 days after the citation issuance date to complete the volunteer hours, allowing time to find and complete an approved volunteer opportunity. Just like the citation donation events, payment with volunteer hours offers financial leniency and allows students, faculty, staff, and visitors to give back through a variety of charitable opportunities. The key difference between volunteer-hour payment and citation donation events is the ongoing nature of volunteer hours. This payment option is available throughout the year, which creates ongoing opportunities to educate customers and provide them with alternatives to standard citation payment. Additionally, customers can select from a wide array of volunteer opportunities that appeal to their personal interests at numerous local organizations. Ultimately, creative citation payment options provide positive engagement with the campus community through charitable events, education, and financial leniency. By encouraging charitable donations and volunteerism, the campus community is provided with a variety of opportunities to give back to both the university and the San Antonio community while learning important information. The organizations that partner with the university benefit from the donations and volunteer hours their charities receive, further forging a positive relationship between UTSA and the local community. Finally, the importance of communication and education cannot be overstated. Citation donation opportunities provide a positive way to educate the campus community on important rules and regulations that affect daily life on campus. By providing parking education in a way that engages customers and encourages their participation, the university is able to disseminate information and communicate with the campus community in new, proactive ways that enhance the campus experience. â—† LAUREN BEAVER is assistant director of communication and customer relations for UTSA Campus Services. She can be reached at lauren.beaver@utsa.edu.
Visit us at www.flashparking.com
Capital programming keeps garages up to date and well maintained, and just makes good sense. By Chris Perks,
SHUTTERSTOCK / MARADON 333
CAPP, PE, LEED AP
32 PARKING & MOBILITY / NOVEMBER 2019 / PARKING-MOBILITY.ORG
Start Finish
FROM TO
W
HETHER YOU MANAGE ONE GARAGE OR 20, they’re going to de-
teriorate over time and require repairs and modernization. Maybe you’ll need to build a new one or several. The design and construction process can be disruptive to operations, time consuming, and costly, so it’s best to plan for it and get it right the first time. If you are fortunate, your organization has a permanent group of experienced professionals dedicated to that mission. If the scope of your project is limited, you will likely be engaging consulting architects, engineers, and construction managers. Whatever your situation at the outset, it will benefit you to have some overall understanding of the process and understand the key elements to success. Trust me, most of the essentials presented here were learned by making or observing mistakes. Mistakes in construction can cost hundreds of thousands or even millions of dollars, not to mention the time delays and personal agitation that can result. I define capital programming as all the various activities—inventory, assessment, scoping, estimating, budgeting, scheduling, procurement, design, construction, and commissioning—that are required to keep a portfolio of building assets safe, functional, modern, and attractive and to maintain continuity of operations. In the beginning, there are the complaints, usually from the operations staff who observe them firsthand: Spalling concrete fell on a customer’s car. A sinkhole appeared in the parking lot. The roof is leaking. The elevator keeps breaking down. The lights don’t work. A customer drove through the
fence. The alarm keeps going off. The air conditioning won’t work. A vehicle caught on fire. The list goes on. These reports come in a steady stream whether you have a capital program or not. Depending on how you are organized, these emergent events are usually logged in and responded to by the facilities, maintenance, and/or engineering departments. If in-house maintenance staff can’t handle it and the work exceeds the bid limit (which is ridiculously low in many jurisdictions), it gets scoped, estimated, and folded into the capital program. Somewhere.
1
Step One: Inventory and Assessment I had a client who was the chief engineer for a school district with 250 buildings. There was no capital plan. I asked him, “Elwood, how do you manage this system with no plan?” His reply: “Chris, see that phone right there? There are 250 school principals, 20 school board members, 17 city council members, the superintendent of schools, and the mayor, who all have that number and who don’t hesitate to call me up and tell me what my priorities should be.” He was always putting out fires. We performed a room-by-room and system-by-system inventory, assessment, and cost
PARKING-MOBILITY.ORG / NOVEMBER 2019 / PARKING & MOBILITY 33
estimate of all those buildings and presented a computerized database of needed repairs with costs, which exceeded $750 million. That database, along with the school district’s needs for new construction, resulted in a capital program well in excess of $1 billion. Twenty years and $2 billion later, that same district now faces capital program needs in excess of $4 billion. Daunting. For structured garages, best practices require an inspection not less than every three years or as required and conducted by an experienced structural engineer who specializes in parking garages. But if you are not getting traction with the implementation of your program, those experts will note the same deficiencies year after year. The same holds true for systems: drainage, plumbing, HVAC ventilation, electrical, fire protection, and elevators. Depending on what region you are in, I recommend a separate mechanical, electrical, and plumbing (MEP) firm for these systems inspections, although many of the national garage structural firms have very competent MEP groups in-house. The rule of thumb for new construction is that roughly one-third of the cost is MEP and systems versus the foundation, structure, and architectural
elements. That can be higher for older structures. Because they are out of sight, maintenance of these systems tends to be deferred if they are not acting up. When they do fail, they get a lot of attention (air conditioning, elevators, etc.), and there is urgency to fix them, which is not always easy due to their cost and complexity.
2
Step Two: Programming
I define capital programming as all the various activities— inventory, assessment, scoping, estimating, budgeting, scheduling, procurement, design, construction, and commissioning—that are required to keep a portfolio of building assets safe, functional, modern, and attractive and to maintain continuity of operations.
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SHUTTERSTOCK / MRMOHOCK
This is actually the fun part. Take the recommendations from the engineers’ reports and summarize them in a reconciliation report, with a schedule of repair completion for items identified in their condition appraisal. Then add in the complaints, major projects, and the wish list from the operations staff. Now you can begin to group and prioritize the whole program. Typically, any life safety issues are addressed first followed by structural repairs and drainage, systems, and finally the modernization initiatives. But there are always exceptions. List all projects with their costs and the year of proposed implementation, usually over a five-year period. Be aware of your organization’s capacity to deliver design and construction product. The most common
4
capital program phenomenon, especially in public agencies, is schedule drift. Despite valiant efforts, often at the end of the year only a fraction of the proposed projects are underway, much less completed, and the remainders are simply moved to the future years. There are a number of factors for this, which we will discuss later. Next comes the most important part of the programming cycle. You must thoroughly vet your proposed program with your counterparts in the operations department. It is a very common problem for the facilities staff, architects, engineers, capital program managers, or construction managers to operate in a bubble because they think they know what’s best for the asset portfolio. Never forget that the primary mission of the organization is parking! All other activities should be in support of those parking operations. An added benefit is that you will gain valuable allies when presenting your capital program later to your corporate executives and board of directors for their buy-in.
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Step Three: Budgeting
Step Four: Stakeholder Buy-in Now that you have your newly minted (draft) capital program, it’s time to get approval from senior executives, board members, and other stakeholders, usually other government agencies and the public, especially if you will need to issue bonds. You must prepare a narrative to accompany the budget cost tables. Pictures and graphs can help with this communication. Be prepared to defend every project, and be prepared to have some modified and some rejected. It’s a process that often requires compromise. But in the end, you should have achieved consensus approval for the capital program.
