Parking & Mobility — April 2023

Sustainable Parking & Mobility

How our industry is playing a fundamental role in driving sustainability in transportation.

Sustainable Curbsides Communicate Our Values

By Haley Peckett

How to Leverage LED & Connected Lighting to Support Your Sustainability Goals

By Mike Riebling

Moving Sustainability Initiatives Forward in Parking, Transportation, and Mobility

By Brandy Stanley,

CAPP and Rachel Yoka, CAPP, LEED AP

46Artificial Intelligence and Sustainable Mobility

Smart Parking & Intelligent Transportation Systems

By Antonio García

COLUMNS

By Marlene Cramer, CAPP, LEED Green Associate

6 INNOVATION & TECHNOLOGY

Why you want to be SMART with your EV Charging?

By Eduardo Espinal

8 DIVERSITY, EQUITY, & INCLUSION

Who’s in the Room?

By Josh Naramore

10 THE GREEN IMPACT

Driving Down Emissions, Doubling Down on Sustainability

By Rachel Antelmi

12 THE BUSINESS OF PARKING

Chasing Marketing Unicorns

By Sarah Becherer

16 HR PERSPECTIVE

Embracing the Dichotomy of Human Resources

By Jessica DiGiacomo

18 LEADERSHIP MOMENT Leadership on the New Frontier

By Jim Burness

20 STATE & REGIONAL SPOTLIGHT

The Ever-Growing Carolinas Region

By Carl DePinto, MBA

22 ASK THE EXPERTS

What sustainability policies, programs, and practices are you implementing in your operation to manage and maximize the use of the curb?

WHEN I FIRST CAME TO IPMI just over a year ago, I must admit that “sustainable mobility” seemed like an oxymoron. In my mind, motor vehicles were the opposite of my vision of sustainability, so how could parking and mobility ever be sustainable?

In concept, sustainable activity seeks to fulfill the needs of the current population without compromising the needs of the future population, while balancing economic growth, care for the environment, and social and emotional well-being. The vehicles I envisioned emit pollutants that harm our health and contain greenhouse gases that cause climate change. Burning gasoline and diesel fuel also create harmful byproducts like nitrogen dioxide, carbon monoxide, hydrocarbons, benzene, and formaldehyde. These are the vehicles that parking and mobility industry is built on.

Sheesh. How can THAT be sustainable? The answer—it’s not.

As with many who do not fully understand the parking and mobility world, the vehicles I envisioned are not the future. Heck, they are not even the present. Parking and mobility is driven by the vehicles used to transport us from point A to point B—cars, trucks, buses, bikes, scooters, etc.—and those are in the midst of an unprecedented evolution. As the vehicles evolve to become more socially and environmentally conscious, our parking and mobility facilities and resources need to evolve to continue to serve them.

From electric vehicles to a more effective use of the curb, from the environmental and usability benefits of LED lighting to the sustainable impacts of artificial intelligence, this April’s issue of Parking & Mobility covers the sustainability challenge from all angles. We discuss shared mobility, the importance of selecting the right EV systems for the right uses, and more.

We hope that each one of you reads something that sparks passion and creates avenues for discussions within your organizations. Because the separate words “sustainable” and “mobility” are now forever joined as SUSTAINABLE MOBILITY, to the betterment of us all.

Melissa Rysak, editor rysak@parking-mobility.org

PUBLISHER

Shawn Conrad, CAE conrad@parking-mobility.org

EDITOR

Melissa Rysak, CPSM rysak@parking-mobility.org

TECHNICAL EDITOR

Rachel Yoka, CAPP, LEED AP BD+C yoka@parking-mobility.org

ADVERTISING SALES AND SUBSCRIPTIONS

Tina Altman taltman@parking-mobility.org

PUBLICATION DESIGN

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For subscription changes, contact Tina Altman, taltman@parking-mobility.org or 888.IPMI.NOW

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Springtime and Sustainability

By Marlene Cramer, CAPP, LEED® Green Associate™

AH, SPRINGTIME! My favorite time of the year, and the busiest season on a university campus. This year my reward at the end of our campus academic quarter will be to attend the IPMI Conference & Expo in Fort Worth, Texas!

April is Earth Month, and Earth Day on April 22 has been celebrated since 1970 as a way to bring an everyday awareness to environmental issues. The theme of this year’s Earth Day is “Invest in our Planet.” This year’s theme is very relevant to the work we do in the parking and mobility industry. We continually invest our time, energy, and resources to better integrate sustainable building principles, modes, practices, and processes into our day-to-day operations.

Strategically, many of our organizations are working on exciting, innovative, and collaborative sustainable projects. Some organizations are forced out of their comfort zone to face sustainability because of laws and mandates. For example, here in California, we have several state mandates and measures that have been passed related to climate action. No matter where you are on your sustainability journey, there is much work to be done. It takes strong, steady, tenacious leadership and a long-term investment in all aspects of sustainability that ultimately relate to the triple bottom line: profit, people, planet. I think of all the ways IPMI has supported growth in the area of sustainability. Programs like Parksmart that have been at the forefront of the industry and have helped us to collaborate and work with other industry partners to design and operate highperforming, sustainable parking facilities.

Since I love talking about everything parking and mobility, I was recently discussing the topic of sustainability and leadership with a fellow colleague who is also a Coast Guard reservist. My colleague shared the guiding leadership principles of the U.S. Coast Guard: Ready, Responsive, and Relevant. These leadership tenants also apply to our industry and our goals related to sustainability.

Ready: Being ready professionally. We must start with having the knowledge to be ready to respond and aid our communities as it relates to sustainable practices and everyday business decisions. We must ensure that we have all the necessary resources to be successful in the areas of training, planning, and maintaining a sustainability mindset. Remember, the theme of Earth Day is, “Investing in our Planet.” I suggest the first thing you put on your investment list is your professional development. Last year, I was given the professional development opportunity to attain my LEED® Green Associate™ certification. The LEED Green Associate program is a rigorous education program (much like CAPP) that covers various domains/categories of sustainability. Specifically, the LEED® Green Associate™ certification focuses on the seven categories of LEED®. Topic sections review traditional vs. sustainable practices and their relation to the triple bottom line: profit, people, and planet. It was because of my partnership with our campus sustainability team that I was given the opportunity to pursue LEED® Green Associate™ certification. Knowledge in the various areas of sustainability will keep you relevant and help you lead an operation that functions efficiently and sustainably.

Responsive: Being responsive to our communities is one of the most critical components of a parking and mobility program. This is not the “as needed” response of our parking programs of long ago. We cannot wait to respond to the needs of our customers; instead, we should be going above and beyond the minimum expectations to truly support our communities. Part of this responsiveness is making sure, at a minimum, we are aligned with industry standards or norms. Another part of responsiveness is actively planning for response. Strategic planning, budgeting, and forecasting are all components related to response readiness. Let’s take EV charging for example. What has been your organization’s response and more importantly, why? The key to “why” should be tied to your organization’s strategic, long-term sustainability goals. Being responsive requires us to be present and fully knowledgeable about what is happening in all sectors of the various ecosystems encompassed in parking and mobility. As an industry, we have amazing vendors and suppliers that are working hard to help our organizations plan and respond with software, technology, and products that will support our sustainability efforts now and into the future.

Relevant: Being relevant is key to excelling in our industry. The Earth Day website encourages us to take the opportunity to “act boldly, innovate broadly, and implement equitably.” As we think of being relevant, sustainable practices and processes are the things we should be practicing and modeling, further driving them into our organization and industry culture. It is collaboration at many levels that helps us support our communities. Fortunately, we have IPMI and our local state and regional parking and transportation associations to provide a great source of timely, relevant information to keep us abreast of all the topic areas related to sustainability.

So, as we celebrate Earth Month and Earth Day remember the R’s: ready, responsive, and relevant. As parking and mobility professionals, we are important stewards of the environment. Our efforts can positively impact many generations to come.

Have a great month, and see you in Fort Worth! ◆

MARLENE CRAMER, CAPP, LEED® GREEN ASSOCIATE™ , is the Director, Transportation & Parking Services for California Polytechnic State University, and a member of the IPMI Board of Directors. She can be reached at mcramer@calpoly.edu

“Garage roofs provide a natural location for photovoltaic systems, which in turn contribute to sustainability goals.”

- Francisco Navarro, Watry Design, Inc.

Why You Want to be SMART With Your EV Charging

By Eduardo Espinal

EVERY DAY I WAKE UP AND THANK THE UNIVERSE for allowing me to be part of the transportation transformation to electric. It’s been amazing to witness the rocket-ship growth the electric vehicle (EV) market has experienced.

Even back in 2016, I remember relaying to a large group of my auto OEM clients the value of investing in smart EV charging (EVC) solutions. To ensure the best charging experience possible, I shared the importance of EVC equipment needing to connect to the internet, gather information via sensors, and exchange data with other devices.

Unfortunately, it was challenging to make others see how vital smart EVC technology was and continues to be. Those who opted to install more basic EVC solutions with limited ability to communicate information in real-time are now spending more capital to remove and replace them with smart EVC solutions.

I believe parking operators and asset owners are at a similar crossroads, where investing in smart versus basic EVC solutions will pay off in the long term.

Why Work Smarter?

The current noise around the EV charging marketplace can be overwhelming and confusing, and knowing the right questions to ask a technology provider can save you both time and money. With many years in the EV industry, I’m happy to be your guide to help you determine the exact questions you need to ask to make decisions about your chosen EVC solution.

Envision your parking garage as a mobility hub. Imagine EV drivers and autonomous vehicles (AV) driving in the urban market, searching for places to charge – drones and flying taxis landing on your rooftop deck, where your valet team serves as greeters pointing out the fantastic waiting lounge. Also, in this scenario your team is managing ride-share drivers inside the garage since they are not allowed to park on the street due to the city having to create dedicated lanes for the AVs.

That is a lot to imagine, and it might feel far away. Still, there is an opportunity to capture additional revenue and participate in this smart city movement. But to do so means your operation has to have a “smart” foundation.

Here are five questions to ask an EVC solutions provider to ensure you’re making a smart investment that sets you up for today, tomorrow, and years from now:

1. Are your stations connected to the cloud? Connected EV charging equipment allows your operation flexibility to be ready for today’s EVs but will allow you to adjust your business as EV demand grows. Cloud-connected devices provide drivers with charger availability via their preferred maps like Waze, Google, or Apple Maps and, most importantly, if they work. We have all heard about how EVs can help the environment and improve our everyday lives by eliminating unwanted carbon emissions into the air –and with cloud connectivity, you will be able to track your sustainability goals and report back with data to substantiate your efforts.

2. Is your equipment interoperable? If your EV charger only provides electrons to one versus all vehicle types, you’re leaving money on the table. Having a universal charger allows for more revenue for the operation and more charging ports for drivers. On top of the revenue, consider the additional customers you can influence by creating an experience like getting greeted by a valet with their favorite morning beverage or even a card wishing them a happy birthday. Interoperability will also allow you to work with others like auto OEMs, who are also looking for ways to offer more charging to the vast number of customers who have a fleet and are converting to EVs. This is the first time in our transportation history that we will be participating in the everyday fueling experience. Think about it this way: interoperability is like your ATM card, you can use it at any terminal, and it gets you what you need. If your charger is not interoperable, you are missing out and only catering to a brand versus having it open and operable to many.

3. Does this EVC solution meet the current standard protocol? EV charging stations should be OCPP 1.6/2.0 or above. If so, the standard Open Charge Point Protocol will allow you, the operator, to work with various software integrations like building management systems to help balance the locations load from the HVAC and EV chargers.

4. What level of charging can your facility handle? What type of parking population are you serving, i.e. transients or monthly parkers? Knowing the answers to these questions will help guide you in making the best decision on what level of equipment to install in your asset. If you serve a primarily subscription-based parking population, DC-Fast or Level 3 charging may not fit the use case since your dwell time at your facility may suffice with a Level 2 charger. Installing DC-Fast units can be cost-prohibitive, so having a solid understanding of your parking population will save you money both from CAPEX and demand charges from the utility.

5. Does your EV charging unit support over-the-air updates? EV charging units supporting over-the-air software updates help ensure equipment runs optimally. According to a recently published J.D. Power 2022 U.S. Electric Vehicle Experience (EVX) Public Charging Study, broken or inoperable equipment significantly contributes to the decline in owner satisfaction with public EV chargers.

STREAMLINE PARKING MANAGEMENT WITH ELSAG® PLATE READER CAMERAS

With smart EV Charging, you can reach your full potential by offering more services to your customers that they have not been exposed to in the past with gas powered vehicles. In addition, being connected will allow you to tailor an experience unique to your operation. Still, you must be datadriven in your approach, as your selected solution will provide the insights needed as more EVs use your location to charge and park.

The challenge for the parking industry will be to ensure you partner with companies who understand your business and serve as a partner. Ideally, these partners provide you with solutions for today while thinking about long term impacts and profits. ◆

EDUARDO ESPINAL is National Director of Business Development of eMobility, OEMs, and New Construction for FLASH. He can be reached at eduardo. espinal@flashparking.com

We integrate with new and legacy systems

ELSAG® license plate reader (LPR) cameras bring substantial efficiencies to parking management by reading license plates 24/7 to aid time-limit and permit enforcement, as well as scofflaw detection. We integrate with virtually any parking service vendor, providing accurate and reliable plate reads, and superior service and support that keep our customers coming back. Deploy the same LPR cameras developed for the mission-critical nature of law enforcement and automate your parking operations to save time and money.

Who’s in the Room?

By Josh Naramore

THE COVID-19 PANDEMIC HAS EXACERBATED longexisting systemic racial and economic inequities in our country. In this challenging time, it’s vital to think about the future of mobility and the public realm with intentionality through the lens of equity. A great starting place is developing institutional capacity and diversifying our organizations in addressing mobility challenges and inequities. There is a need for a bold commitment to equity and planning for mobility that can start with simple changes to visibly highlight emerging voices in our transportation profession through representation at speaking engagements and panels at professional events.

