At the end of the day, we are all accountable to ourselvesour success is a result of what WE do.
Varena Harding, CAPP Admin AGM / Parking Concepts, Inc.
What’s Your Next Step
1. Sign-up for IPMI’s free CAPP Track.
2. Talk to a CAPP about the process.
3. Apply for scholarship funding for online and in-person education, including #IPMI2025 conference courses and registration.
Scan QR Code for more information.
4. Questions? We are here to help, email capp@parking-mobility.org.
Transforming
And boy, did we need it.
Our industry was still reeling from the trauma we experienced from 2020 to 2023. Resilience was our armor; our professionals fought their way through, and in 2023, we finally started to breathe a little.
2024 was the year we breathed in deeply and moved forward, leaving the past in the dust.
Innovation is everywhere, and technology is revolutionizing our industry. The fear of the unknown still dwells in dark corners, but we know now that we can push forward, evolve at unprecedented rates, and make our way through whatever comes.
Inside this special edition of Parking & Mobility magazine, you will find some of the most popular and influential articles we published in 2024. This edition could literally be hundreds of pages, as every feature article and column from 2024 resonated. Every piece of content was a different piece of the big-picture puzzle, and each one had actionable lessons and knowledge to share.
Putting this together each year is even harder than choosing a favorite child— okay, I only have one, but he is still not always my favorite! So, as we could not pick them all, we encourage you to take some time and journey through this year’s past editions, catching up on anything you missed. To start your journey, we present this recap.
2024 was an excellent year for parking, transportation, and mobility—a year that will be hard to beat, but I hear 2025 is up to the challenge.
Thank you, as always, for spending your time with us. I look forward to the great things that you and your organization will do in the year to come.
Melissa Rysak, editor rysak@parking-mobility.org
PUBLISHER
Shawn Conrad, CAE
s.conrad@parking-mobility.org
EDITOR
Melissa Rysak, CPSM rysak@parking-mobility.org
TECHNICAL EDITOR
Rachel Yoka, CAPP, LEED AP BD+C yoka@parking-mobility.org
ADVERTISING SALES AND SUBSCRIPTIONS
Tina Altman taltman@parking-mobility.org
PUBLICATION DESIGN
BonoTom Studio info@bonotom.com
For subscription changes, contact Tina Altman, taltman@parking-mobility.org or 888.IPMI.NOW
Parking & Mobility (ISSN 0896-2324 & USPS 001436) is published monthly by the International Parking & Mobility Institute. P.O. Box 3787
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The subscription rate is included in IPMI annual dues. Subscription rate for non-members of IPMI is $120 per year (U.S. currency) in the U.S., Canada, and Mexico. All other countries, $150. Back issues, $10.
2024’s Best in Parking & Mobility
Innovations, Insights, and Inspiration
I’VE ALWAYS BEEN A FAN of “best of” lists—whether they’re about sports teams, cars, or some other random category. While I know these lists can be subjective, depending on the author’s perspective, I usually walk away with a nugget or two of useful insight. One of my annual highlights is reading Dave Barry’s end-of-year column, where he humorously recaps the year with his own “best of” take. It’s one of those things I eagerly anticipate finding in my inbox each year.
Another close favorite of mine is Parking & Mobility magazine’s highly anticipated “Best of” issue. Our industry is undergoing rapid transformation, driven by cutting-edge technologies and innovative management strategies that make parking and mobility operations more efficient and valuable to the communities they serve. From municipalities and universities to airports, medical centers, commercial enterprises, and private facilities, owners and operators are constantly working to optimize both on- and off-street parking assets. At the same time, they’re managing a workforce that is often a mix of remote and in-office staff, further complicating operations.
The pressures of a tight labor market are real, but industry professionals are increasingly turning to new technologies to bridge the gap—reducing reliance on labor while improving operational efficiency and customer satisfaction. The political landscape of parking is also as complex as ever, impacting everything from urban mobility to the livability of downtown areas. But for today’s industry professionals, these challenges are just part of the landscape.
As the International Parking & Mobility Institute (IPMI) has emphasized through its credentialing programs, the expertise required to manage parking assets effectively has grown exponentially over the years. It’s no longer just about finding a spot—it’s about maximizing the value of those assets for the long-term benefit of communities. In this year-end recap issue, you’ll hear from industry leaders who are not only navigating today’s challenges but also looking ahead to the future, preparing for the next wave of change in parking and mobility.
It’s an exciting time to be a part of this evolving industry. IPMI takes immense pride in supporting you and your team in developing the skills and knowledge needed to meet the industry’s challenges head-on while also preparing the next generation of leaders to continue advancing the profession. Enjoy this special issue featuring some of the best content of 2024, and take inspiration from the innovative solutions and forward-thinking strategies shaping our industry’s future. ◆
By Shawn D. Conrad, CAE
Shawn D. Conrad, CAE CEO, IPMI
Take the next step in your career path as a parking enforcement professional today!
This online, on-demand micro-credential is designed to advance your knowledge and skills and provide you with the foundation for greater advancement in the parking, transportation, and mobility industry. Take nine job-specific courses on-demand, on your schedule, and pass the assessment to earn this valuable new micro-credential.
PECP™ is open to all industry professionals with a minimum of one year of employment in the industry. This micro-credential is ideal for frontline and enforcement personnel, and specifically tailored to the needs of your sta .
Course Credit: 9 Certification Points.
Alejandra Argudin, CAPP, MBA, LEED AP Board Chair, IPMI
Successes, Innovation, & Achievements
Ushering in the New Year
Together
THERE HAS NEVER BEEN A MORE EXHILARATING TIME in the parking and mobility industry’s history than today.