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Your next stop is the finance director to discuss the available funding resources to support the program. There are two categories for short- and long-term financing. The short-term method uses dedicated funds from the annual operation budget, which would normally be net revenues or retained earnings, but in this case are committed to repairs and capital improvements—sometimes causally referred to as “pay-asyou-go.” Remember that in addition to your intentional capital program projects, there are always going to be emergent, unanticipated projects every year. Always provide an annual contingency for those occurrences. When needed repairs or improvements are well in excess of available surplus revenues, a public agency will usually issue tax-free municipal revenue bonds. This has been a standard practice for nearly 100 years. The future payments to the bondholders are secured by projected revenues from the parking operations. Bonds are usually long-term—20 to 30 years—and level out the required annual payments into a predictable debt service line item. Bonding is another fun exercise, but it does bring with it many constraints to the program as required by the subsequent indentures and terms of the bonds. One requirement can be that you have to spend the funds and make the improvements within a certain time frame, say three years. Again, this can be a challenge depending on your organization’s capacity to deliver construction product.
Step Five: Implementation Now you have a long list of projects, a schedule, and a budget. Now what? There are very few public agencies that perform their own architecture, engineering, and design. Of the dozens of public agencies I’ve worked for, only a handful of exceptions have actual, in-house design capacity. Most simply aren’t big enough to maintain the expense of that kind of staffing. Typically, they will engage outside consultants to perform these duties, making it essentially a procurement function. But someone in-house needs to know how to write the requests for proposals for these professional services contracts, especially the requirements and scope. Usually, there is a separate procurement or contracts administration department that will handle the frontend or instructions to proposers and an in-house legal department to handle the back-end—terms and conditions, insurances, standard legal contracts, and the like. The procurement department will usually handle the advertising and proposal submission process independently of the engineering group to maintain an impartial selection process. A common approach is to engage on-call engineers who are retained to handle numerous smaller projects, in addition to individual firms that are selected specifically for a particular larger project. The selected design firm then performs its work and prepares the drawings and specifications, and a bid package is assembled for public advertisement to and bidding by the local construction contractors. This two-phase design/construction procurement cycle is the main activity of most capital program departments, and it has significant transactional costs, primarily on in-house staff resources and program schedule. This is the No. 1 challenge to the PARKING-MOBILITY.ORG / NOVEMBER 2019 / PARKING & MOBILITY 35
achievement of capital program goals. Here’s why: We called it the “bird netting” factor. There are a handful of specialty contractors that install bird netting under bridges and overpasses. We needed to install bird netting under the roof of our toll plaza because the birds were, well, leaving a calling card on customers’ cars and on the toll collectors below. Maintenance personnel were power washing the toll plaza several times a week. So, we reached out to the bird netting contracting community, and although we obtained three quotes, they were all around $50,000; the bid limit for public advertisement was around $27,500. We had to go through the entire administrative process of preparing bid documents and specifications, public advertisement, pre-bid meeting, site visits, addenda, and public bid opening, bid tabulation, selection committee meetings, etc. In the end, the price still came in around $50,000. The internal staff had invested the same amount of time (transactional cost), as we had for a $10 million project for concrete garage repairs. Lesson learned. This began to lead to very careful consideration of project grouping and sequence, due to the bird netting factor. Our state of Pennsylvania has a separations act, which means that the four major trades—general construction, HVAC, plumbing, and electrical—have to be contracted separately. This can result in seven contracts for one major project: the designer, four prime contractors, special inspections, and construction manager. That’s seven contacts and seven sets of invoices to review every month. And our organization typically had about 10 active major construction projects, with another 20 projects in the planning, design, bid document preparation, or bidding phases. The need to deliver projects on schedule in the public sector faces this kind of transactional friction at every step of the bureaucratic process, including legal department review and contract issuance and vendor payment processing. This transactional friction factor is a common source of frustration in most, if not all, public agencies and has led many agencies to explore alternative procurement platforms, which are gaining popularity. Alternative procurement platforms typically involve statewide contracts or cooperative purchasing agreements, which can be shared by other government entities. One government agency will issue a public
advertisement for competitive costs and then issue a contract. Other government agencies can then piggyback on that contract so as to use the same pricing, because it was “publicly advertised and competitively procured.” This method is much quicker and easier than traditional advertisement and bidding, thereby speeding up the procurement cycle. The disadvantages are that it is more costly, in the 10 to 20 percent range, and you can end up with contractors not located in your geographical area. My recommendation is to use alternative procurements judiciously, primarily for less complex projects that have limited, simple scopes of work (one or two trades), and to prepare plans and specifications just as if you were going to publicly advertise and bid. In that way, you have a better chance to control the costs and ensure the quality of the finished construction product.
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Step Six: Closeouts As you finish projects, there is a long list of documents the contractor has to submit for final payment and release of his or her retainage. These include punch list completion, training, operations and maintenance manuals, release of liens, certified payrolls, final payment application, warranties, etc., all of which are important. But to me the single most important item to secure before final payment are the as-built drawings. Ten or 20 years from now, your future counterpart will be looking for good record drawings. Begin on day one and have the contractor submit as-builts with every monthly progress pay application. Have the design architect or engineer then transfer them into the original CAD drawings. Require your designers to turn over the as-built CAD files as well as as-built PDFs. You’ll be doing yourself and your organization a huge favor. A last bit of advice: Take the time to select good quality design firms, consultants, construction managers, and contractors. There’s another old adage that has turned out to be so true: “If they are a problem during the proposal/bid phase, they will be a problem during the contract.” Good luck! ◆ CHRIS PERKS, CAPP, PE, LEED AP, is senior associate with Johnson, Mirmiran, and Thompson. He can be reached at cperks@jmt. com.
ad o nl ow w N Do ble ee aila r F v A
JUST PUBLISHED: A Guide to Accessible Parking Table of Contents ◗ The Problem ◗ IPMI and the Accessible Parking Coalition ◗ The 2018 National Survey on Accessible
Parking and Placard Abuse
◗ A Closer Look at Placard Abuse ◗ How Placards Can Slip into the Wrong
Hands—Or Cars
◗ Will Eliminating Free Parking End
Placard Abuse?
◗ ADA Meters and Other
Technological Solutions
◗ Making the Case for Reform ◗ Beyond Disabled Placard Abuse—Other Issues
Related to Accessibility
◗ Citizen Activism ◗ Empathetic Signage ◗ Not All Mobility Impairments Are Obvious ◗ Meet Chris Hinds: What People with a
Disability Want You to Know
◗ The Importance of Listening ◗ Shopping Issues and the Role of Retailers ◗ Streetscape Issues ◗ Resources
The mission of the IPMI-led Accessible Parking Coalition is to eliminate disabled placard/plate abuse and improve access to parking for people with disabilities.
Developed for parking and mobility professionals like you, this groundbreaking, 24-page publication is the perfect starting point for addressing challenges related to accessible parking in your community.