I still remember my first time being asked to be on a speaking panel. I was in my first job out of graduate school, working for the Florida Department of Transportation in Southeast Florida. The panel involved representatives from various agencies talking about technical assistance programs in the Glades area of western Palm Beach County around Lake Okeechobee. The communities of Belle Glade and Pahokee, agricultural communities with high rates of poverty and more than 90% of populations of color, had struggled economically. Transportation access was hindering connections to expanding employment opportunities and medical care in eastern Palm Beach County.

At this event in Belle Glade, community organizations, local city officials, and businesses gathered for an event to talk about programs and services to improve transportation access. The panel represented various state and regional organizations with resources available. I thought nothing of it at the time, but this expert panel consisted of three white men and one white woman, talking to an audience of predominantly people of color. Unfortunately, I had thought little about the composition of event speaking panels as a function of my white privilege.

Over my 18-year public sector career, I have had the opportunity to participate in dozens of roles representing my agencies or to speak on my professional work as a transportation planner. Additionally, I have attended dozens of conferences and professional events with various speaking panels and guest speakers. Never was I thinking about what was missing because I could see myself as a cisgender white male represented everywhere in the profession, at all levels of organizations, and in the majority of positions of power and decision-making in transportation.

I recall listening to a podcast with tech journalist Kara Swisher discussing the planning for her Recode/Decode conference. She was lamenting about the obtuse, insulated Silicon Valley tech industry events that were oversaturated with white men representing innovation. Her event she proclaimed would have no “manels”—panels consisting only of white men. Instead, she had put energy into curating a series of events with panelists and speakers representing women, people of color, gender nonconforming, and true representations of everyone working in the technology. She said that if you only are finding white men, try harder.

Her words stuck with me about how important it is for events to think equitably about who is representing industry and thought leadership. It is so critically important for us to grow and diversify the future of our transportation and mobility industry.

After a conversation with a few colleagues when planning a panel for the National Association of City Transportation Officials (NACTO) back in 2018, some referenced an informal framework that organizations had deployed related to speaker diversity. The general rule was to review all panels to ensure that there was never more than one white male on any panel and no duplicate panel participants. I started embracing this for myself when later asked to participate on a panel, declining to participate and recommending another co-worker who identifies as non-binary.

That has led me to defer panel participation to other colleagues at the City or lifting up other professionals that I have met through networking, professional organizations, or other events. When planning events, it’s important to review the demographics of speakers with an eye to diversity. When you’re

attending events, pay attention to who is speaking and who is participating in panels. Offer candid feedback to the professional organizations that host events if panel diversity is lacking.

Related to both economic opportunity and mobility, communities of color experience opportunity differently. Vulnerable and historically marginalized communities of color experience disproportionately high levels of impact whether related to crashes or access to safe, affordable, and efficient transportation options. For the transportation profession to solve these challenges, it needs to reflect those most impacted by the current status quo of transportation.

Transportation issues are primarily informed by those who have greater visibility; traditionally, white males have dominated transportation professional organizations. This also creates an imbalance in how perspectives are presented, critiques of transportation are offered, and solutions for the future of mobility are given attention.

We need to expand our horizons and our networks to encourage the racial, gender, social, ethnic, and sexual orientation diversification of our profession. It starts with ensuring that all professionals are able to see themselves represented and to be recognized for their contributions with expanded opportunities to speak as part of panels at conferences and events. Of course, it cannot stop there. Representation on panels is a step, but we also need to push conversations in our respective organizations about how our HR practices need to be reformed to hire and retain more diverse candidates while thinking critically about the culture within our organizations.

JOSH NARAMORE is the Mobile GR Director for the City of Grand Rapids, MI, and a member of IPMI’s Electric Vehicle Readiness Cohort and Smart Transportation Task Force. He can be reached at jnaramore@grcity.us

Driving Down Emissions, Doubling Down on Sustainability

How shared mobility is leading the charge to a more sustainable future.

By Rachel Antelmi

SHARED-USE MOBILITY SERVICES are playing an increasingly significant role in urban transportation and mobility trends. A shift in consumer attitudes is rapidly moving mobility paradigms away from ownership and towards access. Shared mobility options that complement public transportation, like car sharing or micro-mobility, make it easier to live without a car.

Today roughly one billion cars sit unused for 22 hours each day, wasting about 30 billion car hours. When not in use, they are just taking up space, and when they are in use many are older, inefficiently using up resources for a longer period of time, and have proven to be detrimental to the environment.

When cars are shared, there aren’t as many on the road, which means fewer accidents, reduced traffic, and more efficient use of public space. Carsharing, paired with other shared modes like bikes and scooters, modernizes mobility by allowing people to connect multiple forms of efficient transportation for any type of trip.

Opening up the road

According to a study by the University of California, Berkeley, every car used for carsharing means about 10

fewer cars on the road. With over one billion cars in the world today, using even just 1% of those for carsharing would mean 100 million fewer cars on the road across the world. Plus, a user survey in conjunction with San Francisco Municipal Transportation Agency showed one out of 10 carshare users sold or donated a car since joining, and over nine out of 10 carshare users report using their personal car or rideshare the same or less since joining.

Providing access to a variety of shared modes in our cities can help take cars off the road, ultimately reducing traffic, saving us time, and freeing up valuable space at the curb.

Clearing the air

Shared mobility also means reduced greenhouse gas emissions. 100 million fewer cars on the road would

mean roughly one trillion pounds of CO2 emissions prevented from entering the atmosphere.

A 2020 study conducted by Leiden University found that, in three international markets where carsharing had been introduced (The Netherlands, the San Francisco Bay Area, and Calgary), mobility-related greenhouse gas emissions saw a significant decline— from 67% to as low as 3%—when compared to previous impact assessments measured before the proliferation of car sharing. And, a new paper in the urban policy journal, “Cities,” says bike share users in New York City saved 493 tons of emissions over four years.

Studies like this one from the University of California, Berkeley, show that switching from individual car ownership to carsharing as the primary mode of transportation can reduce a single household’s carbon footprint by up to 40%.

Not-so-free parking

The typical personal-use car actually sits unused for 95% of its lifetime, meaning most cars are not out on the road, but parked—and taking up valuable space in our cities, both along the curb and in sprawling and multiplying parking structures all around the world.

It has been estimated that, in the United States alone, there are up to two billion parking spots for these mostly dormant vehicles. This is all valuable real estate and critical urban land that could instead be devoted to housing, walkable small business, or green space within cities all around the world.

But, to begin reusing all that space, the cars that are currently occupying it need to be shared, used, and driven—spending more time on the road and less time idle. Shared vehicles, in combination with shared bikes and scooters, can provide convenient

access without ownership. By linking shared modes and heightening their connectivity, we can increase resource utility without physically increasing resources, making the way we all get around more efficient, accessible, and sustainable.

The same increase in utility can be applied to a city’s parking supply. With greater utilization of vehicles, a higher turnover of parking spaces at the curb and in offstreet lots or garages is more likely. The parking industry can adapt to this change by shifting to parking rates that enable a higher turnover of vehicles [e.g., monthly to daily rates or daily to hourly].

That new car smell

Another way that shared mobility can help to reduce greenhouse gas emissions is what one study in Vancouver has dubbed the “New Car Factor:” Higher utilization rates for all cars mean that cars are retired faster as their

“useful” miles are consumed more quickly. As these older cars reach the end of their life faster, this allows for a more rapid introduction (and proliferation) of more efficient vehicles, including electric vehicles and hybrids.

Shared transportation can lead to fewer older, emissions-heavy, less fuel-efficient car models on the road, as owners would replace a shared car much sooner than they would one for personal use only.

This shift to shared mobility, and the idea of access over ownership, as commonplace in our cities will open up the road, benefit air quality, and support the parking industry in developing strategies that accommodate a shared future! ◆

RACHEL ANTELMI is Government Partnerships Coordinator at Getaround. She can be reached at rachel.antelmi@getaround.com

Chasing Marketing Unicorns

By Sarah Becherer

If you’re looking to make one or two meaty marketing leadership hires to beef up your growth strategy, what you’ve probably got in mind is an “all-arounder.”

That person—a veritable marketing unicorn!—can churn out slick sheets, create an eye-popping booth, lock in media opps, drive people to your site and park them there, run irresistible ads, orchestrate the perfect pitch, and write articles (like this one) for awesome publications (*winks at IPMI*).

They’re the Analyst, the Architect, the Lead Magnet, the Media Mogul, the Don Draper, the Practically a Product Person, the Webmaster, and the Sales Team Whisperer—all in one “creative, data-driven” package.

We don’t live in a world rife with unicorns (though I did recently learn that they’re the national animal of Scotland). But I’m here to tell you that doing a little pre-work makes finding the right person a whole lot easier, especially when you’re running lean.

Different marketing functions support different types of growth strategies. So, it really can be as simple as looking at what your top biz priorities are and tailoring your marketing job descriptions and interviews for the skills that will make the biggest impact.

I’ll help! Using minimal jargon, because as much as I like saying things like “let’s A/B it”, “ideal LTV:CAC”, and “rig up an attribution model”, I like you more.

Three questions to ask yourself while staring in the mirror…

Is getting new leads my top priority?

If yes, you’re looking at demand generation. Demand gen is accomplished by running “campaigns” aimed at a target audience that incentivize them to engage with you in exchange for something they’ll find interesting or helpful.

Campaigns typically involve three things:

1. The Offer—something you make/provide that delivers value (think webinar, product demo, data report, ebook, blog post).

2. The Channels—tactics for promoting The Offer to the right audience (like email, social media, chatbots, Google ads, or direct mail).

3. The Call-to-Action (CTA)—what you’re asking someone to do to redeem The Offer (such as “request a demo”, “download”, “save your seat”, or “subscribe”).

Demand generation is a killer skill set for an early marketing hire because this person understands how to:

● Thematically develop a relevant campaign for a certain audience.

● Segment and target.

● Evaluate performance, set spend, and run tests in multiple channels.

● Track marketing’s influence on sales opportunities.

They’re also typically excellent project managers because they work with so many other types of marketers to get campaigns out the door. This is good news if you don’t have a designer or writer and this person manages freelancers or agencies.

Here are three demand gen-adjacent disciplines worth flagging, all of which have space for deep specialization and expertise:

1. Marketing Operations

Campaigns involve a lot of architecture for tracking, targeting, and attribution. If you don’t have one already, you’ll need a marketing automation platform that either doubles as (like Hubspot) or integrates with (like Marketo) a CRM (like Salesforce). You can do some sophisticated targeting and drip repetition with these platforms that a non-operations specialist may not be able to handle.

2. Content Marketing

Often, The Offer is content. Blogs are excellent for improving your site ranking and reinforcing your brand. Ebooks don’t write themselves—in fact, nothing does! You can outsource, but keep in mind that editing is a lift, and ChatGPT (an artificial intelligence chatbot that interacts with users and answers questions) isn’t fluent in parking (...yet).

3. Paid Marketing

Paid marketing (like ads for print, digital, social, and search engines) is a highly specialized area of demand generation that involves identifying efficient channels and using an acronym soup of quantitative inputs (ADV, ROAS, CAC, CPC, CPL, LTV:CAC, CR—LOL!) to back into how much to spend. Then there’s a lot of complexity to crafting ads and channel strategy to make sure those leads you’re paying for are viable.

Or is upselling my customers a bigger priority?

For companies with a strong focus on upselling customers or converting pilots, product marketing and customer marketing will have an astronomical impact.

Product marketing is the lynchpin between sales, marketing, and product. They define and articulate the value of your product and its position in the market.

Someone with a product marketing skill set can:

■ Assess the competitive landscape using market intelligence.

■ Position and package your product for different audiences.

■ Produce product-focused PDFs, etc. for sales follow-up.

■ Integrate sales, marketing, product, and customer support.

To clarify, product marketing plays down the whole funnel (it’s killer for informing or even writing website copy, as well as following up from sales calls with PDFs, videos, etc. on how the product works)—not just post-close.

But the reason that I’m slotting these skills in here is that product marketing is huge for increasing product engagement, proving your value, and pitching upsell.

I adore marketers with this skill set. I think they’re the secret weapon for any “parketing” team. Our products are highly nuanced and require contextualization.

I’m going to spend less time talking about customer marketing, not because it’s less important, but because if you’re looking for early hires and have a customer success function in place, a product marketing or demand gen skill set could provide air cover.

Enablement is a hefty part of customer marketing and customer success. Customer marketing works in tandem with customer success to identify opportunities to prove bottom-line impact, elevate the customer experience, and increase retention.

Here are some low-hanging customer marketing initiatives that I’d recommend:

■ Customer version of your newsletter/other emails.

■ Holiday gifting for partners and advocates.

■ Case studies and success stories.

■ Repository of customer resources (how-to’s, tips ‘n’ tricks, etc.).

■ Email sequences to keep in touch.

How strong is my brand?

Brand marketing promotes your company’s purpose, personality, and point of view.

While demand generation campaigns focus on customer pain and how your company uniquely solves that pain, brand campaigns demonstrate your vision and mission—how you fit in, and how you stand out.

The primary success metric for brand is awareness, meaning footprint and familiarity within your total addressable market. This can manifest through branded search volume, social media trajectory, website traffic, and referrals. You may observe a spike in views to your corporate LinkedIn after speaking at a conference, for example, or publishing a press release may drive more site traffic.

Brand campaigns may not generate truckloads of leads, but ultimately, they lower your customer acquisition cost. A clear, bold, memorable brand is sticky—ergo, the leads that come in are more likely to qualify for and benefit from what you do.

To invest in brand means to invest in a marketer who can:

■ Define your identity (visuals and voice).

■ Write your website and optimize it for search.

■ Build reputation through social media, events, and press.

■ Earn placements in industry trades.