As I lay out a vision for 2025, I recognize the International Parking & Mobility Institute’s (IPMI) countless achievements and praise the contributions made by all the IPMI board members, my predecessor Gary Means, CAPP, the talented staff, and IPMI members for their unwavering support. Together, we have made this best-in-class organization a model of innovation, foreshadowing long-emerging industry trends. At the threshold of a new year and building upon the enormous successes of the past, I look forward to:
● Sharing my excitement for a transformative conference in Louisville. Your presence is welcome and essential as we learn about trends that promise to shape the industry’s future. This is a unique opportunity to engage with thought leaders, gain knowledge from educational sessions, and network with colleagues and business partners.
● Studying the impact of artificial intelligence on issues, practices, ethics, and governance will be paramount to industry leaders and will be a focus of interest in the upcoming year.
● Reshaping antiquated urban policies soon taking a front seat at the table. The future of smart cities depends mainly on effectively implementing digital technologies to create turnover, manage mobility, decrease congestion, reduce the carbon footprint, and enhance the livability of urban environments. Digitization will become a topic of foremost importance in the next two years.
● Evaluating opportunities for public-private partnerships. We cannot forget these partnerships’ crucial role in the parking industry’s connection to real estate and urban development. The redevelopment of aging infrastructure presents industry leaders with enormous opportunities to expand the parking and housing footprint in dense areas, thereby addressing the needs of a growing urban population and supporting transit-oriented communities.
● Harnessing the power of educational collaborations will develop a pathway that entices young students to pursue careers in this industry. To accomplish that, we must engage with colleges and universities to create programs that prepare the next generation of industry leaders. This is a call to action, a responsibility we all share, and a source of pride in contributing to the industry’s growth.
I am incredibly proud to represent the IPMI as your chairperson for the next two years. I am optimistic and excited that, working collaboratively with a stellar board of directors, accomplished staff, and outstanding membership, this world-class organization will continue to grow and thrive.
Alejandra Argudin, CAPP, MBA, LEED AP
Jennifer Booth Manager of Member Engagement, IPMI
Making the Most of Your Membership
HAdd the IPMI member logo to your business card, website, email signature, or letterhead to let people know that you’re a leader in the parking and mobility industry.
ELLO! I’M JENNIFER BOOTH, IPMI’s Manager of Member Engagement. In my conversations with members over the last few years, I’ve been surprised to hear that some in our community aren’t aware of all of the diverse, valuable benefits that come with IPMI membership. Are you one of them? Keep reading to learn how you can make the most of your membership by taking advantage of everything IPMI has to offer.
1 Fill your roster. Your membership covers all your employees—but only if they are on your roster! Set up user profiles for everyone on your staff so they have access to all our resources and discounts.
10
Gain visibility for your company and yourself! Write for the blog or Parking & Mobility to share your ideas and grow your writing resume. Advertise with us or sponsor a program, event, or conference session. Our media and marketing opportunities are the perfect way to get your company’s name— and its products and services—in front of your clients!
9
Celebrate your achievements. Submit an entry for one of IPMI’s awards programs: Awards of Excellence for design, marketing, and innovative programs, and Professional Recognition for outstanding professionals and organizations in the industry.
8 Volunteer. Share your expertise and network with other members by volunteering. There are many ways to get involved, from helping to plan our conference to suggesting topics for the magazine.
7
Earn a certification. Boost your career by earning a CAPP credential or PECP microcredential for yourself and Accredited Parking Organization recognition for your organization.
2
Engage and connect Talk with your fellow members about everything parking in our revamped online hangout. That’s right—we gave Forum a complete makeover! Join the discussion in one or more of the vibrant, focused communities to take advantage of this fantastic knowledge-sharing tool.
3
Read all about it to stay in the know. Keep tabs on IPMI and our industry by reading Parking & Mobility, our monthly magazine, and the IPMI Leader, our bi-monthly e-newsletter. Follow us on LinkedIn, Instagram, and Facebook, too!
4
Attend the IPMI Conference & Expo. Held each summer, our signature event features worldclass speakers, informative educational sessions, and abundant networking opportunities. Join us this year in Louisville, Kentucky.
5
Grow your skills. Learn (and train your staff) through IPMI’s ever-expanding list of professional development options. Choose from Frontline Fundamentals online courses, on-site training workshops, and frequent webinars, member-only roundtables, and Learning Labs.
6
Start spreading the news. Send us your company news, job openings, and RFPs, and we’ll add them to our website, newsletter, and social media pages. Take advantage of this perk to reach a larger audience with your news and career postings.
And that’s all there is to it! The key is to get involved.
To get more information on member benefits, visit parking-mobility.org/membership. If you or any of your staff are new to IPMI, I hope you’ll join us at the next New Member Chat on February 6. I’m always available if you have questions about your benefits, so feel free to send me an email at membership@parking-mobility.org.
By Jennifer Booth
VETERANS IN THE PARKING INDUSTRY
Stephen Logan, CAPP, and Brandy Stanley, CAPP, MBA
THERE ARE A LOT OF VETERANS in the United States—16,501,502 a s of 2021 to be exact. Whether serving for 20 plus years or for a single enlistment, veterans have been through experiences that civilians have not and would struggle to understand. We interviewed five veterans from the parking industry in various roles and found five common threads regardless of time spent in service, rank, military branch, or role. Civilians reading this article will certainly find valuable insights that will help in working with and managing veterans—and veterans reading this will find themselves in turn chuckling and nodding their heads in understanding.