Download your free copy now accessibleparkingcoalition.org/resources
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– A wA R d s
n o v e m b e R 15 of
excellence –
– p R o f e s s i o n A l R e c o G n i t i o n A wA R d s – – m A R k e t i n G A wA R d s –
ENTER IPMI’S NEWLY REVAMPED AWARDS PROGRAMS! Time to shine. Submit your best projects, people, and programs before November 15, 2019. New categories and criteria recognize excellence in our changing industry – find out more today.
Visit parking-mobility.org/awards for details.
IPMI Lauches Revamped Awards & Recognition Programs
I
PMI’S ANNUAL AWARDS AND RECOGNITION PROGRAMS
celebrate individuals and organizations in the parking, transportation, and mobility industry. Winners in three major award categories—Awards of Excellence, Professional Recognition Program, and Marketing—exemplify industry excellence.
Awards of Excellence Showcasing outstanding parking and transportation facilities and innovative programs in a number of categories, the Awards of Excellence require a formal entry submission and judging process. Many winning projects receive state, regional, national, and international media coverage. Owners, operators, and all project team members may submit their projects in these categories: ■■ Best Design of a Mixed or Multi-Use Parking & Transportation Facility. ■■ Best Design of Parking Facility. ■■ Best Design/Implementation of a Surface Parking Lot. ■■ Innovation in Mobility, Transportation, or Parking Program. ■■ Best Parking/Transportation Facility Rehabilitation or Restoration. ■■ Award for Excellence in Sustainable Design. ■■ NEW: Award for Excellence in Sustainable Management. ■■ Award for Excellence in Architectural Design. ■■ NEW! Award for Excellence in Innovation (in Mobility and Parking Planning).
The awards submission process will open September 12, 2019, and close November 15, 2019. Join us in honoring our award winners at the 2020 IPMI Conference & Expo, May 31–June 3 in San Antonio, Texas.
Professional Recognition Awards Professional Recognition Awards recognize the individual contributions of parking, transportation, and mobility industry professionals—our industry’s best. Entrants for these prestigious awards may be self- or peer-nominated. Nominees must be IPMI members in good standing and there is no nomination fee. Categories include: ■■ Industry Professional of the Year. ■■ Organization of the Year. ■■ Emerging Leader of the Year. ■■ NEW! Professional Excellence Award. This new category recognizes all staff, from the frontline to management. Awards will recognize outstanding performance in a variety of areas, which may include Customer Service, Operations, Marketing, etc.
Marketing Awards These awards recognize outstanding marketing, public relations, and communications programs with the parking and mobility sector. Organizations may submit multiple submissions, but can only win one marketing award. IPMI encourages submissions in all marketing endeavors, and possible categories include: ■■ Best Mobility Marketing Program ■■ Best Parking Marketing Program ■■ Best Social Media Program ■■ Best Rebranding Campaign
IPMI offers a streamlined awards entry process via a sophisticated online platform. We encourage entries from all market segments and sectors; all IPMI members are invited to submit in all categories. Submit your best people, programs, and projects—and be sure to share great pictures and visuals as part of the process. Download comprehensive awards details and entry criteria at parking-mobility.org/awards.
gathering
LEADERS, sharing
SUCCESSES The IPMI Leadership Summit forges the way for leaders of parking, transportation, and mobility.
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By Rita Pagan
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I
T IS OFTEN SAID THAT GOOD LEADERS ARE TRAILBLAZERS
making a path for others to follow. Great leaders, however, inspire their people to reach higher, dream bigger, and achieve greater. Offering insight into various aspects of leadership, this year’s soldout IPMI Leadership Summit, held last month in Pittsburgh, Pa., provided 100 parking and mobility industry leaders with a unique opportunity for education, networking, and professional development, focusing on topics covering a wide range of leadership issues.
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Takeaways Education sessions incorporated an engaging and collaborative environment, encouraging discussion and follow-up conversation inside and outside the classroom. Here are just a few of the takeaways from this year’s IPMI Leadership Summit: ■■ Peter Talleri, Major General, U.S. Marine Corps (Ret.)
kicked off the event with “A Rising Tide: The Traits and Principles Leaders Seem to Just Know (but Learned Somewhere).” Talleri highlighted how the strategies, leadership skills, and principles utilized on the battlefield can also be applied in our daily management and leadership practices. ■■ Andi Campbell from LAZ Parking led an engaging discussion on the importance of establishing a healthy and successful whole-living approach. Attendees were presented with numerous techniques to more effectively manage the responsibilities of their work and personal lives in a more healthy and balanced manner, as well as how they can encourage and support their staff and those around them to do the same.
■■ Kim Jackson, CAPP, from Princeton University ad-
dressed the often painful idea of change in the workplace, and how leaders can help their team successfully adapt to often needed, or unavoidable change. Jackson provided the audience with tips on how to help teams understand the importance of change, managing group dynamics, and embracing transparency. ■■ George Baker, Sr., of ParkHub, challenged the group to develop and consider their core values and how they affect and create a distinct workplace culture. These values form the foundation for a healthy, high-performing culture and help to align teams and employees for growth and success.
Attendees had multiple options to learn about varied topics, which also included sessions on practical coaching, branding, professional development for teams, diversity and inclusion, the importance of data, and so much more. The summit offered structured and less formal opportunities to network and connect, including the Welcome Reception and Game Night. The Pirate Parrot made a surprise appearance, and some of our attendees really got competitive over cornhole and Jenga!
Onward and upward We continue to receive positive feedback following another successful Leadership Summit—an event that has taken on a life of its own, positively boosting life beyond office and industry. This is transformative event for leaders in our industry. ◆ RITA PAGAN is IPMI’s events and exhibits manager. She can be reached at pagan@ parking-mobility.org.
The 2020 IPMI Leadership Summit If you are interested in continuing to advance your career, improving your leadership skills, and strengthening your network, this program is for you. Save the date for the 2020 IPMI Leadership Summit, October 8 – 9, 2020 in Raleigh, N.C. To learn more about IPMI’s professional development opportunities, visit the meetings & events section of parking-mobility.org.