Ideally, this person is a strong writer. It’s a gargantuan task to define your company’s “identity” and make it meaningful and legible. My two cents is that it’s unrealistic to expect this person to execute complex graphics, yet reasonable that they should develop agility with Canva and/or be able to direct a freelancer.

Someone who can write your releases and articles in-house is dynamite, but there are also benefits to working with PR, events, and content agencies; your brand marketer would manage those relationships.

And she’s out of room!

In short, hiring marketing people is less overwhelming if you know what skill sets you’re looking for based on how those support your growth strategy as a whole. Inspect that first, and then execute your job descriptions and interviews accordingly.

SARAH BECHERER is VP of Growth at Ocra. She can be reached at sarah@getocra.com

Embracing the Dichotomy of Human Resources

By Jessica DiGiacomo

THE ROLE OF HUMAN RESOURCES (HR) within an organization is all encompassing and dynamic. A HR department supports the employees and exists to help employees thrive while supporting company goals and budget. HR is a fundamental part of any company as a resource for the employees. They are the eyes and ears of the employee population. HR makes impactful decisions and changes based on employee feedback and the essential requirements to ensure employment retention, growth, and development. However, there are always two sides to every situation. HR is also the department responsible for handling terminations, conducting disciplinary actions, instilling policies and procedures, and performing investigations. A healthy and active HR team balances the fine line of meeting the company’s bottom line and budget while also representing and fighting for the best interests of the workforce that they support.

2023 is the year of companies preparing for the uncertainty of what is to come and setting themselves up for continual success and stamina. Anyone who has logged into LinkedIn recently can scroll through their feed and see numerous companies have conducted rounds of layoffs or made considerable cost saving cuts, all of which a HR department has substantial involvement in. While many companies had industry record highs in 2022, FLASH included, it’s also necessary for companies to prepare for the increased economic unrest 2023 brings. Thoughtful and effective cost and employee management are key to companies coming out of 2023 even stronger.

So, the questions become: how can an HR department ensure they are representing the employees while also adhering to what is best for the company’s short term and long-term goals? How can the company know that HR has the overall budget and goals in mind, while the employees know that you honestly and accurately promote their top needs? Seems like a Catch-22, right? Not necessarily.

The idea that HR can only do what is best for the company or what is best for the employees is outdated. In the past, an HR department’s focus and value was rooted in supporting employees. However, we have entered a new era where when HR supports the employees, they are additionally supporting overall

company goals as well. The HR role has shifted from just serving the employees to now being a strategic function that helps to shape the organization and achieve the goals of the company.

Let’s provide some examples of how a HR department’s job of supporting the employees aligns with the company’s goals, budget, and bottom line or vice versa.

1. HR is the champion of purpose, values, and culture . A well-run HR team is there to clarify and share the purpose, values, and culture of an organization. Developing and nurturing a culture based on the company’s purpose and values leads to increased employee satisfaction, higher trust, and stronger financial performance. A purpose-driven culture creates a foundation for a strong financial output, one where every employee is energized with a sense of purpose and knows how what they do impacts the company goals. Everyone understands the value they create and feels appreciated for that contribution. When an employee’s morale is boosted and they are aware of the impact they have on company goals it additionally leads to increased productivity, improved employee performance, longer tenure, and stronger company financials.

2. Culture of learning. As companies grow and scale, they unavoidably experience gaps in skills. In the past, this would lead to recruiting for these skills and focusing on bringing in new talent. However, gaps in skills provide HR and the company an opportunity to advocate for value creation and reskilling versus hiring. They can create a culture of learning where employees are encouraged to take classes, connect with mentors, cross train, and have opportunities for internal company mobility. If employees know they can learn, develop, and grow within the organization and feel like the organization invests in them, in turn the employees will then invest back into the company.

3. Interdepartmental partnerships. A strategic HR team should be in lockstep with the finance and accounting teams. The finance and accounting teams are the ones responsible for creating annual operating budgets, developing the financial business model, and analyzing and understanding company growth and profitability. As their partner, the HR team are the ones to assist in handling communication of workforce costs and improving the bottom line. They negotiate the best rates when it comes to employee benefits, with the

focus on fiscal responsibility and providing a competitive employee benefits package. HR analyzes market trends to confirm the company’s pay is aligned to the industry and job functions. If layoffs must take place, HR develops a realistic yet employee-focused severance package that meets the bottom line while ensuring the employees have an empathetic and humanized transition back into the job market.

Now more than ever, it is critical that every company acknowledges, understands, and views the HR function as a tactical function within the company. HR does so much more than the transactional duties of the past. Today’s HR is a department that is capable of energizing and strengthening the culture, resulting in a healthier and better company bottom line. So here is a call to action to all HR leaders: It is time to capitalize on this transformation within the human resource field to build, promote, and scale company culture as a strategic partner within any company.

JESSICA DIGIACOMO is the Director of People Operations for FLASH. She can be reached at jessica.digiacomo@flashparking. com

Leadership on the New Frontier

Navigating monumental company growth in an emerging industry while balancing all the normal day-to-day business demands.

By Jim Burness

WHEN I STARTED NATIONAL CAR CHARGING (NCC), it wasn’t my first rodeo, and I knew what I was getting into. Long hours, wearing multiple hats, and lots of juggling. As any entrepreneur will tell you, starting a company isn’t for the faint of heart.

Thankfully, I brought lots of experience to the table from other leadership roles at both my own and others’ companies. Some were big and others small, and each had their own challenges, so I had a handle on what kind of company culture I wanted to create and how I wanted to lead it.

What I wasn’t prepared for and what no one could have anticipated was the unprecedented growth in all aspects of the electric car industry - and the subsequent gold rush - and what that would mean for our startup, our five- and ten-year plans, and honestly, my personal life.

While growth is a great problem to have, drinking from a fire hose isn’t sustainable and the team was looking at me to steer the ship in uncharted territory without a compass.

So, what was the secret to our success? First, lady luck was on our side. I’d love to say it was all my brilliance and that of my team, but all of us admit,

we’ve often been in the right place at the right time. That said, looking back at our beginnings and the formidable business we’ve built, it can really be narrowed down to six things.

1. Be able to identify and acknowledge the major shifts.

Believe it or not, our entire company was built on a test drive. In 2011, I drove two early EVs, a Nissan Leaf and a Chevy Volt. While Tesla had introduced the roadster and their Model S was on the horizon, these were the first mass produced electric vehicles. While many saw it as a fad that would never last, I recognized after just a few minutes behind the wheel that is was where the future was going. A month later, I started my company. Being able to see major market shifts and having the audacity to follow your gut is critical to success in innovative and new industries. I’m not saying every ‘big idea’ is street worthy. My foresight was grounded in

years of automotive and renewable energy experience, and even then, it was a leap of faith, but it was the willingness to take the educated risk that got us started and has propelled us forward as our burgeoning industry has evolved.

While foreseeing a major shift was the impetus for our organization, staying on top of all aspects of running a business had an impact on what we were trying to accomplish - from human resources and financial management to customer service and shipping. Leveraging new technologies saved us time, money and allowed us to use our human capital more effectively.

2. Stay flexible.

Startup life is hard no matter the industry, and new industries are especially unpredictable. The second you get it figured out it changes. In many ways it’s like raising a toddler - you never know where they’re going to go next, but you know you have to be ready wherever they go. Navigating a new and emerging industry is no different. Staying nimble, being ok with changing gears, and even scrapping a project you’ve poured your blood and soul into is all part of the process and it’s also your corporate advantage. Being able to change trajectory on the fly and trust that it’s the right thing to do whether it’s your business plan, product line, or even a meeting agenda could be the difference between whether you lead or follow your competition.

3. Stay ahead of the curve on hiring.

When your company is young, there is a thrill to doing it all yourself and a novelty to bringing in the first few new hires. The sticking point is when you start to see the work overflowing around you and your team, and revenue isn’t flowing in like you know it will. It’s natural to want to hold off, but a smart, strategic investment in talent could be the difference between success and failure.

The reality is that we’re all human and have limited capacity no matter how much we try to push ourselves. Burning your team and yourself out will only lead to diminishing returns and that’s not how you grow a successful business. Hiring needs to be a critical part of your short- and long-term business planning for your business to thrive, especially in a pioneering industry.

4. Take time off and encourage your team to do the same.

Forcing yourself to take time off is the hardest part of being an entrepreneur, but it’s a must do for you and your team. I’ll admit I wasn’t good at this at first, and then my dad landed himself in the hospital and I had to step away from the office and lean into my team. It wasn’t a vacation, but it showed me that the business

could survive a week without me, and the diversion allowed my brain to refocus and look at the business with fresh eyes when I returned.

Since then, my wife and I have scheduled quarterly vacations (often in places without cell phone access) and I encourage my team to do the same. Periodic mental health days and vacation time is the cheapest and most rewarding benefit you can give your employees and will always be part of our benefits packages. Not only does it help attract smart talent, but it also helps you keep them.

5. Own the mistakes and fix them quickly.

When you’re moving at lightning speed and working on little sleep, mistakes are inevitable. How you react to them is the game changer. I tell my team that mistakes happen and what’s more important is that we acknowledge them fast, find a solution, and heed the learnings - especially when working with our customers.

Pointing fingers and assigning blame is counterproductive. Recognizing that we’re all human and learning from your mistakes is what will move your company forward - and that includes the leadership team. You set the tone for the organization and your employees carry your example forward into everything they do. And when it involves your customers or even business partnerships, their humility (and yours) goes a long way to solidifying long term relationships.

6. Have fun.

It might sound crazy to ask, but why do it if it isn’t fun? Most small business owners are in it for more than just the money. For most of us, it’s also passion play. For me, it was a trifecta of cars, renewables, and a belief that we could do good while making a profit.

No matter what business you pursue, the days are long and the work is hard, so create a positive, fun work culture. It’s what carries you through the extra tough days. Encourage laughter and merriment. Surround yourself with employees who feel the same, and who see your business as a journey as opposed to a paycheck.

In the end, there is no magic bullet for success and there will always be things out of your control. Being in the driver seat is challenging, but follow your instincts, always listen and learn, hire the right people, and enjoy the ride (electrically powered, of course). ◆

JIM BURNESS is CEO & Founder of National Car Charging & Aloha Charge. He can be reached at jburness@ nationalcarcharging.com

The Ever-Growing Carolinas Region

By Carl DePinto, MBA

THE CAROLINAS PARKING AND MOBILITY ASSOCIATION (CPMA) wants to thank you, as your communities rely on you every day to provide essential parking, transportation, and moblity services. Our organization is here to assist with resources to grow your team professionally, from our newletters to specialized training to webinars to our annual conference and expo.

CPMA is in one of the fastest growing regions in the country and we are always welcoming new members to our organization. We are proud to share our informative educational development sessions for 2023, designed to target the unique educational needs of parking, transportation, and mobility professionals from frontline team members to management leaders. CPMA offers an expansive selection of webinars and in-person sessions from state-of-the-art technology to customer service and all topics in between.

Our instructive training programs, planned for April and June of this year, provide an opportunity for team members to share knowledge and experiences with their peers from airports, municipalities, residential and corporate communities, educational instutitions, sports and entertainment venues, and medical centers.

Beyond our periodic meetings, we are excited to announce that the 2023 Annual Conference and Expo will take place in beautiful South Carolina, an area winning many accolades as the top location to live on the East Coast. Our Fall Conference will wow the region by offering many exciting and interactive educational sessions and the latest technology shared by our vendor partners. Mark your calendars now to attend the CPMA Conference and Expo on September 19 to 22, 2023, in beautiful Myrtle Beach, South Carolina. Located at the Marriott Myrtle Beach Resort & Spa at Grande Dunes, you will discover an amazing oceanfront experience, championship golf courses, the boardwalk, relaxing spas and wonderful dining. In addition to the conference, our golf outing is sure to be a winner as this region of

the Carolinas is known for its magnificent golf courses. If you want to expand your industry knowledge and get more involved in a growing association, join us to learn and share ideas and become a part of a professional network that spans across the Carolinas. We welcome new members and look forward to the opportunities a growing membership provides to the association. Visit us at www.carolinasparking.org for additional information or email us at carolinasparking@gmail.com

Carolinas Parking and Mobility Association

CARL DEPINTO, MBA , is Executive Director of Mobility for Duke University and Duke Health. He can be reached at carl.depinto@duke.edu

Picture from CPMA 2022 Expo and Conference session

ASK THE EXPERTS

What sustainability policies, programs, and practices are you implementing in your operation to manage and maximize the use of the curb?

Consultants

Cities are leveraging technology and data to establish low-emission and zeroemission loading zones for goods and service delivery to better manage congestion, improve safety, and increases curb performance and efficiency. More efficient use of curb space opens the door to dedicate public right of way for bike lanes, dedicated transit lanes, and other multi-modal opportunities.

Citing the need to make Hermosa Beach’s existing on street parking spaces more readily available to everyone, the City voted to limit the number of residential parking permits currently available in a portion of the coastal zone and downtown area to three per residence and to increase the annual price for those permits. Hourly on street parking meter rates and employee parking permit rates were increased as well.

Emily Kwatinetz Principal Dixon Resources Unlimited

Emissions reduction is the force that drives us to do what we do, and many of our clients are in search of innovative on- and off-street parking solutions that align with their sustainability goals. We’ve partnered with several municipalities and organizations to deploy our integrated parking intelligence solutions, offering drivers real-time guidance and availability data, and leading them straight to available parking spots. This not only saves time but also cuts down on emissions, making parking cleaner and more enjoyable for drivers and their communities.

The “park once” philosophy means designing policies to encourage drivers to park only once per visit (rather than re-parking) by encouraging long-term parking in designated off-street areas and the use of other modes of transportation to move between multiple destinations. For quick visits, the convenient on-street parking is ideal for short-term parking and loading.