#1: Structure and Cohesiveness
One of the great strengths of the military is its core structure and the trust and cohesion it builds between superiors, subordinates, and peers alike. It ensures that teams are aligned and know how to achieve goals; this is an essential trait of a high performing team, but often elusive in the civilian world. Veterans have had to learn how this works the hard way, and are able to lead, follow, and contribute effectively in structured environments.
Senior Chief Petty Officer Rome Ring (Ret.) says the clear definition and instruction given to all things, with manuals covering every topic from armored vehicle repairs to how to make your bed to mopping a floor, allows for a common understanding of shared tasks and how to perform them. This builds what the military calls “unit cohesion.” That level of cohesion was also brought up by Petty Officer 3rd Class Tracey Guillon, who said that the central idea is that you are only as strong as your weakest link, which gives everyone a higher incentive to work together.
Ring also says that learning how to organize like the military does give you a competitive advantage. Learning to drop supplies on a beach and turn it into an airstrip in two hours or takes some serious organizational skills and teamwork!
Petty Officer 1st Class James Gibson (Ret.) recounted that his commanding officer was well known for holding
all service members under his command to the same standard, regardless of rank, and punished all infractions equally. This approach to “good order and discipline” is largely lacking in the civilian world, which can at times prevent the building of a unified and efficient team.
#2: Mental Toughness
It is generally understood that to be in the military you must keep yourself physically fit. However, the mental fitness required is often underestimated; determination and mental fortitude were built by veterans while in service. Adversity is an understood challenge in the
Rome Ring
Senior Director of Operations, LAZ Parking
SCPO, United States Navy, 20 years, 1 month service
Todd Tucker
President, Parking Logix
LCpl, United States Marine Corps, Combat Engineer, 4 years
Richard Berlanga
Senior VP, FLASH Parking
SPC, United States Army, Medic, 4 years
James Gibson
Parking Services Administrator, City of Las Vegas PO1, United States Navy, 20 years
Tracey Gullion
Regional Auditor, LAZ Parking PO3, United States Navy, CTR, 3 Years
Stephen Logan
Operations Manager, LAZ Parking CPL, United States Army, Medic, 7 Years
military’s high stress environment. It is what creates the resiliency, ability to perform under pressure, and conflict resolution that embody the mental toughness that veterans commonly carry with them.
Specialist Richard Berlanga commented that building the foundation of mental toughness is essential to overcoming larger tasks, like your first twelve-mile road march while carrying a full load of gear on your back. In this example the real test isn’t physical, it’s mental; are you a quitter, or will you push yourself past your limits to complete the mission? Sometimes the situations that require a hardened mental approach are less of a “test” and venture into the strange, trying, or just outright outlandish. Berlanga also talked
about traveling by helicopter when it was targeted by a missile’s guidance system—a normal reaction would be panic. Instead, he joked about the occurrence and said that during this event he simply began to wonder, “Maybe I shouldn’t re-enlist?”
Gibson pointed out, “What they do in the military is life and death—you want to make it home to see your family, you have to follow the rules and pull your weight.” This is an absolute fact. Even in peacetime or non-combat areas, military life can be dangerous. Training accidents happen, and there is an inherent risk in everything you do when you train for conflict. These environments require constant focus, attention to detail, and the mental discipline to maintain both nonstop over sometimes extremely long periods of time.
In the military, the process of skill mastery is very linear; not doing so is not an option, so a skill is mastered and then you move on to the next one. The patience, persistence, and ability to get results without giving up because something is too difficult is something veterans excel at.
#3: Inclusivity
The United States is often referred to as a “melting pot”, and the U.S. military is a true representation as it is composed of all types of individuals from all of its states and territories. These individuals are taken, trained, and ultimately stationed together with no regard for place of birth, upbringing, religious beliefs, race, etc.
Guillon says, “You are exposed to lots of diversity— old school, new school and everything in between.”
And from Lance Corporal Todd Tucker, “All anyone cares about is—are you pulling your weight? Nothing else matters.” As Gibson pointed out, this exposure to extreme diversity offers a lot of learning potential.
The true core of what builds the unbreakable and lifelong bonds between service members are the sacrifices made for one another whether it be in time, sweat, or otherwise. Veterans will be core members of teams and organizations that successfully include all team members to navigate adversity and will be dependable, steadfast, and determined.
#4: Applying Skills to the Civilian World
After leaving active service, many veterans find that their skill sets don’t easily apply to civilian roles. They often have trouble translating their military experience in a way that is relatable and correctly conveys the right message to a civilian employer. Many roles in the military require learning a skill set that ultimately leads to some level of destructive capability clearly not needed outside of that environment. What civilian employer would find a need for an individual who could retrofit a civilian 747 with high caliber machine guns and high explosives? Or maybe an individual who can navigate their way through a live minefield?
The answer: all of them. They just don’t always know it. Any civilian employer should want someone with these skill sets. These skill sets can apply problem solving and critical thinking with a little bit of MacGuyver-ing to make a project successful, even when the road to success is littered with roadblocks.
While the specifics of a skill may be difficult to parallel to the civilian world, what does apply are the base traits that allow service members to learn and master new roles and equipment, or how to “adapt and overcome” when not provided the correct tools for a job. Ring talked about the organizational skills he gained, “Learning how to organize like the military does can give you a competitive advantage.” Organization can be applied to physical inventory and equipment, but also to processes and people. Good organization of people can often equate to well-developed leadership skills, which in turn create highly efficient and motivated teams.