PARKING-MOBILITY.ORG / NOVEMBER 2019 / PARKING & MOBILITY 43
Making Good Decisions Tips to reduce liability and risk assessment in your operation. By Ryan Fujii, CAPP
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P
ARKING PROFESSIONALS frequently encounter
unique, unforeseen situations. Accordingly, there are no procedures, but these situations become ingrained in our memory as examples of what to do (or not to do) in the future. Critical thinking skills are a requirement in this profession. At the University of Hawaii, the risk management office does not often get involved with parking. Review of policies, procedures, and the like (even newly created ones) fall under the responsibility of individual departments. Risk management only becomes involved in tort claims and even then only informs a department of the deficiencies without making recommendations to correct and prevent future claims. Prior to delving into some case studies, there are some items that people in the U.S. should know: ■■ Americans with Disabilities Act Standards for Accessible Design (ADA standards). ■■ Federal Highway Administration’s Manual of Uniform Traffic Control Devices (MUTCD) and Standard Highway Signs (SHS). The way to minimize potential liabilities is with proactive responses—a reactive response will highlight deficiencies. I am involved with the review of plans for nearly every construction project on campus, whether as an end user (resurfacing a lot) or as another layer of bureaucracy (the review of construction parking/staging areas and the ingress/egress of materials). Barring the existence of any established standards, there are some ways that you can better your operations. These include: ■■ Find a mentor. Failure is a great teacher. Someone in your organization who has years or even decades of experience can probably offer some insight into why things are the way they are. A generational or life experience difference can also be helpful. A parent may see a dozen different issues while a non-parent may be blissfully ignorant. ■■ Take a walk. Some cannot visualize or imagine things. However, physically viewing the area in the eyes of the end user can make for some startling realizations. I knew someone who made a point about planning for accessibility by forcing a group of naysayers through a poorly designed accessible area in a manually operated wheelchair. The opinions of the group quickly changed. ■■ Break things. Try to break it (not talking about willful destruction of property, although that does happen more often that we would like). Rather,
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Third-party Contracting Using external contractors means you are paying to shift the responsibility and liability of work to an external party. I recently had a contractor try to “Tom Sawyer” me into doing their work for them by playing to my ego and declaring that as the expert, I should be the person providing answers. While yes, you can get exactly what you want with this, it also brings liability. In other words, tell the contractor to whitewash your fence himself. Scenario: A photovoltaic canopy was being installed and the breaker needed to be less than seven feet high to comply with building code. The boxes, mounted on posts, came out nearly a foot into the walkways. On an identified accessible path, these boxes would be in 46 PARKING & MOBILITY / NOVEMBER 2019 / PARKING-MOBILITY.ORG
violation of ADA standards, and even if they weren’t, obstructions in the pathway are not a best practice. Imagine walking around a post and into a box (this falls under “take a walk/break things”). Alternatively, if the box is in the vehicular path of travel, it could be clipped. I could tell the contractor exactly how I would fix it, but in the event of an accident, the contractor would promptly blame me. The university would defend me as I provided a professional recommendation within the realm of my authority and expertise, but it’s a time- consuming process. Although I know I am right and took all reasonable precautions, it is an unnecessary risk. All I stated in meetings (and emails) was that the design may not be in compliance with ADA standards and best management practices. Our facilities management office also came back with a similar response. The contractor eventually agreed to research the issue and make appropriate changes.
Documentation Particularly with respect to accidents and claims, documentation is important. You may know your facility is in excellent shape, but if something happens, you’ll have to prove it. Especially before construction, we take pictures to document existing conditions. I learned this one the hard way: There was an instance in which wheel stops were removed as part of a trenching project. After the wheel stops were reinstalled, a vehicle hit one and its rebar stake popped out. When the vehicle reversed, the rebar nearly took the bumper off. I received a scathing questionnaire along with the claim: How did this happen, who was at fault, etc. Although I knew it wasn’t our responsibility, I had the burden of trying to prove it. I said that our methodology is different: We use a thicker/longer rebar and epoxy it into the wheel stop/ground. However, with more than 5,000 stalls on campus, wasn’t it possible we missed one? Fortunately, there was a detailed drawing highlighting the reinstallation of the block as part of the trenching project and the claim was referred to the contractor. In 2017, the school of architecture senior class was awarded approximately $1.5 million by the campus administration for various projects as part of the students’ capstone project. These green students with no real professional experience in the field were given the role of project manager to tackle campus problems. A faculty mentor was assigned to each group, but that person served more as a guide to the design and project management process rather providing input. There were two major projects that I became involved in.
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think like the average person. And if you can’t turn “you” off, go watch people or ask for their opinion. ■■ Use a common-sense approach. For a given situation, ask why. If the answer is, “because that’s the way we’ve always done it,” perhaps a reevaluation is in order. ■■ Document everything. Especially in the case of claims, everything is hearsay unless proven otherwise. We digitally log all incident reports and work orders. All items are date/time-stamped to show the conditions at the time of the report. This is especially important if conditions change. ■■ Do not make decisions you are not qualified to make (CAPP Rule 102). This cannot be stressed enough. There are consequences to your actions. A lot of decisions that I make overlap with other units on campus. As such, there are still instances in my job in which I confer with/refer to our fire safety officer, facilities management office, equal employment opportunity office, or disability and communication and accessibility board. Fortunately, the university has a system in place for key organizations on the campus to provide input on matters.
Risk management then said the university would be OK if we added a 12-inch white bar with “STOP” stenciled before the crosswalk. Within a matter of weeks after implementation, people realized the surface was slippery and walked around the crosswalk to avoid falling. The original plan was to keep repainting the design, but administration ultimately decided against it.
Barricades
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Crosswalks The first project tackled the perceived problem of poor visibility of crosswalks on campus. At this point, we mirrored the City and County of Honolulu and used a continental pattern of alternating 12-inch white and 18-inch black lines. My personal opinion was that crosswalks did not have poor visibility on campus; rather, oblivious students glued to their smartphones expected traffic to stop immediately when they stepped into the road. The consensus was to paint the crosswalk a myriad of colors as a local shopping mall recently had. I vehemently objected as this would violate the Federal Highway Administration’s Manual of Uniform Traffic Control Devices and violate a litany of requirements, including color scheme and non-standard shape. Moreover, painting the ground in its entirety would present a slip hazard when wet (the design called for a water-based paint with no anti-skid additives instead of the standard hot-applied thermoplastic with glass beads). This caused quite a commotion. The verdict: The University of Hawaii is private property and the state department of transportation would not provide any additional guidance or comments. The university interpreted this to mean that we could go ahead with the proposal. I still objected, showing that the MUTCD applies to all private roads open to public travel. Even if it did not apply, the idea still did not make sense from a safety perspective due to the slip hazard. Just because you can do something doesn’t mean you should.
The second project consisted of switching out all temporary barricades (consisting of cones, delineators, and orange fencing) on campus to a bunch of rebar barricades painted the same colors as the crosswalk. The hues were supposed to blend in with the landscaping and university colors (green and white). The reality of the situation, as with the first project, was liability. Yes, orange delineators with reflectors were ugly, but they signaled to both drivers and pedestrians that something was going on. Reflectors, in particular, are important for objects on or near the road in low-light conditions, especially for objects that blend in with the surrounding area. I predicted that immediately after installation, if allowed in the proposed form, accidents would increase. That’s what happened, and the rebar barricades were changed out. This job can be rough! Few places, if any, offer a manual or any sort of training program on this material. Just because nothing bad has happened doesn’t mean that it couldn’t happen. ◆ Disclaimer: This article does not represent professional legal advice. RYAN FUJII, CAPP, is operations manager at the University of Hawaii at Manoa. He can be reached at ryanfuji@hawaii.edu.
PARKING-MOBILITY.ORG / NOVEMBER 2019 / PARKING & MOBILITY 47
/ IPMI IN ACTION / MOBILITY
Addressing Sustainable Mobility
W
E TALK A LOT ABOUT MOBILITY THESE DAYS, as we should.
That said, what is sustainable mobility? What does equitable mobility look like?