Robert Ferrin, CAPP Senior Project Manager

Kimley-Horn

David Parker CEO Cleverciti

Jonathan Wicks, CAPP Consultant Walker

Perry H Eggleston,

DPA CAPP

Executive Director, Department of Transportation Services (DoTS) University of California, Davis

Traditional university transportation and parking funding models used parking fees for transportation sustainability programs. The COVID closures proved this funding model does not work. As more campuses adopt hybrid working models where fewer people drive every day, the traditional funding models’ lost revenue requires these universities to increase the cost to those who may be the most “vulnerable” populations. Therefore, university administrations should include TDM programs in their sustainability planning and funding. Campus transportation and parking departments can focus on maximizing the use of the curb and create alternative funding models which support sustainable transportation programs without inequitably affecting the vulnerable.

Marlene Cramer, CAPP, LEED® Green Associate™ Director,

Transportation and Parking Services

Cal Poly, San Luis Obispo

Develop a method or committee to identify, prioritize, and recommend opportunities to improve curb use and commute modes. Include your organization’s planners to ensure that initiatives compliment sustainability goals and the built environment as well as community constituents such as disabled and underrepresented groups.

Joseph Madison Associate Director of Parking Operations Kennesaw State University

To maximize sustainability, one strategy of curb management is to convert underutilized areas into rideshare zones. These zones help promote the reduction of individual vehicles occupancy. A well-managed program can include automated counters and automated enforcement.

Josh Naramore Director

City of Grand Rapids, Mobile GR

I think the key for curb management for cities is to stay flexible and adaptable. The curb is dynamic, not static—cities need to allow for more uses. We’ve increased the use of curb space for parklets and outdoor space, tested pick-up/drop-off zones and allocated more curb space to e-bike and scooter share.

Marla Westervelt Principal Planner

Populus

We’ve been laser focused on supporting cities to leverage Digital Smart Zones to manage curb demand associated with last mile deliveries. The data is clear; without intervention emissions from last mile deliveries will increase by 32% by the end of the decade. Digital Smart Zones enable delivery vehicles to pay for curb access through GPS data. This approach to pricing helps to manage curb demand, offering cities a scalable solution to reducing the time it takes drivers to find available curb space and providing cities with valuable insights into fleet behavior at the curb.

We are collaborating with partners to reduce Houston’s dependency on single occupancy vehicles. We collaborated with the Texas Department of Transportation to provide real-time parking space availability on the ConnectSmart App. The app supports the City’s sustainability goals by providing alternative transportation options for commuters. Realtime parking availability reduces Co2 emissions from vehicles circling for a parking space. In support of the Houston Bike Plan, we developed the Dedicated Bicycle Program that increased the penalty for parking in a bike lane but offers those with an infraction to take a Driver Bike Safety Course to have the fee waived. The course educates them no how to safely share the road with bikes.

Melonie Curry, MBA Marketing Communications Manager City of Houston – ParkHouston

THE FLIPPING SCRIPT

Sustainable Curbsides Communicate Our Values

By Haley Peckett

Through moveDC, the District of Columbia’s long-range transportation plan, District Department of Transportation (DDOT) elevates sustainability as a core goal to drive operations, project delivery, and internal business processes for the next few decades. The plan calls for a robust urban tree canopy, electrification of our transit fleet, and climate-resilient or “green” infrastructure. Most importantly, moveDC challenges all DDOT staff to think holistically about incorporating goals and policies into day-to-day work by explicitly recognizing that our goals are interrelated: a transportation network that provides safe, reliable multimodal transportation choices that also emphasize equity, reduce congestion, and cut down emissions.

The integrative, multimodal, system-based thinking introduced in moveDC was already happening at the curbside. In 2021, the DDOT group formerly known as Parking and Ground Transportation changed its name to Curbside Management in recognition that vehicle storage is not always the highest and best use of public space. The interdisciplinary team in the Curbside Management Division not only manages the regulation of parking, but also ensures access for pedestrians, goods, transit vehicles, shared mobility, as well as people-focused spaces like parklets and streateries. Formally defined:

DDOT’s Curbside Management Division manages and regulates the District’s curbside. Our mission is to create safe and reliable access to the curbside for people and goods. We ensure that access is sustainable and equitable.

Sustainability is at the core of everything we do. Mayor Muriel Bowser demonstrates the District’s commitment to sustainability, not only through goals in moveDC but also through multi-agency efforts like Sustainable DC 2.0 and Clean Energy DC. For curbside management, sustainability’s added value is greater than the sum of its parts. Sustainable curbside programs and policies keep our most vulnerable residents safer, they promote economic opportunities, and make everything operate more efficiently. The most impactful tools the District currently uses to improve sustainability are safety for multimodal users, expanded use of pricing, and setting priorities by context.

Safety

For most of the 20th century, Washington, D.C. (like most U.S. cities) heavily invested in infrastructure that made private vehicle travel the fastest way to get around. Increased growth in the last two decades came with increased traffic and congestion in the District, while city leaders also recognized their role in cutting vehicle miles traveled to avert global climate change.

When DDOT became an independent agency in 2002, it focused on two key challenges related to sustainable transportation modes: pedestrian safety and mode shift. Pedestrian safety is critical, as all trips start with them. Pedestrians are the slowest moving, least protected, and least visible;

they also accounted for 43% of DC traffic fatalities in 2021. To increase mode shift to sustainable modes, DDOT must make these modes safe, reliable, and efficient. Increasing reliability and travel speeds for transit, while focusing on safety for all modes, is critical to getting more people out of their cars for more trips, and that’s why Mayor Bowser has budgeted more than $317 million in fiscal year 2023 towards modernizing the District’s mobility.

Curbsides are the low-hanging fruit of pedestrian safety. To improve visibility for pedestrians in crosswalks, DDOT is daylighting more intersections by setting back parking at least 25 feet from the crosswalk. Other safety intersection treatments include using paint and flexposts to create inexpensive bulb-outs and starting an Art in the Right of Way program in slip lanes and near crosswalks. DDOT has also installed mid-block crosswalks and bulb-outs near schools and parks. These improvements shorten the distance for pedestrians to cross, force drivers to slow down at intersections, and increase visibility—especially of children or people using wheelchairs or other mobility devices that may not be in a driver’s line of sight if a parked vehicle is in the way. The safety improvements come at the expense of vehicle storage at each intersection, but they also visibly communicate the importance of protecting vulnerable roadway users.

The District is growing its bus and bike lane network ambitiously. Since 2020, DDOT has added more than 10 miles of red-painted bus lanes, 20 miles of protected bike lanes, and 20 queue jumps for buses. Each of these improvements requires planning, design, and community engagement to ensure the bus and bike lanes are reliable and safe. As any parking professional knows, the negotiation of parking and curbside impacts can make or break these projects. DDOT’s curbside planners meet at least weekly with engineers and planners to collaborate on design, prioritize and relocate impacted curbside uses, and communicate impacts and mitigations to stakeholders. Curbside planners and technicians have conducted hundreds of site visits and community meetings to understand the unique operations on a block or corridor and propose targeted solutions. Over the last few years, DDOT has improved offset bus lanes and bike lanes protected by curbs and a lane of parked cars, as well as tactics like signage placement and roadway hatching to improve compliance. While planners may think big picture, it’s Curbside Management’s job to solve for the errant vehicles that threaten the safety and compliance of bus and bike lanes. The better we do, the safer and more sustainable our transportation system becomes.

Pricing

Another way to frame the tradeoff between parking spaces and safety improvements is by ascribing value to each. At an agency

level, DDOT does that through stating its goals in moveDC and implementing pedestrian and bicycle safety, as well as bus reliability strategies to meet these goals. But behavioral shift relies on similar decision-making and value tradeoffs by the millions of people who live in or travel to the District every year. The travel choices of these individuals will ultimately shape how sustainable our transportation system is, and the physical infrastructure can only go so far in terms of shaping behavior.

This is where curbside pricing is a critical level for sustainability, and in Washington, D.C., it is closely tied to equity. Like many cities, the District prices metered parking on its commercial blocks and has implemented several performance parking zones where prices fluctuate based on demand. These meters, however, are not just the traditional workhorses to induce turnover and recover costs of maintaining public infrastructure. They also signal the monetary value of public spaces, streateries, and other curbside uses; they help rational humans make tradeoffs.

At a policy level, DDOT relies on the D.C. Council, the District’s legislative body, to set pricing for meters, commercial vehicle loading, and permit parking in residential zones. The pricing policies are sensitive to long-term District residents who want to remain in the District and rely on affordable parking near their homes, accessibility for individuals with disabilities, and policies that can be applied equitably across a city of wealth extremes. However, these policies are universally communicating that our curbsides are a finite and valuable resource. Through charging for the use of an annual permit or 30 minutes of loading, the District demonstrates that curbside space is a public good and that private use comes at a cost (both monetary and opportunity).

Curbside and policy staff developed processes for school staff and contractors to purchase digital permits to park in residential zones. On the horizon is greater utilization of license plate

reader technology and digital permitting to enable more targeted use of pricing based on demand. Our management of pricing is most notable in day-to-day operational decisions. Whether it’s enforcing full payment for private shuttles or mandating fees for short-term curbside reservations, DDOT staff work hard to keep curbside pricing consistent, fair, and essential to maintaining functional programming.

A key objective is to provide travelers with user-friendly tools and information that help them understand the value of their choices. The ultimate goal is that that travelers will become more intentional in their choices and all modes can be truly competitive options. For example, a doctor’s visit downtown may take more time by transit than driving but would be cheaper than parking in a garage; drivers also must factor in time spent searching for a legal on-street space, which may or may not be close to the destination. Similarly, a trip by taxi or rideshare may eliminate the need for parking but could cost more than parking. The District’s curbside pricing policies are moving in the right direction for sustainability, while also maintaining affordable options in residential areas and access for persons with disabilities.

Encouraging Sustainable Modes

The curbside policies and practices needed to enact a mode shift signal a mindset shift on the part of DDOT and its peer city transportation departments. We have flipped from the idea of curbsides as “private vehicle storage first” to “consider the context and expand our toolbox.” For example, traditional land use planners wouldn’t place a one-story, single-family home next to a high-rise office building. So why would we put a four-hour parking space in a high-traffic area during times of high transit and loading demand?

DDOT’s 2014 Curbside Management Study sets the foundation of curbside hierarchies based on neighborhood typology and

establishes a menu of curbside uses (including metered parking). Since then, we’ve added curbside tools that work well in our evolving neighborhoods, such as programming for transient uses of the curb to support food and small goods delivery and passenger loading. In 2023, DDOT will update its toolkit and typologies to match city changes and consider new tools to meet its larger goals. Updated curbside typologies and tools are meant to help us communicate to residents the not-so-intuitive concept of a multimodal, context-sensitive curbside.

What do curbside typologies and context-based tools have to do with sustainability? By signaling that there are many possible uses for our curbsides—from vehicle-centric to green infrastructure—DDOT moves away from the expectation of curbsides as free public parking. We indicate that our public space can be used for mobility, access, safety, art, commerce, and play. In the next few years, we’re exploring new tools to add to the mix, like electric vehicle charging and automated enforcement to encourage turnover. There is no one-size-fits-all approach to curbside management, but we will consider and prioritize our goals when designing the curb. DDOT staff give voice to the goals of sustainability and its close relationship to equity and access in this process.

Additionally, the District has continued to expand and monitor its motorcoach parking program. Prior to the COVID-19 pandemic, the District saw as many as 1,200 charter/tour buses daily at the peak of summer tourism. In 2023, we expect numbers at or approaching pre-pandemic levels. DDOT manages permitting for dozens of shuttle, sightseeing, and commuter buses. These operators use curbsides in slightly different ways that often overlap and compete with other uses. Finally, DDOT collaborates with sister agencies to manage curbside uses around large entertainment venues and for groups participating in First Amendment activities to provide space for authorized vehicles and safely move pedestrians en masse.

The Curbside Management Division at DDOT continues to flip the script on the use of our curbs. The more we do to encourage shared and sustainable transportation modes, both at the curb and throughout our transportation system, the fewer emissions the transportation sector will produce. This makes our city safer for vulnerable users and better connects our residents and visitors to available opportunities.

HALEY PECKETT is Associate Director, Curbside Management Division, for the District Department of Transportation. She can be reached at haley.peckett@ dc.gov

A cyclist rides in a bike lane in DC’s NoMa neighborhood.

Illuminating the Path

How to Leverage LED & Connected Lighting to Support Your Sustainability Goal s

By Mike Riebling

to Greener Parking

‘SUSTAINABILITY’ is not just a buzzword or a passing fad. It is a critical area for action to ensure a better future for the environment and society. The parking sector has already started to lead here (take the Parksmart certification program, for instance), and with good reason. According to The Climate Group, 40% of global greenhouse gas (GHG) emissions come from buildings and, if left unchecked, they’re set to double by 2050. These buildings include parking garages and other buildings served by parking lots and on-street curbside parking.

Parking owners and administrators must increasingly look for opportunities to drive energy efficiency and reduce their carbon footprint to support the sustainability imperative. One of the easiest ways to achieve this: upgrade to LED lighting. When paired with innovative sensor technology and software systems, connected LED lighting can

help you make significant energy-efficiency gains and reduce your environmental impact. It can also help you comply with the latest building and energy code criteria, reduce your operating costs, and support a better customer experience. The possibilities are bright for your business and the planet if you put the focus here.

The First (Simple) Step in Transforming Your Parking Infrastructure

An LED lighting retrofit is one of the least intrusive elements of a building or parking infrastructure renovation that can quickly drive energy savings. Say you have a multi-level parking garage. If you upgrade one traditional 100-watt (W) Pulse Start Metal Halide (PSMH) luminaire that consumes 129W total to an LED luminaire that only consumes 52W, you achieve 60% energy savings for that luminaire, plus improved lighting performance. If your parking garage has 500 luminaires, then by replacing all of them, you would reduce your energy consumption by a total of 38.5kW. Garages can be lit 24/7/365 for safety reasons and to appear well-lit and inviting;

if that were the case using this example, a total of 337,260kWhr would be saved annually.