Most of our interviewees spoke highly of developing leadership skills that they carried into every aspect of their professional and personal lives after leaving their respective service. Berlanga talked about being exposed to good leadership by “being in difficult situations and seeing people treated the right way.” This made a lasting impact on him, causing him to treat people with care and provide motivation as a hallmark of his leadership style. The exposure to extreme leadership styles, both positive
and negative, frequently leads veterans to reflect on and refine the methods, making themselves better and more effective as they grow.
Often, veterans encounter difficulties finding ways to express what their skills can translate into in the civilian world. It is hard to accept that military certifications do not directly equate to a civilian equivalent. Frequently a veteran, fresh out of the military, will not understand how to attribute traits and abilities to skills in the civilian workplace. Working with live explosives? Try “detail oriented.” Proficient at launching aircraft rapidly from an aircraft carrier? How about “excellent communication skills.”
#5: Stereotypes
When most people imagine veterans, images of Lieutenant Colonel Bill Kilgore from Apocalypse Now or Gunnery Sergeant Hartman from Full Metal Jacket often come to mind. While you may find those characters among real veterans, the truth often could not be further from the stereotype. Most service members do not operate in direct combat roles and instead perform a wide variety of tasks from repairing airplane engines to programming complex encryptions used for communication equipment. Frequently the first question asked of veterans by civilians is the dreaded, “Have you ever killed anybody?” Berlanga has commonly come across the assumption “that they’ve all been through battle and may have PTSD which is not always the case.” The actual truth is that only about 10% of service members will ever see combat, and the ratio is about 10 people needed to support every one infantryman on the front lines. Tucker stated, “People sometimes think you
International Parking & Mobility Institute (IPMI) and Veterans in Parking (ViP) are strategic partners dedicated to get esteemed military veterans back to work by helping our members and allies in parking, mobility, and transportation post available positions and find qualified professionals to fill them. Find out more at Veterans in Parking (vetsinparking.com) or visit IPMI’s Career Center to see available postings.
are a racist, redneck, gun toting extremist from rural America. But really everyone served together no matter what their background.” This highlights how far from the truth the first statement is. Ring even pointed out that he eventually stopped highlighting his military career of more than 20 years due to being stereotyped into security roles instead of IT where he wanted to work.
Our interview candidates all expressed a level of frustration with the idea that veterans are all killers, aggressive, crazy, or misguided. They simply want to be judged based on their own character and achievements.
Working With Veterans
Working with and managing veterans within your teams can be a challenge without understanding what makes them different. Ring described young veterans as being more receptive and dependable than their peers and requiring a lot less “babysitting.” He attributes that to their having already learned structure, accountability, and timeliness among other factors for success. Tucker also stated that veterans tend to be faster, more efficient, and better able to work in teams, and that these skills come pre-loaded with that veteran into the workplace.
All our interviewees agreed that they were much more easily able to connect and communicate with veteran employees due to the shared experiences and mindsets towards completing the end goal. Gibson did note, “Sometimes it is civilian non-verbal communications that cause veterans to shut down. I understand and relate to them. It can be tough, especially for people who have seen combat. Civilians can’t relate to these experiences.”
But as you can see, having veterans as part of your organization can give you an advantage; all you need to do is understand a little about them. And from all our interviewees: You should definitely hire more vets!
STEPHEN LOGAN, CAPP , (CPL, US Army, Combat Medic) is an Operations Manager for LAZ Parking, Ltd. He can be reached at stlogan@ lazparking.com
BRANDY STANLEY, CAPP , MBA, is Vice President, State & Local Market Development with FLASH Parking. She can be reached at brandy.stanley@flashparking.com
Recruitment Is a Team Sport
By Gale LaRoche, Ph.D., J.D., SHRM-SCP and Brian Vaughn
SPORTS ANALOGIES ARE OFTEN USED IN THE BUSINESS WORLD and, no matter what the industry, are especially fitting for the world of recruiting and finding talent. Recruitment can be considered a team sport because it involves multiple individuals working together towards a common goal of finding and hiring the best candidate for a job or position.
Collaboration: A successful recruitment requires collaboration between various stakeholders, such as hiring managers, HR professionals, professional recruiters, administrative staff and sometimes even employees from different departments, board members and more. To ensure their goal of a successful hire, they will identify their strategy and key elements that are critical to the position and the organization.
Roles and Responsibilities: Each team member brings their unique expertise and perspective to the process, contributing to the overall success of finding the right candidate. Different team members have different roles and responsibilities in the recruitment process. For example, hiring managers may define the job requirements, interview short listed candidates, and make a selection, while professional recruiters may develop the candidate pool, screen potential candidates, provide video interviews, conduct assessments, and reference checks. HR professionals may write or update the job description and establish the compensation and benefits for the position and negotiate the total compensation package with the finalist. By dividing tasks, the team can work more efficiently and cover all aspects of the recruitment process. Team members can share their knowledge and insights about the job requirements, industry trends, and candidate evaluation techniques. This collective knowledge helps in making informed decisions and identifying the most suitable candidates.
Analysis: At the start of a successful recruitment is a thorough Job Analysis. This involves identifying the job requirements, responsibilities, and qualifications needed and/or desired for the position. It includes defining the job description, skills, experience, and competencies required. To be effective, it also involves an understanding of compensation trends
in the industry and whether the organization’s compensation is competitive in the marketplace. Does it lead, lag, or match the industry? This is important in setting expectations for the level of talent that the organization is hoping to attract.