As an industry, we haven’t talked much about social equity. With the rise of corporate social responsibility, it’s incumbent upon us to make this a part of our daily conversation. So how do we address the people factor? How do we create a groundswell of support for those conversations? A truly smart city or community or campus ensures access to mobility for all populations.
Critical Components Sustainable mobility solutions must address people, planet, and profit. If any of these three critical components is missing, a pilot or a program will not be sustainable over the long term. When we zero in on the people component of the equation, it’s important to think about access for all. That means individuals with disabilities and the underbanked and underserved populations in all of our communities, as well as all ages and generations. That’s certainly no easy feat. It can be difficult enough to launch a progressive pilot or program and address first- and last-mile solutions. Current trends toward a variety of micro-mobility solutions provide smaller pieces of the transportation puzzle. State-of-the-art technology as well as bleeding-edge tech may seem incongruent with the current puzzle pieces we have. How can we create greater
fluidity in our models and ecosystems? It seems important that we be flexible enough to try new tech and new trends
where appropriate in our operations. Sustainable mobility solutions must encompass all modes of transportation, including for pedestrians, cyclists, and mass transit. Our roads and communities have quite literally been built around the single-occupant vehicle. We certainly can’t change these massive pieces of infrastructure overnight, but how can we take bits and pieces of our systems and make them more flexible?
Partnerships One key strategy is through strategic partnerships. IPMI actively cultivates strategic partnerships to bring these conversations, issues, and challenges to our community and our members. We maintain a critical partnership with the United States Green Building Council and Parksmart certification that includes mutual content sharing and many educational offerings for members of both organizations.
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We developed a partnership with Smart Cities Expo World Congress (SCEWC) globally, participating in conferences in Barcelona, Spain, and Atlanta, Ga., this fall. This year, our volunteer leaders presented to the National Association of College and Auxiliary Services (NACAS) and the International Downtown Association (IDA)—and that’s just a short list! IPMI has taken significant leadership roles in the Accessible Parking Coalition (APC), the Alliance for Parking Data Standards (APDS), and the Global Parking Association Leaders (GPALs), which convened last month in Malaga, Spain. Each of these relationships, partnerships, and programs contribute valuable ideas and resources directly to the IPMI community. These resources include articles, white papers, education, and speakers for the IPMI Conference & Expo. These partners provide excellent visibility to the parking, transportation, and mobility industry—making sure our members have a seat at the table when decisions are made. On the horizon, IPMI will partner with university and transportation research centers to bring the best mobility resources to our members. Stay tuned to hear more about that initiative. So let’s have those conversations and continue to broaden our perspectives. Let’s leverage these partnerships together as we look to the future with an eye toward more sustainable mobility. ◆ RACHEL YOKA, CAPP, LEED AP BD+C, WELL AP, is IPMI’s vice president of program development. She can be reached at yoka@parking-mobility.org.
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By Rachel Yoka, CAPP, LEED AP BD+C, WELL AP
IN
short
Highlights from the IPMI Blog
Parking Under the Store By David Feehan Yesterday, my wife and I stopped at a Safeway supermarket in Wheaton, Md. The supermarket is part of a mixed-use project with a high-rise apartment building on top, a Safeway on the ground floor, and a parking garage underneath. The apartment is within walking distance of the Metro station–a very good thing. Overall, we found the project quite appealing in terms of location, quality of construction, and amenities. The idea of having a supermarket on the ground floor has real appeal. Although Wheaton is not a cold-weather city like Minneapolis or Des Moines, it does experience some occasional snow and cold and being able to shop indoors on a rainy day has real appeal. But who designed the parking garage? The entrance is on the back of the building and signage directing customers to the garage could have been much better. Thankfully, there were large graphics indicating the entrance to the store once inside the garage. But the spaces were so narrowly marked that we watched several shoppers–all women–struggle to open car doors without banging against the adjoining vehicles. I am particularly sensitive to this issue, because I have a classic 1984 Olds Toronado and I do not appreciate parking lot dings. There was no obvious place to return shopping carts either, so carts were floating around between cars. We
witnessed several collisions between loose carts and parked cars. I’ve written a book recently about designing downtowns for women. The chapter on parking, written by Barbara Chance, PhD., president and CEO of CHANCE Management Advisors, Inc., raises many important questions. But the one that came to mind as I was parking in this facility was, “Did the designers ask women, particularly women with children, what they liked and disliked about
parking garages?” We found in our research that parking garages were the most hated aspect of downtowns among the women we surveyed. Lesson for parking professionals: Make sure you have a woman on your team when you design a parking facility. They will see things men won’t see. I guarantee it. If you don’t believe me, just ask Barbara at the 2020 IPMI Conference. DAVID FEEHAN is president of Civitas
Consulting, LLC.
Ready for more? Read IPMI’s blog every business day in your daily Forum Ready for more? Read IPMI’s blog digest every business your daily digest email (10 a.m. Eastern) or at email (10day a.m.inEastern) orForum at parking-mobility.org/blog. parking-mobility.org/blog. Have something to say? Send post submissions to editor Kim Fernandez at Have something to say? Send postfernandez@parking-mobility.org. submissions to editor Kim Fernandez at fernandez@parking-mobility.org.
PARKING-MOBILITY.ORG / NOVEMBER 2019 / PARKING & MOBILITY 49
Are You Available? By Robert Ferrin No, we aren’t talking about a dating pickup line. In Columbus, Ohio–America’s Smart City–our team is piloting multiple parking availability technologies to improve the customer experience and reduce congestion. In our dynamic Short North Arts District, the city selected three vendors to test sensing technology during a three-month period this fall and winter. During the pilot, city staff will evaluate each vendor on a number of key factors, including accuracy, ease of installation, integration capabilities with our mobile pay vendor, and data management system ease of use, among other data points. This pilot is a great way for the city to test new technology in an effort to be innovative and responsive to our customers. If successful, the city may choose one or more vendors to deploy additional sensors in high-demand parking areas and provide our customers with real-time parking availability information to positively influence their trip planning processes. We are encouraged by our leadership
in Columbus to test and innovate and we encourage others to do so as well. Pilot projects such as this can only help raise awareness for our profession and move the industry forward. ROBERT FERRIN is assistant director for parking
services with the City of Columbus, Ohio.
The Core of Culture By George Baker, Sr. In today’s professional landscape, a strong company culture is not a nice-to-have, it’s a need-to-have. Consider this research from Deloitte: 94 percent of executives and 88 percent of employees believe a distinct corporate culture is important to a business’ success*. Additionally, there is a strong correlation between employees who claim to feel happy and valued at work and those who say their company has a strong culture. Culture affects your company’s ability to readily recruit, provide job satisfaction, improve performance, collaboration, and morale, and increase loyalty. All of these factors lead to a better experience for employees and leadership alike and ultimately contribute to your ability to achieve business goals. As a founder and CEO of a startup, I knew the culture I created could bond or break my team. Startups can be risky environments. The people who support and share your vision–as investors, partners, and, above all, your
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workforce–take a leap of faith. Creating a rewarding culture is your way to pay it forward and pay it back. I chose to instill core values as a way to align my team. Perhaps due to my upbringing as a Boy Scout, I understood the power of shared messages. “Be prepared!” “Do a good turn daily.” Shared words lead to a shared approach. I aimed to incorporate our core values into every facet of the business from hanging them on the walls of the office, to reiterating them in company dialogue, to recognizing an individual who championed a particular value each month. The parking industry is heading toward uncharted territory at a rapid pace. In my mind, there is no better time to look within your organization, hone your tools as a leader, and strengthen from the core. *Insights from Deloitte’s “Culture in the Workplace” report. GEORGE BAKER, Sr., is founder and CEO of ParkHub.