In this LED upgrade scenario, this energy savings data is approximately equivalent to 239 metric tons of CO2 according to the United States Environmental Protection Agency (EPA) GHG equivalencies calculator That translates into a significant annual reduction of your carbon footprint.

LED luminaires also offer longer lifetimes due to higher lumen maintenance than traditional HID luminaires. Being digital, LEDs are either on or off, and when they are off (or dimmed) their life is extended. Eliminating HID lamp replacements and ensuring fewer LED luminaire replacements means less waste.

Consider the operational cost-savings this can deliver. According to the United States Energy Information Administration (EIA), the average price of electricity in commercial applications is 13.45 cents per kWhr (as of September 2022). Using the example above, you could shave more than $45,000.00 annually off your electric bill by switching to LED lighting. Assuming typical market pricing for comparably performing LED

luminaires, your resulting simple payback is well under five years based on these energy savings alone. Adding utility rebates (depending on your state or provider) plus controls (more on that later) can reduce your payback further, often less than three years.

By optimizing your existing parking facility with an LED retrofit versus building new, you can also defer new capital outlay investments while taking ‘greener’ steps. Constructing new garages or parking lots can incur increased energy expenditures and carbon emissions. This cost avoidance compounds your savings further, reducing your payback even more while further reducing your carbon footprint.

Figure 1. Isoline plots comparing LED luminaire (left) to HID 100W PSMH (right).

Improve Your Lighting and Reap the Benefits

There are more benefits to consider when weighing the decision to switch to LED lighting. Omnidirectional HID lamps require reflectors and refractors to corral the light and bend it to where it is needed, which results in efficiency loss. Conversely, LED luminaires use precision optics with optical grade lenses specifically designed to leverage that directionality, resulting in less initial light expenditure to achieve improved performance. Hence, LED luminaires require lower lumens and wattage compared to traditional HID luminaires. Figure 1 offers a plan view or “bird’s eye” view comparing the 52W LED luminaire (left) to the HID 100W PSMH luminaire (right). Notice how the LED luminaire provides more even, circular illumination versus the patchy, uneven HID luminaire—particularly at the higher footcandle

(fc) value per the magenta line in the middle. This illumination is directly underneath the luminaire; for the HID (right), it appears disjointed resulting in puddles of non-uniform light. The LED luminaire also provides more illumination (right, as shown with the black and red fc isolines extending out further) with fewer watts (52W vs. 129W) and lower total lumens (5,994 vs. 7,307), saving energy and using less initial light.

In parking garages and parking lots, few things impair a driver’s vision more than bright, glaring hot spots and dim, dark areas, causing them to shift their eyes from where they should be. Luminaires with LEDs distributed evenly around the entire perimeter of the luminous opening (symmetric distributions) provide improved, even illumination without the harsh, sharp maximum candela value that occurs with HID lamps due

Figure 2. Polar curves comparing LED luminaire (left) to HID 100W PSMH (right).

By optimizing your existing parking facility with an LED retrofit versus building new, you can also defer new capital outlay investments while taking ‘greener’ steps.

to their arc tube. The result is better-performing optics with more uniform illumination, both horizontally on the driving/parking area and vertically on pedestrians and structures, without distracting, harsh maximum to minimum transitions.

Figure 2 offers another comparison of the LED and HID luminaires. Note the smoother, more robust blue vertical pattern of the LED luminaire (left) versus the narrower, sharp, jagged blue HID pattern (right). These blue lines represent the illumination you would see projecting downward when viewed from the side of the luminaire. The sharpness creates a distracting bright hot spot. Also note the smoother, circular red horizontal pattern of the LED luminaire (left) versus the jagged red HID pattern (right). This is the illumination you’d see on the parking garage floor. Thus, you can see that LED luminaires provide broader coverage and better uniformity for improved driver visibility.

Mitigating glare is also important in parking settings. Glare causes annoyance, discomfort, and even loss of visibility for drivers and pedestrians alike, which can lead to potential safety issues. Consider the graphs in Figure 3. The LED luminaire (left) projects most of its light in the lower 30 to 60-degree zone, where it ought to be to best illuminate the parking garage floor. Compare to the HID luminaire (right) with most of its light in the higher 60 to 80-degree zone; ANSI/IES RP-8 defines 75 to 90 degrees as the “glare zone,” which you want to avoid. One last consideration: Lighting parking garages— especially those with subterranean decks—is unique. A “cave effect” can often occur when the garage ceiling is not sufficiently illuminated or at worst is pitch black; it causes drivers and pedestrians to feel as though the parking structure is closing in on them. On the other hand, some may experience the limitless “infinite ceiling” feeling when they are unable to see the ceiling.

Figure 3. LCS Luminaire Classification System graphs comparing LED luminaire (left) to HID 100W PSMH (right).

Glare causes annoyance, discomfort, and even loss of visibility for drivers and pedestrians alike, which can lead to potential safety issues.

Figure 4. Connected LED lighting system example.

To mitigate this, specify LED luminaires that provide uplight as shown by the red portion above 90 degrees in Figure 3 (but not too much uplight, which is wasted as shown on the HID image to the right).

An LED lighting retrofit provides the right amount of illumination in the right places to enhance customers’ visual acuity and contribute to their sense of comfort and safety when using your parking facility—all without sacrificing lumens and efficiency.

Up the Ante with Smart Controls and Connectivity

The benefits of LED lighting are even brighter when you use lighting controls and sensor technology. Parking owners and administrators can use cloud-based software to remotely monitor, manage, and control a parking facility’s lighting, or even an entire network of facilities at once for a sustainable property portfolio.

Sensors can also be used for daylight harvesting. They can detect the natural light found around the perimeter of your parking garage or in open-air top decks, lots or curbside, or from other nearby sources of artificial light to help you keep your electrical load and carbon footprint to a minimum. This ranges from leveraging the daylight contribution and automatically dimming your lights to maintain your desired overall illumination level, to using sunlight and other ambient lighting to automatically turn off your lights altogether when artificial illumination is not needed.

Smart lighting controls like these can also go a long way in helping you comply with the latest energy codes such as ANSI/ASHRAE 90.1 Energy Standard for Buildings, the IECC International Energy Conservation Code, and the CEC California Energy Code’s Building Energy Efficiency Standards—Title 24.

On top of that, upgrading to a connected lighting system can help you collect points towards achieving or maintaining green building or parking garage certifications, such as LEED’s Light Pollution Reduction and Energy Performance, or Parksmart’s Lighting Controls and Energy Efficient Lighting System.

Drive the Shift to Sustainability

At the most basic level, you can generate energy reports to find additional reduction opportunities, enable preventative maintenance, or detect outages for rapid resolution to ensure customer safety. Integrated sensors can be added to detect occupancy, so your parking-connected lighting system can identify approaching vehicles or pedestrians and automatically turn lights on or increase light levels. This will allow you to only use the light when and where it is needed, helping you realize deeper energy savings—as much as 75%, depending on your circumstances

A greener future is ahead of us, and the parking and mobility industry is well-positioned to help steer the course. LED and connected lighting can help illuminate your journey. These solutions make it easy to generate energy savings, reduce costs and unlock even more benefits beyond delivering light itself to enhance the parking experience for your customers and help support your sustainability goals.

MIKE RIEBLING is Product Manager Garage & Canopy, Floodlights, and Sports for Gardco by Signify. He can be reached at michael.riebling@ signify.com

Upgrading to a connected lighting system can help you collect points towards achieving or maintaining green building or parking garage certifications, such as LEED’s Light Pollution Reduction and Energy Performance, or Parksmart’s Lighting Controls and Energy Efficient Lighting System.

Vice President, State & Local Market Development, FLASH

Brandy Stanley, CAPP

Reducing Travel Headaches at Provo Airport GO

FLIGHT TRAVEL OFTEN COMES WITH its share of stressful situations. Potential trip interruptions range from schedule delays to lost luggage, and everything in between. Parking should not be on the list of stressors. Instead, it should offer a consistent, efficient, and convenient experience for all travelers.

In 2020, Provo Municipal Airport (PVU) in Provo, Utah partnered with Flowbird to integrate a gated parking solution at its new approximately 1,100-space surface parking lot. The new lot was part of a significant expansion project, including over 70,000 square feet of new terminal space and four passenger loading gates.

PVU is Utah’s second busiest airport. In 2022, the airport averaged around 10 flights per day. In 2023, that number is expected to increase to 24 flights per day. The parking lot is an essential component to accommodating such a significant increase in activity, including serving the more than 400,000 (and counting) passengers traveling through each year.

The goal of the off-street parking technology project was to offer a more comfortable and streamlined parking experience for customers. In addition, the airport needed a solution to track its off-street parking activity, implementing an enhanced paid parking program to finance future projects and reduce labor costs.

To meet the airport’s needs, Flowbird integrated its Flowbird GO solution. This included the addition of several new features to the parking lot and airport facility such as:

● Gate system and ticket dispenser at the three parking entrances.

● Pay station and gate at the three parking exits.

● One payment kiosk inside the terminal.

● Vehicle detection loops for entry and exits.

This combination of solutions met the specific goal to provide travelers with the most convenient and seamless parking and payment process possible. It successfully facilitates a quick arrival, the ability to pay within the terminal, and a smooth exit— fundamental to creating the most pleasant experience for drivers.

The airport now also utilizes Flowbird’s elite reporting system to enable them to effectively track occupancy and increase revenues. The Flowbird GO back-office solution allows for indepth data analysis to better understand their needs and make crucial decisions for the future. All payment transactions are stored in a central cloud-based location for a comprehensive data management solution.

Since the integration of Flowbird GO, Provo Airport has seen a steady increase in paid parking transactions over the course of just a few months. Previously, PVU had no way of knowing how long a vehicle had been parked in their parking areas. They have since seen a significant increase in paid occupancy, allowing them to collect previously uncaptured revenues. This also puts traveler minds at ease in the event of a late or after-hours flight. They can simply pay in the terminal or at the exit and quickly depart the parking lot.

According to Flowbird Project Director William Johannsen, “The Flowbird Go Parking System Project at the Provo Airport is an overall success. The new parking system offers a safe, secure, and extremely convenient place for the patrons of the Provo Airport to park their car while they travel. The team at the City of Provo helped make this project a great achievement and we at Flowbird are thankful for this opportunity. We look forward to many years of success and supporting the City and Airport by providing solutions to any parking challenges.”

Flowbird GO offers a fully cloud-based, off-street parking experience while delivering enhanced service to customers. Flowbird GO is designed to provide simple, fast, and stress-free parking. The solution allows owners and operators to deliver the highest level of customer service and convenience at all their gated parking facilities. Learn more about Flowbird GO and contact us at us-info@flowbird.group to discuss how this solution can transform your off-street facilities. ◆

Industry Sustainability

Outlook

Trans portation, and Mobility

By Brandy Stanley, CAPP and Rachel Yoka, CAPP, LEED AP

INCE THE 2017 RELEASE AND 2020 UPDATE

of IPMI’s Sustainability Framework, our industry has made great strides in utilizing our role and programs in parking, transportation, and mobility to further sustainability goals that support the triple bottom line of people, planet, and profit.

Per the framework, sustainability in parking and transportation means meeting “the needs of today without compromising the ability of future generations to meet their own needs. To be successful, transportation solutions and sustainable practices should balance economic feasibility, public health and welfare, and consideration of environmental effects. These sustainable practices work to reduce fossil fuel use and carbon emissions, air and water pollution, and land use.” IPMI continues to serve as a thought leader, information clearinghouse, and driving force for increasing sustainability practices throughout the industry.

This work was further developed to focus on industry-specific programs and policies in IPMI’s Mobility Framework Parking & Mobility’s May 2022 issue takes a deeper dive into the intent, goals, and strategies in the framework. Developed by the IPMI Mobility Task Force, with expertise from our volunteers across our community, these guidelines offer an opportunity to review how their operations play a meaningful and impactful role to plan for greater mobility options as well as related sustainability initiatives.

Our ongoing strategic relationship with the United States Green Building Council (USGBC) and the Green Business Certification Institute (GBCI) represents our most significant collaboration in this work, culminating in our Parksmart Advisor program and ongoing support of the Parksmart program

For this feature in our Earth Day issue, we consulted with experts from IPMI’s Sustainable Mobility Task Force to weigh in on how we can build on our progress and programs, as well as advance our work in the space as a community.

We asked several industry experts what their thoughts were on the current state of sustainability in parking, mobility, and transportation. Integrating electric vehicles into the mobility ecosystem is a huge challenge, but we also consider how to continue to reduce our industry’s impact on the environment in other ways. These experts have a lot of thoughts on how to shape sustainability.

Experts weigh in on trends to watch, electrification, and how industry pros can make a difference in achieving greater sustainability and resiliency.

LET’S TALK EVs

What’s most important for our industry from a sustainability perspective?

Anoush Camille Razavian :When it comes to electrification, we must be strategic in the way we overhaul our predominantly gas-powered transportation system. Replacing every combustion engine vehicle with a partially or fully electric vehicle won’t reduce the carbon impact of energy wasted from vehicle congestion—the carbon will just enter the atmosphere from someplace else. This is where better curb management practices can help cities get the outcomes they need and want. The curb is the scarcest and increasingly most sought-after resource in the public right-of-way, and the effort to accelerate the transition to a more electrified transportation system will ultimately come down to pricing. Cities need to be able to start understanding what the breakdown is on their streets in terms of EV mode split by collecting and keeping a repository of data and sharing paradigms, to ultimately create financial incentives for e-cargo/electric fleet delivery. Once there is understanding on that front, deploying incentivized pricing will push the needle for a more overall electrified system.

lanes, 3) street parking networks, and 4) curbside public transit systems like buses and light rail. Each of these modes are critical to a sustainable mobility system.