Strategy: To ensure success, it is imperative to develop a strategic plan that identifies the most likely sources of exceptional talent and the most efficient means to connect with these individuals. It is important to recognize that the best talent may not be actively seeking job opportunities or browsing through advertisements. These passive candidates are content in their current roles but may become interested in a position when approached directly and made aware of a fitting opportunity. For that reason, direct sourcing plays a pivotal role in recruiting exceptional leaders at the senior level, identifying high performing “up and comers,” and discovering individuals in other industries with transferable skills. By implementing a well-thought-out sourcing strategy, organizations can effectively identify and attract top talent, regardless of their current job-seeking status.
Finding and Attracting Talent: Enhancing the team collaboration process involves an additional crucial step - determining the most effective sourcing methods for sourcing both internal and external candidates. These methods encompass various approaches to attract potential candidates, such as advertising job openings, utilizing job boards, leveraging social media platforms, tapping into professional networks, encouraging employee referrals, partnering with recruitment firms, and most importantly, engaging in direct outreach to targeted candidates.
Thoughtful Screening: Once candidates have applied, screening involves reviewing resumes, cover letters, and application forms to shortlist candidates
who meet the basic qualifications. This may also involve conducting initial phone or video interviews, assessments to evaluate candidates’ skills, knowledge, and fit for the role. It may include multiple rounds of interviews with different stakeholders such as HR professionals, professional recruiters, hiring managers and team members to assess their suitability.
Support and Feedback: Team members can provide support and feedback to each other throughout the recruitment process. They can discuss candidate profiles, interview experiences, and share best practices. This collaboration helps in refining the recruitment strategy and improving the overall quality of hires. Organizations often conduct background checks to verify the candidate’s employment history, education, references, and sometimes criminal records. This helps ensure the accuracy of the information provided by the candidate, adding an extra layer of assurance to the recruitment process.
Accountability: In a team-based recruitment approach, team members hold each other accountable for their respective tasks and deadlines. This ensures that everyone is actively involved and committed to achieving the recruitment goals. In today’s current environment of workforce shortage, staying on track is more important than ever in keeping potential quality candidates interested. More organizations are competing for a smaller pool of candidates as more people are retiring and/or leaving their organizations for a variety of post-pandemic related reasons such as cost of living, desirability of living elsewhere, feeling over-worked, and/or quality of life. Ghosting is a term often used for candidates who lose interest in long, drawn-out recruitments and many simply
take job offers elsewhere rather than wait it out.
Onboarding for Success and Retention: After the candidate accepts the offer, the onboarding process begins. This involves integrating the new employee into the organization, providing necessary training, and ensuring a smooth transition into their new role. Hiring the right person takes a great deal of strategy, coordination and effort which makes retention as important as hiring. Bringing on an employee who stays means bringing on a new hire who loves their job, is learning and challenged in a positive way, and feels appreciated and a part of the organization.
Continuous Improvement: Recruitment is an ongoing process, and a team-based approach allows for continuous improvement. Team members can review and analyze the effectiveness of their recruitment and onboarding strategies, learn from their experiences, and implement changes to enhance future hiring efforts.
Overall, recruitment as a team sport emphasizes the importance of collaboration, shared responsibility, and collective effort in finding the right candidates for an organization or a position within the company. ◆
GALE LAROCHE, PH.D., J.D., SHRM-SCP is Senior Human Resources Consultant with ADK Executive Search. She can be reached at gale@ adkexecutivesearch.com.
BRIAN VAUGHN is Director of Market Development with ADK Executive Search. He can be reached at brian@adkexecutivesearch.com.
Building Bridges
The Transformative Power of Allyship
By Joseph R. Madison II
DIVERSITY, EQUITY, AND INCLUSION conversations have emerged under the umbrella of allyship. A guiding force, fostering collaboration, understanding, and empowerment, the transformative power of allyship, can be measured by its impact on individuals and communities.
A Shared Journey Towards Inclusion
Allyship is an active, intentional commitment to standing alongside marginalized or underrepresented groups, leveraging privilege to dismantle systemic barriers. It involves acknowledging biases, listening actively, and amplifying voices often unheard.
Deep Foundation of Effective Allyship
1. Active Listening: Allyship begins with active listening, creating a foundation for trust and collaboration.
2. Educating Oneself: Allies commit to educating themselves about the challenges faced by marginalized communities, empowering informed contributions.
3. Amplification of Voices: Using privilege to amplify the voices of marginalized individuals ensures their narratives are heard and valued.
5. Continuous Self-Reflection: Allyship demands introspection, ensuring a commitment to longterm growth and change.
The Individual Girder
Allyship carries a profound impact on individuals facing systemic challenges. As a young professional navigating an industry where I was often the only African American/Black person in the room, I can imagine how women felt in these same rooms. With the active allyship of a senior colleague, my confidence soared. I was able to identify areas where my work would be recognized and where I could be a voice for other marginalized groups.
Moreover, the impact of allyship extends beyond the professional realm. In academia, a first-generation college student can find an ally in professional staff members by actively working to create an inclusive
practices and policies. This transformative allyship positively influences a first-generation student experience, inspiring a culture of support and collaboration.
Community-Level Beams
Allyship has the potential to catalyze communitylevel transformations. In communities grappling with racial disparities, intentional allyship initiatives unite individuals to challenge systemic injustices. Community leaders collaborate to implement policies that dismantle discriminatory practices, fostering a culture of support and collaboration.
At the community level, take the elements of your current role and identify how you can show up for the internal and external stakeholders. As a practice, I intentionally identify internal stakeholder that I’ve exchanged emails with and visit them at their office. Putting a face to a name and having a low-tech high touch approach bridges gaps and supports inclusivity.