/ STATE & REGIONAL SPOTLIGHT/NEW ENGLAND PARKING COUNCIL
Exciting Times in New England By Kathryn Hebert
W
E LIVE IN A VERY EXCITING TIME in an ever-changing environment. As the world’s geography
seems to get closer, demographics are changing. Getting around from one place to another is more about providing options and how to best manage those options.
As the New England Parking Council (NEPC) enters its 35th year, we are growing, transitioning, and adapting. NEPC is one of 20 state and regional associations across the country and is considered one of the most active, engaging, and connected associations in the parking industry. NEPC was created in 1984 when parking was nondescript and an afterthought, and in some circles, a four-letter word. NEPC has come a long way. It is known and revered for its organizational structure, educational programs, and networking opportunities that bring together professionals from municipalities, universities, hospitals, vendors, and many others. We have accomplished so much in 2019, from unveiling our interactive and informative website, enhancing our digital footprint with social media and blogging communication platforms, expanding our educational forms to include webinars, filling vacant board positions with passionate members, and the completion of the first NEPC strategic plan. ◆ KATHRYN HEBERT is director of transportation, mobility, and parking at the City of Norwalk, Conn., and president of NEPC. She can be reached at khebert@ norwalkct.org.
NEPC BOARD OF DIRECTORS PRESIDENT
VICE PRESIDENT
SECRETARY
TREASURER
Kathryn Hebert City of Norwalk, Conn.
Andy Hill DESMAN
Suzanne Rinfret City of Sommerville, Mass.
Stathis Manousos, LAZ Parking, LLC
Rita Azrelyant Laybel Consulting LLC
Michael Casalinuovo Conduent, Inc.
Brooke Nelson Town of West Hartford
Jim Sarafin Harvard University
Joe Balskus VHB
Matthew Lazowski WPS
Frank Petise City of Stamford
NEPC ASSOCIATION & EVENTS MANAGER
Jamie Groff IPS Group, Inc.
Heather Matthews University of Vermont
Carey Redd II, CAPP New London Parking Authority
IPS Group
SP +
BOARD MEMBERS:
Dawn Marti Newman Concepts
NEPC PLATINUM SPONSORS
LAZ Parking
PARKING-MOBILITY.ORG / NOVEMBER 2019 / PARKING & MOBILITY 51
/ The Electric City Partners with Flowbird Group to Take Parking Digital Back in the late 1800s, the City of Scranton, Pa., established the nation’s first successful, continuously operating electrified streetcar (trolley) system, inspiring the nickname “Electric City.” Now, approximately 130 years later, the city has reached another significant milestone in its mobility history by partnering with Flowbird Group to launch a new pay-by-plate parking system to support visitor flexibility and ease. Scranton’s Flowbird kiosks will ultimately replace the city’s single-space parking meters. Each street will feature a new digital kiosk conveniently placed along each block. After parking, visitors can walk to any kiosk, enter their license plate information, and pay for their selected time. The updated system will use license plate technology, allowing visitors ultimate flexibility. Unlike the old parking meters, the kiosks don’t correspond to any specific parking space, so motorists may pay for time at one kiosk and park anywhere in the city.
Scranton resident David Eisenberg, whose apartment building is next to one of the new kiosks, has welcomed the update in technology. “The best part is, let’s say you pay for parking for two hours and you’ve got to run an errand real quick. You come back and you can park in any spot because you’ve already paid for the parking, which is nice,” he says.
The stainless steel kiosks run on solar power, feature a large full-color touch screen with customized interface, and offer multiple payment options, including quarters, credit cards, and payment via mobile app. The only thing visitors need are their license plate number. Transactions are digitally transmitted to enforcement staff. With all kiosks wirelessly communicating to Flowbird’s web-based back-office system, the city will not only be able to analyze parking activity trends, but it will also be able to streamline operations. Each kiosk communicates if it needs attention from maintenance staff or if money needs to be collected. This leads to high uptime and gives parkers a system it can trust. The new system is currently undergoing installation, available around Courthouse Square and various blocks throughout downtown. City officials anticipate completion toward the end of the year, replacing all old meters in the city.
Eberle Design, Inc. Announces Appointment of New Vice President-Finance Eberle Design, Inc. (EDI) announced the appointment of Kevin Dye, CPA, to the position of vice president-finance, with immediate effect. “We are excited to have Mr. Dye join Eberle Design, Inc. and lead the finance team,” says Bill Sowell, president of EDI. “In his role of vice president of finance, Mr. Dye will be responsible for financial reporting and compliance, financial planning and analysis, and driving cost improvements to support the company’s success. With the pace of change in the industry and recent expansion at EDI, I am confident that Mr. Dye’s experience, along with the rest of the EDI lead-
ership team, will position the company for future significant growth.” Dye joins EDI with an extensive background in the financial sector. His experience includes manufacturing/cost accounting, strategic planning, business development expansion, and organizational leadership in global operations. Prior to joining EDI, he was chief financial officer with The Mahoney Group, North American Interconnect, Metron Technology, N.V, Medtronic, and Flip Chip Technologies, LLC. He holds a bachelor’s degree from the University of New Mexico and an MBA from Arizona State University.
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WGI Paves Over Expectations: Accolades and Growth Already Exceed Last Year National design and professional services firm WGI was in overdrive for the first three quarters of 2019, exceeding 2018 in the expansion of its employees, services, clients, and geographic footprint. WGI kicked off the new year with the acquisition of Austin, Texas-based BIG RED DOG, adding to its Texas market presence with five locations in the state and gaining a team with a reputation as disruptors in the profession. That energy set the stage for three quarters of exceptional performance, additional new offices in Colorado and Virginia, entry into another new market in the Bahamas, more than 200 new associates, and 1,000+ new contracts. The business community took notice with a list of recognitions and professional awards for specific work, including: ■■ WGI rose in rank to No. 47 on the South Florida Business Journal’s Top 100 List of Private Companies and to No. 3 on its Top 25 Engineering Firms in South Florida list. ■■ The Zweig Group ranked WGI No. 24 on the Best Firms to Work For list, as well multiple other list placements. ■■ WGI rose 26 places over its 2018 spot
to rank No. 224 on ENR’s list of 2019’s Top 500 Design Firms. ■■ WGI’s Parking Solutions Division won the Texas Parking & Transportation Association’s 2019 Parking Restoration Project of the Year for Campus at Legacy West. ■■ WGI’s BIG RED DOG team won the Austin Business Journal’s 2019 Commercial Real Estate Awards for Multifamily—Tyndall at Robertson Hill—and Retail—Belterra Village. ■■ The American Council of Engineering Companies of Florida awarded WGI the Engineering Excellence Outstanding Project Award in its Outstanding Design-Build Category for I-75 Express Lanes. Slowing down is neither an option, nor part of WGI’s core philosophy. Since stepping into the role of president in September 2018, Gregory Sauter, along with CEO David Wantman, have shared a transformative vision for the firm, which was founded in 1972. “Greg and I both believe that our profession is in a constant state of evolution,” Wantman says. “We have to recognize, assess, and then integrate the continual
advances that will result in resilient, sustainable, and connected communities.” “I came to WGI because David built a culture and a team of associates that understand—and are eager— to look at the future of our profession,” adds Sauter, “and get excited about being catalysts in the collaborative culture needed for WGI to advance toward our 2025 vision as a market-leading company with outsized impacts on our clients and communities by fundamentally changing how infrastructure is envisioned, designed, and delivered. We are reenvisioning the entire delivery process and challenging ourselves to invent the future. It’s not one division, or one line of business—it’s the entire interconnectivity of how what we do affects the lives of so many.”