Ravali Kosaraju, PE, P.Eng. PTOE: EVs in operation are considered sustainable or “clean” due to zero emissions when compared to IC engine vehicles. However, the batteries used in EVs and electricity generation are still heavily reliant on non-renewable sources. Focus should be placed on finding innovative solutions to this challenge to truly make them sustainable. Another aspect to focus on is long distance travel and the reliability of EV charging to provide sufficient coverage.

Garrett Hofeld Vice President of Sales RISETEK Global

Garrett Hofeld: Providing municipalities, universities, parking operators and EV users with eco-friendly charging solutions, wayfinding and enforcement. This includes reservation platforms, overstay enforcement (fully charged or paid charging expiry), preventing unauthorized use of charging stations, and wayfinding for available EV charging.

Stephen Kenny: How can cities ensure that EV charging—and the infrastructure that comes with it—works in harmony with all other modes of transportation? As more and more US cities adopt aggressive EV charger rollout strategies, we need to have a robust conversation about how that infrastructure will impact all modes. When EV chargers are installed at the curb, cities need to work across agencies to make sure those chargers pose minimal interference to 1) sidewalks, especially considering those in wheelchairs, 2) bicycle

Matthew Inman: As EV charging infrastructure continues to grow and mature, the management of charging stations needs to evolve as well. There are many locations across the country that still provide free and unlimited use of charging stations. This made sense in the past as communities wanted to encourage the adoption of EVs. However, as EV ownership has increased, free access can now result in the inefficient use of charging stations and make it difficult for EV drivers to find available charging. To encourage the efficient use of charging resources, parking managers should consider the implementation of reasonable charging and idle fees. Enforcement could also be a part of infrastructure management. For example, vehicles should be required to be actively charging while occupying a charging space and time limits could be enforced to help ensure more people can access charging stations. Improved management will help ensure spaces are available to those that truly need them—and reduce use by those that just want to top-off their batteries or take advantage of a prime parking space. Better management could also help generate funds for other important improvements, such as growing EV charging resources, improving systems and technologies (e.g., moving from Level 2 to Level 3 chargers), and moving toward renewable sources of energy for EV charging.

Ravali Kosaraju, PE, P.Eng. PTOE Director, Mobility WGI

Brandy Stanley, CAPP, MBA Vice President, State & Local Market Development FLASH

Victor Hill: We need to have a larger conversation about infrastructure and planning—one rooted in the realities of accounting for everything from the increased weights of electric vehicles and the associated needs for multi-level facilities to how to manage the increased power requirements to any facilities that will offer charging. Parking and mobility industry professionals must conduct a thorough review of infrastructure needs that require accommodations for EVs and other alternative fuel vehicles. It’s not just about EVs—it’s about the new reality that these vehicles and others present.

Brandy Stanley, CAPP, MBA: Figuring out how to communicate where available chargers are in an effective way; and making sure they are delivering the service level consumers will require. That requires someone to make sure the chargers are maintained and that reservations/time limits are enforced.

Jonathan Wicks, CAPP: Right size your number of EV charging stations installed just like right sizing total parking supply constructed.

Samuel Rea Patterson: For an academic institution with various reporting needs (leadership and administration), it has been critical to use a networked managed system that provides data such as availability, occupancy, number of sessions, length of sessions, and unique driver information with some cross-referencing to show the type of user being student, staff, or visitor. The data provides valuable guidance on current needs and future planning from a parking perspective.

Samuel Rea Patterson Director—Parking and Transportation University of Mississippi

Kurt Steiner, AICP, LEED AP: EV Ready provisions in building codes. As we see wider adoption of EVs, not all drivers will have easy access to at-home charging and equitable distribution of charging options will become a bigger consideration. Part of the solution is plentiful Level 2 charging in parking for multifamily residential buildings. Designing new buildings with the necessary infrastructure (electrical capacity, conduit, etc.) upfront during initial construction is the smart way to prepare and way less expensive compared to retrofitting existing parking.

LET’S NOT TALK EVS

What’s new and significant on the sustainability front that professionals in parking, transportation, and mobility need to know?

Anoush Camille Razavian: There are several keys to making successful interventions to improve our transportation system in ways that will last and hold space for the exponentially increasing demand for not only existing types of mobility services, but also new ones to come. Historically, the cost of land or building space for folks to reside, work, or otherwise host their businesses has always come at steep cost in major urban areas, while the associated cost to store the travel vehicle has been free of charge. This model has seen significant shifts over recent years, however, primarily

for passenger vehicle parking. Though demand for commercial food/goods delivery, rideshare, and other new mobility services has continued to increase, a cost for that loading/unloading activity still does not exist in many urban areas. This creates little opportunity to incentivize specific modes of transportation that can help decarbonize the network. Cities will need to not only price these areas at their value but track the demand data to reallocate existing curb space for the users of the curb that need the most critical right-of-way. This data will help inform which specific areas are in

Victor Hill Account Manager, Team Lead T2 Systems

INDUSTRY SUSTAINABILITY OUTLOOK

the direst need of intervention, and additionally, pairing the demand data with new rate proposals can help cities estimate what areas are forecasted to bring in the most new revenue. The ongoing theme is that we will not know what we are unable to know and establishing data reporting/collection methods to dynamically alter price will help achieve desired outcomes.

Trevyr Meade, LEED®  Green Associate™:

De-carbonization commitments, ESG investors and public funding such as the Inflation Reduction Act are creating a large pool of resources to help build a more sustainable economy. As decision makers determine how to allocate these resources it’s important that they understand how to effectively make parking and mobility more sustainable. This creates an opportunity for the parking and mobility community to engage investors, ESG framework providers, policy makers, climate think-tanks and sustainability executives in conversations about where dollars can be most well spent within our industry. Through conversations with these stakeholders, we will help bring more investment to our communities’ parking, transportation, and mobility programs. We will also ensure that our industry’s expertise shapes where sustainability-related parking and mobility investments are made, ensuring they have the intended impact.

Garrett Hofeld : I believe implementing wayfinding technology throughout the industry would make a significant positive impact to the environment. Yes, digital signage at the entrance of garages and surface lots is a step in the right direction. Wayfinding is not just for garages and surface lots but curbside spaces, loading zones, Uber/Lyft/ pick up/drop off, food delivery, etc.

More importantly, providing the public with a visually intuitive navigational wayfinding methodology throughout a city or university campus or an entire parking operator’s portfolio will have lasting impact. Pushing real time occupancy data to websites, social media sites, digital signage, city/campus parking apps so parkers can effectively maneuver to their desired

location quickly and hassle free rather than the alternative of driving around searching for open parking spaces, garages, lots, delivery locations or EV charging stations. An effective navigational wayfinding solution reduces congestion, enhances the parkers’ experience, promotes economic growth and enhances community safety. Advertising, displaying speed limits or other traffic regulations, and providing paid & unpaid parking alternatives are just a few of the overall benefits of an eco-friendly directional wayfinding system.

Stephen Kenny: Cities and states around the country should take note of cities like Washington, D.C., Boston, Indianapolis, and Seattle that have rolled out robust plans to expand their bus priority networks. These networks allow bus service along critical corridors to be more frequent and reliable, raising ridership rates and reducing percapita carbon emissions. NACTO and metropolitan planning organizations around the country have developed best practices and design guides for bus priority networks, and these plans will continue to evolve in coming years. The parking industry has been called on to develop new and innovative ways to ensure available parking for private vehicles while not interfering with bus priority networks, and this work will continue in coming years.

Ravali Kosaraju, PE, P.Eng. PTOE: EVs are helpful in reducing the carbon footprint and thus help in reducing the environmental impacts associated with transportation. That said, they are still vehicles that will result in congestion, collisions including fatal ones. There should be equal efforts, if not more on improving overall system efficiency. How can that be achieved? Provide equal priority to travel modes that reduce the number of vehicles (examples include, transit, carpool, rideshare, bicycles—electric and non-electric). Prioritize improvements for high capacity and/or lower speed vehicles. In the long term, reducing the total number of vehicles will be far more sustainable for the environment.

Matthew Inman: Parking facilities are more than just a place to park vehicles. They can also support

Trevyr Meade, LEED® Green Associate™

Program Manager Green Business Certification Inc (GBCI)

Stephen Kenny Policy Associate, Transportation for America

Smart Growth America

a number of different transportation needs in a community. A parking lot or garage could function as a primary mobility hub—connecting people to a variety of transportation options, such as walking, biking, scooters, ridesharing, and mass transit. In addition to addressing local traffic and transportation needs, these mobility options can help extend the market area of a parking location; thereby maximizing the use of available parking resources, reducing the need to build more parking, and helping increase the financial performance of the parking location. Parking facilities can also support transportation needs in the community by providing space for last mile delivery services. Last mile delivery is often considered the most expensive and time-consuming part of shipping goods to consumers.

Parking facilities can help by acting as a hub for the final leg of the shipping process. Goods could be shipped to a parking facility in larger vehicles and then distributed to customers using smaller, more fuel-efficient vehicles. This would help improve local traffic, improve the effective use of more sustainable delivery vehicles (e.g., smaller electric vehicles or bicycles), and increase delivery speed—all of which can help make community members happier. There are certainly other ways parking facilities

can help support the various transportation needs of a community. So, parking facility owners and managers should connect with community stakeholders to look for ways to leverage available parking resources as solutions to larger transportation issues.

Jonathan Wicks, CAPP: Parklets are more sustainable (and profitable) than on street parking. Consider encroachment fees for businesses occupying public right of way in lieu of hourly parking rates.

Brandy Stanley, CAPP, MBA: The loss of alternative transportation as a result of COVID is new and significant; single occupancy vehicles are more prevalent than they have been for years. One could argue this is offset by the work from home increase, but convincing people to take transit or other types of transportation is an even tougher battle than it was before.

Kurt Steiner, AICP, LEED AP Associate Director, LEED, U.S. Green Building Council

Kurt Steiner, AICP, LEED AP: E-bike and micromobility are poised for continued growth and will help cities, towns, and campuses meet their VMT and emissions reduction targets by providing viable alternatives to driving for short and medium distance trips.

BIG PICTURE

How can we make the greatest impact on our communities utilizing parking, transportation, and mobility programs and operations?

Anoush Camille Razavian: Though conversations about strategic curb management have been ongoing for the better part of the last decade, the onset of the pandemic has made these issues more relevant than ever before for regulators. Many cities are at the stage of evaluating which method will be the most effective at solving their curb related challenges, however, the impact will remain at zero until actual interventions are made. Cities will have the greatest opportunity to make an impact by implementing solutions, evaluating shifts in occupancy, revenue, and general activity, and using those metrics to continue the use

of methods that deliver. The lever of power is in the hands of the regulators to get the outcomes they need and want, and it will require incentivizing desired behavior and penalizing violators. Understanding will be the key, and bidirectional data will be critical in the enablement of change in the network with respect to vehicle type (more EVs), vehicle size (carless delivery/e-cargo/smaller vehicles), and passenger vehicle mode shift. Cities need to outline their sustainability, efficiency, and safety goals, set their priorities, and start piloting—only with action can we yield results.

Anoush Camille Razavian Mobility Partnerships Manager Populus

Stephen Kenny: Re-develop surface parking lots into multiuse residential and commercial developments. Our best hope for a future of sustainable mobility is one that prioritizes dense, multi-use, and walkable urban environments. While electric vehicles emit less carbon than gas-powered vehicles, they still have substantially higher lifetime per-capita carbon emissions than walking, biking, and public transit. Surface parking lots reduce density, therefore making those more sustainable modes more difficult to use. Therefore the biggest impact the parking industry can have on our communities is by re-developing surface parking lots in ways that promote sustainable mobility and less personal vehicle use.

Ravali Kosaraju, PE, P.Eng. PTOE: Providing equitable and safe mobility choices for users of all ages, abilities and socioeconomic background will truly bring the greatest impact. For far too long, we have focused on capacity improvements without prioritizing equity, access, and sustainability.

Matthew Inman: Some in our communities may not fully understand or appreciate the things we do—which could lead to challenges when implementing new strategies or technologies. One way to deal with this is to try using the basic principles of the ESG (Environmental, Social, and Governance) framework. ESG considers the impacts an organization has on its environment, communities, and employees to help ensure decisions are focused on limiting liabilities, increasing acceptance, and improving overall performance—all things that help keep a business or program a going concern. Some examples:

● Are there defined ESG objectives?

● Is there sufficient leadership to help direct ESG goals in your organization?

● Do you have policies in place that deal with ESG-related issues?

● Are there defined ESG targets and is reporting sufficient enough to gauge performance?

● Are ESG-related risks identified and properly managed?

● Is sufficient stakeholder engagement provided to ensure community concerns are addressed?

● Are environmental impacts from operations measured and reported?

● Does management actively engage employees to measure satisfaction and identify concerns?

● Does the governance of the organization engender confidence in management?

Victor Hill: We can lead the way with a clear, coherent plan to phase in the appropriate infrastructure that meets societal needs in a meaningful, practical way. Not every facility may require EV charging that could be better served in neighborhoods with disproportionate street parking or multi-family dwellings. Facility renovations and new facilities should similarly include consideration for green spaces and the ability to harness alternative energy sources such as solar and wind. Moreover, we need to find the right balance of alternative transportation (buses, carpools, cycling, etc.) and incentivize their use in a way that shows value/convenience. This latter point is something of an idealistic dream but one we need to push harder on with specific, meaningful ways to accomplish it.

Jonathan Wicks, CAPP: Prioritize walking and biking via Infill development, shared parking, and paid parking. Reducing the distance between destinations for those who choose to drive, sharing whatever parking supply is built, for an appropriate fee to cover cost of operations and maintenance.

Samuel Rea Patterson: For Universities, convincing folks to drive less! Build social marketing programs to incentivize and normalize biking, bussing, and car-Lite communities. Love the joy of hearing from folks that tried a new way to commute and love it.