Fostering Inclusive Truss
Prioritizing allyship cultivates diverse and innovative teams. The tech industry, known for its lack of diversity, provides a platform for leadership to transform the office culture. The implementation of unbiased hiring practices drives an inclusive culture. Concurrently, actively mentoring and supporting all colleagues paves the way for a continuation of norms that enhance the inclusive culture. Improved collaboration and results are a direct
be receptive to feedback, acknowledging and learning from mistakes. Performative allyship, expressing support without meaningful action, can hinder progress. Effective allyship demands authenticity, commitment, and a genuine desire to contribute to lasting change.
Peer Bearings
Understanding the intersectionality of identities is essential in allyship. Individuals may hold multiple marginalized identities, and effective allyship requires an awareness of these intersections. An ally committed to LGBTQ+ rights, for instance, must also be cognizant of racial disparities, gender inequities, and other intersecting factors that impact individuals’ experiences. Being sure that you are an ally to your peers allows you to bridge gaps and establish community norms.
Conclusion: Allyship as a Bridge to a Better Tomorrow
Allyship stands as a powerful catalyst for positive change, fostering inclusivity, understanding, and empowerment. From individual transformations to community-level impact, allyship has the potential to dismantle systemic barriers and create more equitable communities. As we navigate the complexities of a diverse world, the intentional commitment to allyship becomes a guiding force, shaping a better tomorrow for individuals and communities alike. The transformative journey of allyship calls on individuals to listen, learn, and actively contribute
Diving into EV Charging Infrastructure
By Jason R. Goldfarb, Esq.
AS THE GLOBAL SHIFT TOWARDS sustainable transportation gains momentum, the demand for electric vehicle (EV) charging infrastructure is surging. Property owners, managers, and investors find themselves at the crossroads of an opportunity to contribute to environmental sustainability and to generate additional income by hosting EV charging stations. There is no one-size-fits-all for EV charging infrastructure, nor is there a single optimal business model.
Despite the loudest voices in the news about the “dramatic” drop in EV sales, the market isn’t falling off a cliff anytime soon. The slowdown in the pace of sales is currently a function of two things:
1. Tax incentives that artificially inflated market demand and the sunsetting of those incentives
2. Early EV adopters already rushed to buy the first batch of EVs.
EV production capacity, and Toyota made an $8 billion bet on U.S. battery production. McKinsey & Co. recently reported, “By 2030, The United States will need about 28 million (charging) ports to meet demand for zero-emission passenger vehicles.” A tremendous opportunity awaits if approached correctly.
Your cellphone is an incredible piece of technology, but the entirety of the cellphone ecosystem would not exist if not for the underlying real estate supporting cell phone towers, rooftop installations, and fiber runs. The electric vehicle industry isn’t any different. EVs represent an amazing technological leap in mobility, but without the underlying real estate supporting the EV charging infrastructure, they wouldn’t exist either.
Embarking on an EV charging venture requires a thorough understanding of local regulations, zoning codes, permitting requirements, and a variety of other legal and contractual considerations that must be navigated to ensure a smooth, and legally compliant deployment.
The slowdown we are seeing is a natural market correction due to economics 101—supply and demand.
The good news is that the U.S. recently surpassed over one million EVs on the road, and the market is still growing at over 25% a year. Admittedly, one million cars are a small fraction of the 300 million or so gasoline cars on the market, but one million and growing strong is still quite impressive. Rivian recently took a 50-year lease on their factory in Georgia, BMW stopped producing gasoline engines in one of their largest factories to make room for EV production. Hyundai added 25%
Not all properties are created equal in terms of hosting EV charging stations. Property owners must assess their property’s capacity to support the additional electrical load required, and to plan for potential upgrades to accommodate charging stations effectively. More often than not, starting from a clean slate, with a property not yet developed, is going to be an easier fit than trying to retrofit an existing development that may present too many complications.
Beyond local incentives, property owners, developers, and managers, must explore federal and state-level programs designed to promote EV charging infrastructure. These programs may offer tax credits, grants, or other financial incentives that enhance the overall return on investment and can often make a significant impact on capex expenditures.
Engaging with local utility companies is also critical. Understanding their requirements and exploring incentive
programs, such as grants, rebates, or reduced electricity rates, can significantly impact the financial viability of the project.
Profit potential in the traditional sense isn’t necessarily a quick slam dunk, but more of a long-term game. EV charging companies offering to pay property owners rent for the privilege of using their property for EV charging infrastructure are few and far between. What’s more common is some form of revenue sharing, but the profit is driven by utility rates at any given time of day/week, and the monthly cost of EV charger maintenance. While generating direct revenue is often (and should be) a primary objective for most property owners and investors, EV charging stations can also enhance your property value, attract environmentally conscious EV-owning tenants, and serve as an important amenity for tenants while contributing to corporate environmental efforts.
If you know to ask, there are additional ways to improve your ROI with or without receiving rental payment from the EV charging company. Offering free charging as an amenity to your tenants doesn’t preclude you from charging a fee to the public
for use of the same equipment. You can also earn revenue from integrated advertising on some charging stations and monetize the data. Don’t be bashful; ask how else you can improve your ROI. Finally, no two property locations are the same, and deploying EV charging infrastructure isn’t any different. Equipment, business terms, legal structures, utility rates, and usage are going to be different everywhere. Multiple gas stations at the same intersection or Starbucks coffee shops in the same neighborhood, each serve a different customer base and present unique opportunities and challenges. If you are getting ready to dive into EV charging infrastructure, it’s critical to remember that the best approach is the same as you would use for deploying any other real estate infrastructure asset. It’s all about location, location, location. And ROI ◆
JASON R. GOLDFARB, ESQ . , is an attorney at Falcon Rappaport & Berkman LLP. He can be reached at jgoldfarb@frblaw.com
Welcome to Just Right Parking: Where every space is protected by Park Sentry
An International
An International Approach
SMART Grant Success in the U.S.