SHUTTERSTOCK / ESB PROFESSIONAL
PARKING-MOBILITY.ORG / NOVEMBER 2019 / PARKING & MOBILITY 53
/ Leonard Simek Named Vice President of Strategic Alliances at The Toledo Ticket Company Leonard Simek was recently named vice president of strategic alliances for The Toledo Ticket Company. Simek, who joined Toledo Ticket in 2013 as business development manager, has more than 30 years of experience in printing and sales. Before joining Toledo Ticket, he held senior management positions in the printing industry. Simek will continue to work with the original equipment manufacturers that the company produces tickets for and will work with international, national, and regional customers to strengthen and build new strategic business partnerships. Simek, along with Executive Vice President Dave Dorner, will be involved in creating and implementing strategic initiatives and the continuing education and training of the sales team. “I really enjoy teaching and working with the sales staff,” Simek says. “And I like to learn new things myself. I have been in this business for 31 years and I’m still learning. “The Carter family at Toledo Ticket has been great to me, as well as all the sales staff,” he continues. “I have always believed in the personal touch when working with a customer and going the extra mile to make sure a customer is taken care of. The To-
ledo Ticket Company has that same customer service outlook.” Toledo Ticket, which began in 1910 as a provider of tickets to movie theaters and carnivals, today produces consecutive numbering, bar codes, magnetic stripes, multi-part valet, scratch-off tickets, pay and display, pay-by-space, access and debit cards, and spitter tickets for thermal/non-thermal revenue control. It manufacturers and provides products in all 50 states and more than 30 countries.
LAZ Opens Parking Garage and Events Management Operation in Miami LAZ Parking announced a partnership agreement to manage related operations for The Wynwood Garage in the Wynwood Arts District of Miami, Fla. Developed and owned by Goldman Properties, The Wynwood Garage was designed by world-renowned Faulders Studio as a transformative and functional work of art to keep up with the area’s demand for convenient and reliable parking services. The mixed-use, eight-story building has 30,000 square feet of office space; 20,500 square feet of retail space; 428 parking spaces; and world-class tenants that include Punch Bowl Social and WeWork. LAZ began working with Goldman Properties in 2017 to consult
and provide its expertise regarding traffic flows, area knowledge, projections, and equipment installation. “We are thrilled to be adding The Wynwood Garage to our growing management portfolio in Miami and to partner with Goldman Properties, a company that shares our high brand standards and commitment to creating a seamless guest experience for garage patrons,” says Alan Lazowski, chairman and CEO of LAZ Parking. The Wynwood area of Miami has become a hot spot in recent years. With its buildings covered in colorful murals and graffiti, walking through the Walls of Wynwood is like being inside a kaleidoscope.
54 PARKING & MOBILITY / NOVEMBER 2019 / PARKING-MOBILITY.ORG
The Wynwood Garage, in the heart of the Wynwood Arts District, sits within walking distance of popular restaurants, a collection of high-end stores and art galleries, the Wynwood Building, the Wynwood Walls, the LAB Miami, and The Lightbox at the Goldman Warehouse. “Our partnership with LAZ Parking in The Wynwood Garage venture has far exceeded our expectations,” says Marlo Courtney, senior managing director of Goldman Properties. “They have been very hands-on as it relates to operation strategy and have continuously provided excellent service for our Wynwood patrons.”
ParkVia Drives In-path with Wizz Air to Scoop Milestone Deal ParkVia secured a significant new contract with its longest-standing airline partner, Wizz Air, one of Europe’s fastest-growing airlines and the largest low-cost carrier in Central and Eastern Europe, following the successful launch of its latest project. In a move that allows the parking reservation provider to align itself as one of the airline’s strategic partners, ParkVia is now integrated with the Hungarian low-cost carrier to provide in-path booking flow technology. Allowing for a more succinct customer experience, Wizz Air now enables passengers to reserve parking at their chosen airport at the same time they book their flights and travel extras, negating the need for numerous reservations for a single trip. The new four-year contract builds upon the previous contract term, which commenced in 2012 with a dedicated white label parking site, wizzparking.com, which is still operational for customers who prefer to book their parking at a later date. Marta Gomez, revenue development manager at Wizz Air,
says, “As we drive forward with the expansion of our route network and fleet, we draw upon the experience of our partners to unlock more opportunities for growth that also add value to the overall proposition we offer Wizz Air customers. “Over the course of our long-term partnership with ParkVia, we have worked collaboratively to diversify passengers’ parking needs to ensure we’re always evolving our approach to their booking requirements, which is why we are confident to renew the contract for what we anticipate being another successful term.” ParkVia Head of Global Partners Nicola Pilling says, “Over the last decade, parking has fast become a key revenue source for airlines, bolstering overall travel packages and allowing customers to personalize more elements of their journey. We are delighted that our strategic partnership with Wizz Air has progressed to integrate this approach, and we will continue to build upon this strong foundation as we explore new avenues for success.”
PARKING-MOBILITY.ORG / NOVEMBER 2019 / PARKING & MOBILITY 55
/ PARKING & MOBILITY CONSULTANTS Architecture | Engineering | Consulting Strategic Planning and Management Maintenance and Restoration Design and Construction Technologies www.kimley-horn.com/parking
Celebrating 50 Years of Parking Design! 1969-2019 www.ipd-global.com | 877 IPD PARK
DESMAN
NATIONAL PARKING SPECIALISTS
Design Management
• PLANNERS • ARCHITECTS • PARKING CONSULTANTS • • RESTORATION ENGINEERS • TRANSPORTATION EXPERTS • • STRUCTURAL ENGINEERS • GREEN PARKING CONSULTANTS •
Innovation through Collaboration, Success by Design
Boston Chicago Cleveland Denver Ft Lauderdale Hartford New York Pittsburgh Washington, D.C.