BRANDY STANLEY, CAPP, MBA , is Vice President, State & Local Market Development for FLASH and Co-Chair of the IPMI Sustainable Mobility Task Force. She can be reached at brandy. stanley@flashparking.com

RACHEL YOKA, CAPP, LEED AP , is Chief Strategy Officer for IPMI. She can be reached at yoka@parking-mobility.org

Jonathan Wicks, CAPP Project Manager Walker Consultants

Matthew Inman

General Manager MasParc and Mobility, LLC

Artificial Sustainable Intelligence Mobility and

Smart Parking & Intelligent Transportation Systems

By Antonio García

IN 2015, the United Nations approved 17 Sustainable Development Goals to achieve a better and more sustainable future for all. Goal 11 pertains to Sustainable Cities and Communities and is about making cities and human settlements inclusive, safe, resilient, and sustainable. New technologies are a key element to accomplish these goals.

The idea of “smart cities” will continue to undergo structural changes, along with the implementation of laws that will allow the citizen’s quality of life and the environment to be at the forefront of all political and technological choices. How can cities meet their environmental goals? What effect does technology have on public administrations’ goals for city planning and modeling?

What do we know about smart cities? Smart cities mix planning, analysis, and technology to make decisions more effectively and raise the standard of living for their citizens. This involves having access to technical solutions that enable quick and effective need responses in terms of safety, weather, health, environmental quality, and connection. Artificial intelligence (AI) has a great deal of promise to enhance urban life.

One of the essential components of the smart city idea is mobility. Real-time management and traffic modeling are top priorities when implementing new technologies for intelligent and sustainable mobility. This makes AI-based solutions the perfect ally for overcoming the significant issues faced by big cities.

Technology Evolution: Deep Learning, Machine Learning, and AI

The idea of AI being used in our daily lives, including voice assistants, mobile devices, and domestic appliances, is not new. Making robots capable of acting like humans have come to be associated with artificial intelligence. The so-called “fourth industrial revolution” is ushered in by AI, but how did we get here? How is it feasible to create technical innovations that behave and learn like people?

A turning point was reached in the 1950s when mathematical and physical scientists started to explore the concept of AI and look into its full potential. The physicist and mathematician Alan Turing suggested a test in 1950 to determine whether a machine could replicate human behavior. Additionally, John McCarthy, a computer scientist, first used the term “artificial intelligence” in 1956 at the Dartmouth conference. Although they are all closely connected to machine intelligence, the concepts of AI, machine learning, and deep learning have some differences.

● Artificial Intelligence: Technique that allows a machine to imitate human behavior.

● Machine Learning: Technique to achieve AI through algorithms trained with data.

● Deep Learning: Type of machine learning inspired by the structure of the human brain.

AI can gather and organize huge amounts of data to make judgments and predictions that are beyond the capacity of humans to understand manually. Because of its potential, it can be more effective while reducing risk and error of all kinds. In traffic applications, artificial vision is utilized because proper management of digitized traffic necessitates the capture and management of vast volumes of data that a human cannot manage. This artificial vision allows traffic camera images to be analyzed and transformed into pertinent information, but its primary technological constraint is the tradeoff between accuracy and processing speed; the more accurate the analysis is desired, the longer it will take to complete.

Due to its analytical ability, which enables forecasting and automating specific behaviors in specific situations, AI emerges as the primary force

driving change in smart cities when it comes to mobility. These new technologies are becoming more and more prevalent in our daily lives, improving our quality of life and addressing issues that may arise every day.

Technology based on AI can help smart cities fulfill their ecological and coexistence commitments. Unquestionably a significant challenge.

Smart Parking: The Power of Apps.

The terms “parking on-street” and “parking off-street” were once connected to two distinct markets in which distinct actors (customers and suppliers) engaged. A change happened when the on-street and off-street parking markets started to converge because of the introduction of parking reservation and payment apps, which technologically changed the parking industry.

Vehicle identification via the license plate (LPR) has become a crucial component in ensuring the reservation and payment procedures in parking lots. As soon as users of on-street and off-street car parks start using mobile apps, the license plate becomes a reliable method of identifying the vehicle. Reading the number plates is the automatic method of clearly identifying the car. As a result, the technology utilized for license plate reading and identification must match the standards for LPR systems in terms of accuracy rate, usefulness, and versatility. Using deep learning algorithms to analyze video for LPR enables a greater accuracy rate and increases the advantages of intelligent on-street and offstreet parking management.

The most sought-after parking management solutions now include ticketless and barrierless systems, as well as ones that enhance the seamless user experience, thanks to the development of smart Automated License Plate Readers (ALPR) systems based on artificial intelligence.

The highest feasible accuracy rate and a guarantee of a 99.99% quality of service are priorities when

converting a system to barrierless or ticketless operation. These goals allow the system to operate continuously. To accomplish this goal, various tactics are used to ensure both goals, including the following crucial components:

Video Analysis Technology

Deep learning networks, dated pattern-matching methods, and traditional neural network algorithms can all be employed as the foundation for video analysis. Deep learning, the newest and most potent of the three machine learning alternatives, makes a difference in terms of performance, accuracy, and the variety of potential applications.

Placement of Cameras

The placement of cameras at access points directly affects the LPR system’s accuracy rate. It is crucial to have a system that can adapt to diverse types of roadways (complex lanes, lane widths, and diversity of vehicle types).

Operation Mode (Trigger vs. Free-Flow)

Depending on whether an entrance is traditional, ticketless, or barrierless, there may be many operational modes in parking systems. The LPR system must therefore be capable of adapting to the various forms of access by using license plate reading and analysis techniques with an external trigger or in free-flow mode.

Use of Multiple Cameras on the Lane

The LPR accuracy rate can be improved and the 24/7 operation is ensured by using multiple cameras in a lane. The synchronization of the results from the different cameras is essential for success to deliver the highest performance and prevent confusion between readings from various vehicles. It is truly important to have the possibility to set up the synchronization in trigger-equipped or free-flow lanes, as well as barrierless ones.

How can parking management in projects including ticketless or barrier-free parking be made more effective? Given that deep learning has been demonstrated to be the most effective machine learning technique for video analysis, LPR systems based on these algorithms are advised. A system that enables working with both black and white photos with IR illumination and color images with white light, as needed in each location, is also essential. Additionally, it is advised that you permit the use of numerous cameras on the same lane to synchronize them, either by an external trigger or in free-flow mode, without a trigger, in order to ensure round-the-clock operation.

This technical combination ensures optimum efficiency and profitability in parking systems and delivers unmistakable results in terms of hit rate, reaching over 99%.

Smart Mobility: Sustainability Rules!

Markets like parking and intelligent transportation systems (ITS) are becoming more interconnected because of the development of video analysis tools based on AI technology. A new idea like “smart mobility,” which integrates parking and ITS solutions with the goal of making cities inclusive, safe, resilient, and sustainable, will emerge as a result of this union.

● Automatic License Plate Recognition (ALPR).

● Vehicle queue management.

● Curbside management through the detection of vacant or occupied places.

What effects does emerging technology have on urban areas? The development of numerous intelligent applications for the management of low CO2 emission zones, for the management of incidents and traffic violations in real-time, for the early detection of traffic congestion situations, and for the implementation of smart traffic lights is made possible by video analysis solutions based on deep learning.

In addition to its effectiveness, artificial intelligence is essential for the smooth operation of this kind of mobility implementation since it enables quick implementation and constant learning of changing traffic patterns. In terms of assuring safety, efficiency, and a high standard of living in cities, the adoption of Deep Learning algorithms has resulted in a significant advancement in video analysis systems. Different applications that provide parking management, planning, and traffic management systems with sustainability, efficiency, and profitability can now be created thanks to technology.

The following are some advantageous uses of artificial intelligence in mobility management:

● Traffic gauging up and classification (cars, bicycles, motorbikes, scooters, buses, vans, lorries, and pedestrians).

● Identification of the vehicle type, make, and color.

The main competitive advantage of intelligencebased video analysis systems is the generation of pertinent information in real-time that enables those in charge of traffic management to plan effectively and react swiftly to emergencies. These systems are capable of detecting and classifying vehicles in real time, even detecting violations and incidents instantly. Assuming an optimal instrument for the implementation of smart cities, all of this creates useful information for the modification of traffic based on reality in order to reduce traffic jams, pollution, accidents, and infractions.

Technology makes it happen.

The fourth industrial revolution has been created as a result of the development of digital technologies, which have also transformed the globe, the economy, and industry. The industry has benefited from these advancements, but they have also helped us live better daily lives. The task at hand is clear: rely on technical innovation to enable the adoption of a variety of mobility applications in smart parking lots and smart cities. By relying on effective, foresightful, and environmentally friendly technology, this will enable public administrations and businesses in the parking sector to innovate and update their management practices. Are you prepared for change?

ANTONIO GARCÍA is CEO of Innova. He can be reached at agarcia@innovagroupbcn. com

Parksmart Advisor Training

Learn how to guide teams through certification for sustainable, highperforming parking structures.

September 19, 21, 26, & 28, 2023

Limited class sizes. Offers 9 CAPP Points, 9 GBCI CE points, & .09 CEUs.

Advisors are promoted in IPMI Member Directory and official, Parksmart Advisor Roster on the USGBC/GBCI website.

IPMI/USGBC Member Rate: $275

Non-Member Rate: $495

Private training available for 7 or more registrants.

TEZ Technology Announces Leadership Restructuring to Support Organization Growth

TEZ TECHNOLOGY (TEZ), the parking industry’s leading developer of app-free, ticketless solutions is thrilled to announce the appointment and promotion of several new executive and director level positions. This leadership restructuring is an essential step toward the organization’s continued growth. These individuals will play a significant role in the future of the organization, provide essential leadership in pursuit of TEZ’s development and goals, and support the needs of TEZ clients nationwide.

TEZ is pleased to welcome Jim Zaloudek to the team. Jim joins TEZ as our new Chief Financial Officer. In this role, Jim will lead the effort to implement TEZ’s financial strategy. Jim has over 30 years of finance, executive management, operations management, and M&A experience within the software, IT services and telecom sectors. His ability to break down “walls” and improve processes enables him to provide strong fiduciary leadership during periods of significant revenue expansion.

JG Biebighauser has been promoted to Chief Sales and Marketing Officer. After successfully leading TEZ’s product team in 2022, JG will now manage both the sales and marketing teams. JG’s background as an operator coupled with his work in sales, strategy, and marketing at IBM positions him well to lead our growth efforts at TEZ. In his new role, JG will develop strategies to implement TEZ’s sales and marketing efforts, will lead in our developing and maintaining our strong industry partnerships, and will identify opportunities to further develop TEZ’s client relationships and support our client needs.

Katherine Beaty has been promoted to Executive Vice President of Client Success. Katherine is an experienced industry leader with more than 20 years of experience in operations, compliance, cybersecurity, and more. In this new role, Katherine will lead the organization’s efforts to ensure that TEZ solutions meet each client’s unique needs. Katherine will lead a team of implementation and support specialists. Under her leadership these teams will be jointly responsible for ensuring our clients’ success after the sale.

Russell Wiant has been promoted to Executive Vice President of Product and Technology. Previously, Russell served as TEZ’s Vice President of Engineering. In this new role, Russell will lead TEZ’s product team and will enhance the processes used

to gather customer requirements and to deliver innovative technology to the parking industry. In addition, Russell will continue to lead TEZ’s development team as they build our industry-leading suite of app-free solutions. By bringing both the product and development teams under his leadership, TEZ has improved our ability to nimbly respond to the needs of our clients and the market.

Adam Barge has been promoted to Director of Product Development. Adam has been a part of the TEZ Team for nearly six years, most recently serving as Product Manager for our TEXT2PARK solution. In this new role, Adam will manage the entire product management team, including identifying opportunities to continue to enhance TEZ products.

Chad Brown has been promoted to Director of Systems Engineering. Chad is a proven leader and has been with TEZ for over six years. In his tenure at TEZ, Chad has lead our support

team, has been instrumental in building external partner relationships, and, most recently, has been responsible for our flagship product, SMS Valet. In his new role, Chad will be responsible for technical product management at TEZ, ensuring that our solutions are developed in line with TEZ’s commitment to the highest quality stability and reliability.

TEZ’s CEO Mike Simmons stated, “We are excited about the future of TEZ as an organization as we continue to grow and enhance our app-free parking solutions, while helping transform the parking industry to create the best parking experiences possible. Each of these individuals have a proven track record of professionalism, innovation, and leadership and we are thrilled about the opportunities possible as TEZ continues to grow. Each will play a vital role in continuing TEZ’s efforts to support our clients and their effort to serve their clients and communities.”

Women Industry Leaders Announce Strategic Partnership with IPMI

WOMEN INDUSTRY LEADERS (WIL) and the International Parking & Mobility Institute (IPMI) are thrilled to announce a strategic partnership to advance diversity and inclusivity in the parking and mobility industries.

This partnership will bring together the two organizations’ expertise and resources to expand opportunities and best practices to create great diversity within the industry.

WIL is dedicated to empowering women in all levels of leadership roles across a wide range of industries. With a strong focus on education, mentorship, and networking, WIL is establishing itself as a resource for those seeking to advance their careers and positively impact their respective fields.

IPMI is the world’s largest association of professionals in parking, transportation, and mobility. IPMI works to advance the parking and mobility profession through professional development, research and data collection, advocacy, and outreach. With experts worldwide in dozens of specialties, IPMI helps parking and transportation function efficiently so people, businesses, and communities can keep moving.

Supported by IPMI, WIL will work to increase the representation of women and underrepresented groups in the

parking, mobility, infrastructure, and technology industries through various initiatives, including mentorship programs, educational resources, and networking events.

“Through this allied relationship with WIL, we further our commitment to an increasingly diverse and inclusive parking and mobility industry,” said Rachel Yoka, CAPP, LEED AP, Chief Strategy Officer of IPMI. “This partnership is yet another step by IPMI to maximize our impact as a member organization that supports diversity, equity, and inclusion at every level in our community.”