THE U.S. DEPARTMENT OF TRANSPORTATION’S Strengthening Mobility and Revolutionizing Transportation (SMART) Grants Program has emerged as a catalyst for innovation in urban mobility and transportation efficiency. With a focus on implementing advanced smart technologies, the $100 million per year initiative is running from 2022 through 2026 and is dedicated to reshaping how communities across the United States approach parking, mobility, and curb management. The SMART Grant Program has, and will continue to be, a driving force behind transformative initiatives in the U.S. for many years to come.
The goal of the program is to help cities that may not otherwise have the resources to fund such projects with the opportunity to identify transportation improvement projects that will enhance their communities well into the future. Some of these projects may have otherwise taken years to finance and complete, and many may never have been able to happen at all.
The SMART Grant Program: How it Works
Eligible applicants include states, tribes, transit agencies, public toll authorities, and metropolitan planning organizations. The program funds innovations aimed at improving the data and technology capacity for government entities and utilizing newly available technologies for the benefit of the organizations and their communities.
Approach
SMART Grant Success in the U.S.
By David Parker
Many of the projects already selected through the SMART Grants program are being facilitated by innovative technology providers throughout the parking and mobility industry. In 2022, 59 projects across 33 states received $94 million. These projects were selected from a total of 392 application submissions to the 2022 SMART Grants Program. The average amount of funding was just over $1.5 million, with selected projects implementing a wide range of technologies. As this is an annual initiative, the 2023 applications were due this past fall, and the DOT will open applications for the 2024 program soon.
The Federal SMART Grant Program is heavily influencing smart parking, mobility, and curb management initiatives across the U.S. As an industry, there are many opportunities for solution-providers to work with their municipal clients to identify smart technology systems that will provide the data needed to identify inefficiencies in their operation, evaluate opportunities for improvement, and implement solutions to increase revenues, streamline operations
and staffing, and enhance the transportation and parking experiences within their communities.
As parking, transportation, and mobility professionals we are faced with an incredible opportunity to utilize the SMART Grant Program to not only support our government entity partners, but to completely reshape the fabric of communities across the country. The program will facilitate initiatives to support future urban development while encouraging solutions that promote cleaner air, reduced traffic congestion, improved safety, effectively utilization of data, development and implementation of effective policies, and more.
Cologne Tackles Carbon Emissions
While we will look forward to seeing how these funds are utilized in diverse ways in the coming years, a recent project implemented across the pond in Cologne, Germany, serves as a perfect model for thought leadership, integration of innovative solutions, and successful results that have transformed the way people
By fostering collaboration with innovative solution providers, cities can utilize real-time data to identify inefficiencies, implement effective policies, and enhance the overall transportation and parking experiences within their communities.
interact with the curb. Like many cities, Cologne is
vital that they identify answers to this problem, with a specific emphasis on the role played by the search for parking and the resulting traffic congestion.
The city identified a significant parking and curb management issue in one of its most active districts, Nippes. Cologne-Nippes is one of the busiest and most densely populated districts in the city. The area features a variety of shops, a daily market, schools, and residences. Despite having approximately 800 on-street parking spaces throughout the district, many struggled to locate parking near their destination, resulting in the typical driver circling for an extended time searching for a space. This of course led to traffic congestion, increased emissions, and an overall unpleasant parking and transportation experience for all.
Unfortunately, the city did not have any reliable historical and live data to refer to, and administrators were unable to get a comprehensive picture of the parking situation in Nippes. This required them to start from the ground up, identifying possibilities to gather this data and provide the information needed to implement more effective parking strategies. The city sought to optimize the use of the existing parking assets in the area while implementing a more efficient traffic management system to significantly reduce the time spent searching for parking.
Comprehensive Smart Parking Solutions
To resolve these challenges, the city partnered with RheinEnergie AG, a regional energy supply company based there and one of the largest energy providers in Germany. The two organizations worked together to implement a smart parking solution. The result was a combination of sensors, LED displays, and a connected mobile app to provide real-time, turn-by-turn guidance. The comprehensive system allows drivers to find a parking space in less time and be on their way to their destination.
Another important goal of the project was to minimize disturbances to the neighborhood. The city was hesitant to approve digging or disturbances to the streets or sidewalks, and preferred a solution that could utilize existing infrastructure like lampposts and signage. In addition, civic authorities and parking operators required an end-to-end platform to minimize internal administrative efforts, while obtaining comprehensive parking data including occupancy rates, peak times, and peak areas.
The project resulted in the installation of 89 sensors throughout the community. The sensors were affixed to existing lampposts, avoiding construction disruptions, and facilitating a fast and easy implementation. The sensors can each cover up to 100 parking spaces, depending on mounting height, and parking space layout. They can also measure the exact GPS position and size of open parking spaces.
For Cologne-Nippes, the sensors provide accurate, real-time information regarding the number, location, and direction of available parking spaces based on AI and deep learning algorithms. The information is then
relayed to LED parking guidance displays located at each relevant intersection, guiding drivers to the most convenient parking spaces. The City and RheinEnergie worked together to locate the LED displays effectively considering their geographical layout. Real-time parking availability information can also be viewed in a free mobile application available to all drivers and providing them with additional information about occupancy per parking space category (e.g. disabled or delivery), guidance, and links to payment services.