56 PARKING & MOBILITY / NOVEMBER 2019 / PARKING-MOBILITY.ORG
866-808-7294 www.DESMAN.com
WALKERCONSULTANTS.COM
Creating Parking for People and Places
Smart City Planning Drives Access & Mobility Forward Thinking Drives Success
Brian Lozano, PMP 800.364.7300 / walterpmoore.com Atlanta
Miami
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Parking and Transportation Planning Parking Design and Consulting Structural Engineering Structural Diagnostics Traffic Engineering Civil Engineering Intelligent Transportation Systems Systems Integration
www.timhaahs.com
PARKING-MOBILITY.ORG / NOVEMBER 2019 / PARKING & MOBILITY 57
/ Aims Parking. . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
IPS Group Inc.. . . . . . . . . . . . . . . . . . . . . . . . . .C2
Scheidt & Bachmann.. . . . . . . . . . . . . . . . . . . 23
Amano McGann, Inc... . . . . . . . . . . . . . . . . . . . 5
Kimley-Horn and Associates, Inc.. . . .19, 56
Southland Printing. . . . . . . . . . . . . . . . . . . . . .11
CHANCE Management Advisors, Inc. . . . 57
Leonardo/ELSAG LPR Solutions . . . . . . . . . 9
Tannery Creek Systems Inc.. . . . . . . . . . . . . 17
DESMAN. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .56
ParkMobile . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Timothy Haahs & Associates, Inc. . . . . . . . 57
FlashParking. . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Passport. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29
Toledo Ticket . . . . . . . . . . . . . . . . . . . . . . . . . C4
Flexpost. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
PayByPhone Technologies, Inc.. . . . . . . . .C3
Walker Consultants . . . . . . . . . . . . . . . . . . . . 57
Georgia Power. . . . . . . . . . . . . . . . . . . . . . . . . . 7
Quercus Technologies, S.L.. . . . . . . . . . . . . 13
Walter P Moore . . . . . . . . . . . . . . . . . . . . . . . . 57
International Parking Design, Inc.. . . . . . . 56
Rich & Associates, Inc.. . . . . . . . . . . . . . . . . . 56
WGI. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
aimsparking.com 800.886.6316
amanomcgann.com 612.331.2020
chancemanagement.com 215.564.6464 desman.com 877.337.6260
flashparking.com 888.737.7465 flexpostinc.com 888.307.6610
georgiapower.com/plugin 770.216.1400 ipd-global.com 818.986.1494
ipsgroupinc.com 858.404.0607
kimley-horn.com/parking 919.653.6646
leonardocompany-us.com 877.773.5724 parkmobile.io 678.681.9433
passportinc.com 704.837.8066
paybyphone.com 877.610.2054
quercus-technologies.com +34977300377 richassoc.com 248.353.5080
58 PARKING & MOBILITY / NOVEMBER 2019 / PARKING-MOBILITY.ORG
scheidt-bachmann-usa.com/en/ 781.272.1644 southlandprinting.com 800.241.8662
tannerycreeksystems.com 855.738.1406 timhaahs.com 484.342.0200
toledoticket.com 800.533.6620
walkerconsultants.com 800.860.1579 walterpmoore.com 800.364.7300 WGInc.com 866.909.2220
/ CALENDAR
2019
2020
NOVEMBER 6–7
NOVEMBER 19–21
JANUARY 15
Pennsylvania Parking Association Annual Fall Training
Smart City Expo World Congress (SCEWC)
Utilizing Technology: A How-to Guide on Converting to a Virtual and Electronic Parking Environment
paparking.org
smartcityexpo.com
NOVEMBER 14
NOVEMBER 20–21
New England Parking Council Hospital Forum
Mid-Atlantic Parking Association 2019 Annual Fall Conference
Allentown, Pa.
Boston, Mass.
Barcelona, Spain
IPMI Webinar
midatlanticparkingassociation.org
newenglandparkingcouncil.org
NOVEMBER 16 Transportation Network Companies: The Uber/Lyft Effect at Hartsfield-Jackson Atlanta International Airport IPMI Webinar
parking-mobility.org/webinar
DECEMBER 2–6 Florida Parking and Transportation Association Conference & Tradeshow Clearwater Beach, Fla. flapta.org
DECEMBER 13 Campus Cruzin’: Everything You Need to Know to Operate a Successful Scooter and University Partnership IPMI Webinar
parking-mobility.org/webinars
parking-mobility.org/webinars
MARCH 2-4 Mid South Parking & Transportation Association Spring Conference and Trade Show South Walton, Fla. mstpa.org
APRIL 15-26 Southwest Parking & Transportation Association Mid-year Training Palm Springs, Calif.
southwestparking.org
MAY 31 - JUNE 3, 2020 IPMI Conference & Expo San Antonio, Texas
IPMIConference.parking-mobllity.org
SEPTEMBER 27-30 Campus Parking and Transportation Association Conference College Station, Texas cptaonline.org
OCTOBER 8-9 2020 IPMI Leadership Summit Raleigh, N.C.
parking-mobility.org/100
Stay up to date on industry events and activities! Visit parking-mobility.org/calendar for the latest updates and additions.
PARKING-MOBILITY.ORG / NOVEMBER 2019 / PARKING & MOBILITY 59
W W W . PARKING-MOBILITY. OR G
In Case You Missed It... ON THE FORUM
➚➚No parking on the grass. ➚➚Mobility-as-a-Service in Pittsburgh. ➚➚Results of using social media. ➚➚Food for fines and other charitable events. ➚➚Meter bagging alternatives. ➚➚Join the conversation at forum.parking-mobility.org. ON THE BLOG
➚➚Smart Snow Removal Practices for Parking Garages, by Scott C. Bauman, CAPP. ➚➚Inny or Outie? By Casey Jones, CAPP. ➚➚A Conversation About Talent Acquisition, by Vicki Pero, SPHR. ➚➚Correction and Encouragement, by Tiffany R. Smith. ➚➚Are You Available? By Robert Ferrin. posts and submit your own—parking-mobility.org/blog and in your daily Forum ➚➚Read email. IN THE RESOURCE CENTER
➚➚The Evolution of Urban Parking: a case study. ➚➚APO, Parksmart, and CAPP: from start to finish for each. ➚➚On-site Training: dozens of courses for you and your staff. ➚➚A Practical Guide for Solving Accessible Parking Challenges. ➚➚All this and more: parking-mobility.org/resource-center.
All from your desk, on your time, at parking-mobility.org. 60 PARKING & MOBILITY / NOVEMBER 2019 / PARKING-MOBILITY.ORG
ENTERING OUR 110TH YEAR AND STILL GROWING STRONG.
We’re proud to announce a significant facility expansion to keep up with the increased demand for our growing portfolio of products and services.
1.800.533.6620 I TOLEDOTICKET.COM Gumby and Gumby characters are trademarks of Prema Toy Company, Inc. All rights reserved. ©2019 Prema Toy Company, Inc.
NOVEMBER 2019
/ DEESCALATING CONFLICT AND DEFENDING ONESELF / PEANUT BUTTER PARKING / CAPITAL PROGRAMMING / THE 2019 LEADERSHIP SUMMIT / REDUCING LIABILITY