“We are thrilled to be partnering with IPMI,” said Heather Matthews, Founder of WIL. “Our organizations share a common vision of promoting diversity and inclusion in the workplace, and we believe this partnership will help us achieve our shared goals.”

The relationship between WIL and IPMI represents an exciting opportunity for the industry to advance the representation of women. As both organizations continue to work towards this shared goal, the industry can expect to see a more diverse, inclusive, and thriving community of professionals.

To learn more about WIL and to become a part of this growing community, visit https://www.womenindustryleaders. com/.

Five LAZ Managers with Decades of Combined Industry Experience Promoted To Leadership Roles

A seasoned parking professional who got his start as a part-time valet car-parker in college, has been promoted to the position of President for the West Region, Alan Lazowski, Founder and CEO of LAZ Parking, announced today. John Svendblad assumed his new role January 1 and is responsible for LAZ Parking operations and development in the Greater Los Angeles, Northern California and Northwest region which, in addition to California, includes the states of Washington, Montana, Arizona, Nevada, and Texas. Svendblad will oversee four other senior level managers promoted to new roles, which also went into effect Jan. 1. They are: Jared Svendsen, Senior Vice President, Southwest Region; Cindy Hefner, Regional Vice President, Northern California; Stephane Adovelande, Regional Vice President, South Texas; and Mark Fitzgerald, Regional Vice President, San Diego.

“I am incredibly proud of each of these individuals whose work ethic, commitment, and mission-driven performance have earned them respect within the company and across the parking

industry,” Lazowski said. “All of them personify the core values at the heart of our corporate mission, The LAZ Way. Without their efforts, LAZ would not be the strong, growing company it is today.”

Svendblad started working in the parking business to earn a little extra money while going to college in Boston and quickly demonstrated the intelligence, talent, and positive attitude that have defined his 26 year career. He ambitiously took on ownership and management roles at the company he worked for in college, before merging its successful operations with LAZ Parking in 2008. In his previous role of Senior Regional Vice President at LAZ, Svendblad led efforts to establish and grow LAZ Parking’s presence in the Los Angeles market. As President, he will manage financial performance, lead new business initiatives, create and nurture client relationships, and directs tactical measures to ensure alignment with corporate strategic plans. Svendblad holds a Bachelor’s Degree in Business Administration from Suffolk University and is active with industry organizations, including as a member of BOMA/GLA’s Board of Directors.

Svendsen’s career in the parking industry also began while he was in college, when he worked as a valet attendant while attending San Diego State University. After graduating, he worked briefly at a national real estate trust but, soon after, returned to LAZ and put his newly-acquired experience in property management to use. Over the course of his 25 years at LAZ, Svendsen has worked at all levels of management and been involved in planning, implementation, and management of the region’s largest operations, supporting the development and

growth of markets in Arizona, Nevada, and Hawaii.

Cindy Hefner is one of three new Regional Vice Presidents bringing decades of industry experience to her role. Hefner joined LAZ Parking in 2014 as a Business Development and Proposal Manager with the company’s Airport Service Line. She was promoted to Director of Operation for Northern California in 2015, and moved to the Bay Area from San Antonio, Texas. Hefner is an accomplished operations executive with a strong track record of successfully growing sales and revenues, improving customer service, and aggressively controlling expenses in competitive market environments. Prior to her promotion, Hefner was a General Manager for Northern California. She is also active within the LAZ family, where she has participated as a member of the inaugural Diversity, Equity and Inclusion committee and is a current leader of the company’s Amplify committee, an internal organization dedicated to amplifying women’s voices within LAZ and the parking industry.

Stephane Adovelande, the new Regional Vice President for South Texas, came to LAZ in 2011as a Project Manager for the Hyatt Regency Chicago, the largest hotel in Chicago and the largest Hyatt property in the world. He subsequently served as a General Manager in Chicago for three years, before transferring to Austin, Texas in 2019 where he served as City General Manager and was instrumental in growing and diversifying LAZ’s portfolio of locations in the market. He has over 16 years’ experience managing complex operations such as hotels, mixeduse, Commercial Class-A, and large event venues. Adovelande is a member of the company’s Diversity, Equity, & Inclusion Committee, and is passionate about advancing minority leaders within the organization. He holds a Bachelor’s degree from Roosevelt University in Chicago and is working toward a Master’s degree in Technology Commercialization from the McCombs School of Business at the University of Texas at Austin.

Mark Fitzgerald, the new Regional Vice President for San Diego, has been with LAZ for 21 years and, like his two colleagues, got his start as a valet attendant. Over the course of his career, he has worked in multiple service lines and assumed jobs of increasing responsibility, most recently as a General Manager. Fitzgerald’s thoughtful approach to operations has fostered tremendous growth in the region and his “servantleadership” mindset has supported the development of a highly effective team that has created dozens of opportunities in the market. Fitzgerald has earned a reputation for consistently making financial improvements, implementing creative solutions, and achieving results. He holds a degree in marketing from San Diego State University.

“Congratulations to all!,” said Lazowski. “The LAZ family is fortunate to have you as company leaders. We are excited to see what you’ll accomplish in your new roles.”

Propark Mobility Promotes Two Senior Leaders

Propark Mobility has promoted Joe Caputo to Senior Vice President of the organization’s Southwest Region and Peter Thorson to Executive Vice President.

Joe Caputo

“Joe continues to be instrumental to Propark Mobility’s blossoming growth and ongoing success, and this promotion embodies the effect his contributions have had over the years,” said John Reimers, Propark Mobility’s Chief Operating Officer. “Propark’s clients in the Southwest Region of our operations portfolio will benefit from Joe Caputo’s attention to the details that really impact enhanced financial performance, and our customers will love the elevated service that his guest-focused teams of parking people will consistently deliver across the region.”

Joe joined Propark in 2019 as the company’s Vice President of Operations, spearheading the Hospitality Division in Southern California. He was subsequently promoted to Regional Vice President and took on a greater role across all parking verticals in the expanding Southwest Region, leveraging nearly 20 years of parking experience, paired with his passionate leadership style and ability to build world-class teams, in order to propel successful financial results for our clients. This was largely achieved through the execution of goal-driven operational plans, helping to enhance client profitability through creative financial strategies. A strong corporate citizen with an enthusiasm for community networking and volunteer work, Joe brings an enthusiasm to managing operations to ensure accountability and increased productivity, while engaging in friendly and efficient interactions with every guest, ensuring their return.

“Joe really personifies Propark’s elevated service delivery philosophy that Propark prides itself on, and he instills those same values in his teams so that guests are consistently surprised and delighted by the interactions that take place with our parking people,” said Richard DiPietro, Propark’s President. “When all of our team members buy

into that guest-centric model of parking operations, that is what defines a truly special culture of caring that can’t be manufactured, but rather has to be nurtured, and that’s what Joe continues to implement across his operations.”

In his new role, Joe will be responsible for the management of Propark’s client relationships, organizational growth and development, acquisitions, customer retention, and successful client financial performance across all verticals in the Southwest Region.

Peter Thorson

“Since joining Propark, Pete Thorson has made dramatic impacts in various core areas of our business operations,” said David Schmid, Propark Mobility’s Chief Investment Officer. “He has helped drive significant portfolio growth and asset value appreciation for clients within his own region, while simultaneously integrating himself in a variety of other aspects of Propark and its unique processes, driving further success across the country and creating new opportunities for himself and the company.”

Peter joined Propark in 2015 as the company’s Vice President of Operations, responsible for overseeing, developing, and growing Propark’s Southwestern United States region. His most recent position with the company as Senior Vice President included responsibility for the management of Propark’s client relationships, organizational development, growth, acquisitions, technology development and implementation, customer retention, and internal controls across all verticals.

“Pete’s industry experience is not only extensive, in some areas it’s really unsurpassed,” said Richard DiPietro, Propark’s President. “Whether it’s understanding an individual client’s complex parking insurance requirements, identifying ways to enhance Cloudpark Technology’s efficiencies, or supporting our software development processes, Pete Thorson is an expert in almost every regard, which makes him a unique talent for Propark and will bring value to our stakeholders.”

In his new role, Peter will transition to overseeing the Risk Management, Transportation, Cloudpark Technology, and Software Engineering departments, as well as providing underwriting assistance to David Schmid for his inorganic growth focus on mergers and acquisitions.

IPMI Releases Industry-Wide Electric Vehicle Readiness Survey

IPMI releases landmark survey to capture critical benchmarks and data on industry readiness to prepare for electric vehicles and charging needs to support national initiatives.

Electric vehicles (EVs) and charging infrastructure are poised to transform the parking, transportation, and mobility industry. The launch of the NEVI program, along with complementary federal, state, and local funding, policies, and programs, represents a generational opportunity for the parking and mobility industry to play a pivotal role to plan, deploy, and maintain required charging infrastructure to advance the adoption of EVs and electrification across the nation.

IPMI released its inaugural landmark EV Readiness survey to capture critical benchmarks and data on the state of the industry’s readiness to prepare for electric vehicles and charging needs to support national initiatives. Open to all industry professionals, this critical survey will close April 28.

Developed by the IPMI Board of Directors, its new EV Readiness Cohort along with the support of hundreds of IPMI expert volunteers, the 2023 IPMI Electric Vehicle Readiness Survey will capture insights and benchmarks on the current state of EV readiness, Electric Vehicle Supply Equipment (EVSE), and EV fleet deployment industry-wide, as well as anticipated demand and related impacts to the industry.

Click here to take the 2023 IPMI EV Readiness Survey

“The adoption of electric vehicles for both patrons and fleets in parking, transportation, and mobility represents a sea change in our industry,” said Shawn Conrad, CAE, CEO of the International Parking & Mobility Institute (IPMI). “The NEVI program, along with the multitude of federal, state, and local incentives, will help support this massive initiative nationwide towards smarter cities, greener infrastructure, and greater mobility options. The International Parking & Mobility Institute has launched this survey and several programs in the areas of electrification and EV readiness for our members and the industry at large. We look forward to advancing EV adoption throughout our membership to the benefit of our members, our communities, and the nation.”

Supported by IPMI’s 2023 Exclusive EV Readiness Survey Sponsor, FLASH, IPMI will seek industry feedback through our partnerships and platforms, including the Global Parking Association Leaders, 19 affiliated State and Regional parking and mobility associations, and numerous industry partners like the CHARGE Coalition.

2023

APRIL 6

Free Member Chat

Accredited Parking Organization (APO)

APRIL 11

Free Virtual Frontline Training

Addressing the Perception & Image of Parking & Transportation Professionals

APRIL 25, 27

Online, Instructor-Led Course APO Site Reviewer Training

APRIL 26

IPMI Free Learning Lab Parking Building Designs: What You Need to Know About High Performance Doors

Presented by Hörmann

MAY 4

Free Member Chat CAPP

MAY 10

Free Virtual Shoptalk Planning for an EV Future: Avoiding Pitfalls and Planning Future Forward

MAY 11

Free Member Chat

New Members

MAY 17

IPMI Webinar

Delivering the Goods: Making Sense of Commercial Access in Commercial Areas

JUNE 1

Free Member Chat

Conference & Expo First Timers Orientation

JUNE 6

Free Virtual Frontline Training

Honing Your Personal Brand

JUNE 11–14

2023 IPMI Parking & Mobility Conference & Expo Fort Worth

JULY 11

Online, Instructor-Led Course Analysis & Applications of Technology

JULY 12

IPMI Webinar

What Affects the Cost of Building a Parking Space?

JULY 19

Free Virtual Shoptalk

Turning Parking Data Into Valuable Insights

JULY 20

Free Member Chat New Members

AUGUST 15

Free Virtual Frontline Training

The Benefits of Understanding the Parking Lifecycle

SEPTEMBER 7

Free Member Chat Awards

SEPTEMBER 13

IPMI Webinar

EV Readiness: Develop & Execute an Effective Plan in your Parking Operation

SEPTEMBER 19, 21, 26, 28

Online, Instructor-Led Course Parksmart Advisor Training

SEPTEMBER 20

Free Virtual Shoptalk

University Shoptalk: Guiding Your Team to Serve Your Patrons

OCTOBER 5

Free Member Chat CAPP

OCTOBER 10

Free Virtual Frontline Training

Implementing License Plate Recognition on Campus

OCTOBER 17

Online, Instructor-Led Course Accredited Parking Organization (APO) Site Reviewer Renewal Training

OCTOBER 18

Free IPMI Municipal Member Roundtable

Virtual Roundtable limited to members from cities and municipalities.

OCTOBER 19

Free Member Chat New Members

NOVEMBER 2

Free Member Chat APO

NOVEMBER 8

IPMI Webinar

How Parking fits with Transportation: Path to Greater Mobility in Nashville

NOVEMBER 15

Free Virtual Shoptalk

Airport Shoptalk: Operating LargeScale Airport Operations

DECEMBER 12

Free Virtual Frontline Training

Procurement—Best Practices & Lessons Learned

State and Regional Events Calendar

APRIL 10–13

Texas Parking & Transportation Association (TPTA) Conference & Tradeshow

Plano, TX

APRIL 18–21

Mid–South Transportation and Parking Association (MSTPA) Annual Conference & Tradeshow

Savannah, GA

MAY 3–5

Pennsylvania Parking Association Conference

Lancaster, PA

SEPTEMBER 6–8

Pacific Intermountain Parking & Transportation Association (PIPTA) Annual Conference & Expo

Seattle, WA

SEPTEMBER 19–22

Carolinas Parking & Mobility Association (CPMA) Annual Conference & Expo

Myrtle Beach, SC

OCTOBER 1–4

Campus Parking and Transportation Association (CPTA) Annual Conference

Columbus, OH

OCTOBER 23–25

Southwest Parking & Transportation Association (SWPTA) Annual Conference

Las Vegas, NV

NOVEMBER 7–9

California Mobility and Parking Association (CMPA) Annual Conference & Tradeshow

San Jose, CA