Finally, a smart parking dashboard allows RheinEnergie to monitor actual occupancy status per parking space, the duration of parking events, the technical status of each device, and the real-time view of each parking guidance display. Through this dashboard, stakeholders can extract and analyze essential data to utilize as the basis for future infrastructure decisions.
With the newly integrated parking management system, drivers can now avoid searching for available parking for extended periods of time, improving their overall experience and reducing vehicle emissions. Onsite test drives have shown that parking search time can be reduced by up to 45%, providing information about the location of available parking rather than searching aimlessly. At the same time, the distance driven while searching for parking can be reduced by 41%. Upon implementation, the City performed 145 test drives on weekdays at three different locations with a parking space occupancy rate between 95 and 99%.
Prior to implementation, the occupancy rate was at 88% between 10 am and 6 pm on weekdays. This result was based on the measurement of 10,000 parking spaces/events. After implementation, parking capacity usage has increased by nearly 8 percentage points to 96%.
In summary, two thirds of parking spaces that previously remained unoccupied are now more quickly and easily located by drivers, meaning that available on-street parking areas are being used in an optimal way with the solution providing real-time information about each individual parking space. This data can also be used by city officials to maximize parking management in Nippes itself and in other parts of the city.
The positive financial return on investment is expected within two years, considering increased payment compliance, emission reduction, and time savings. Moreover, the use of existing infrastructure minimized costs and inconveniences, showcasing
the effectiveness of RheinEnergie’s commitment to innovation and sustainability.
The successes of this project will be seen throughout Cologne for years to come. In 2023, the City included the deployment of a comprehensive parking guidance system city-wide as part of its carbon neutrality 2035 master plan.
Replicating Successes through the SMART Grant Program
As communities across the U.S. seek to identify and implement projects to meet the challenges presented in Cologne and others, the SMART Grant Program will be vital making these efforts possible. Just like in Europe, issues like carbon emissions, traffic congestion, safety, and more are only growing in U.S. cities of all sizes, and the SMART Grant Program aims at facilitating projects to promote innovation and streamline urban mobility and transportation efficiency.
The Cologne model demonstrates the transformative impact of thought leadership, creative solution integration, and successful outcomes in the realm of parking and curb management. The program provides an unprecedented opportunity for cities in the U.S to address parking and mobility challenges, inspiring the adoption of advanced smart technologies to create cleaner, more efficient communities.
The Cologne project highlights how strategic partnerships and comprehensive smart parking technologies can lead to positive results. As U.S. cities embark on similar journeys with the SMART Grant Program, they can draw inspiration from Cologne’s approach to optimizing parking assets. By fostering collaboration with innovative solution providers, cities can utilize real-time data to identify inefficiencies, implement effective policies, and enhance the overall transportation and parking experiences within their communities. As the SMART Grant Program continues to drive transformative initiatives, U.S. cities can look ahead to reshape their urban environments, promoting sustainability, reducing emissions, and creating a more seamless and enjoyable environment for residents and visitors alike.
DAVID PARKER is CEO of Cleverciti. He can be reached at david.parker@cleverciti.com
DRIVING INNOVATION
Driving Innovation
The AI-Powered Evolution of Parking
By Carmen Donnell, CAPP and Nick Mazzega, PE
TECHNOLOGY COMMITTEE
By Carmen Donnell, CAPP and Nick Mazzega, PE
What’s All the Hype About?
Artificial Intelligence (AI) is a broad and evolving field that encompasses the development of computer systems capable of performing tasks typically requiring human intelligence. Some of these tasks include learning, reasoning, problem-solving, perception, language understanding, and even decision-making. The concept of AI has been around for centuries, with early ideas rooted in mythology and ancient tales of mechanical beings. However, it wasn’t until the mid-20th century that AI emerged as a formal discipline. Although AI has been around for some time, it is constantly evolving and has new aspects; one specifically—Generative AI.
AI today is way smarter and more accessible than what we had five years ago or even last year. Before, AI was like a powerful robot following strict rules that people programmed into it. But now, AI has become more like a creative writer. Instead of being told exactly what to do, it learns from tons of examples and can come up with its own ideas and creations. Think of it like a robot chef—in the past, it would only make dishes you told it, step by step. Now, with more advanced Generative AI, it’s more like a chef that has inherent culinary experience and can create delicious new meals of its own creation, without needing much instruction at all.
The collective parking, transportation, and mobility profession has been using AI for a long time now, predating the release of the current Generative AI models. A simple example is LPR [License Plate Recognition]. So, to the parking, transportation and mobility industry professionals reading this, we deserve some credit for being early adopters of AI technology, before the hype!
The accessibility of information has greatly improved over time, thanks to advancements in technology. Just as the early internet was only accessible to a limited few with the right skills, the development of internet browsers like Netscape Navigator, Internet Explorer, and Mosaic made it more accessible to the public. These early browsers paved the way for the widespread adoption of the internet and set the stage for the accessibility and convenience we experience today. This is like the evolution of
Generative AI is a broad label describing any type of artificial intelligence (AI) that can produce new text, images, video, or audio clips.
Technically, this type of AI learns patterns from training data and generates new, unique outputs with the same statistical properties.
Generative AI which has launched accessibility of information into hyperdrive.
It takes the information users are looking for and presents it in an easily digestible format. It eliminates the need for users to manually gather and organize information, as AI does this for them. The hype around Generative AI lies in its increasing accessibility and growing dataset. It has made tasks like researching, writing, coding, and a multitude of other tasks much easier by providing prompts and generating content. AI tools are simply better ways of organizing information, just like how search engines improved the accessibility of information in the past.
Overall, Generative AI is revolutionizing the way we access and consume information. It has made complex tasks more accessible to the public, reducing the need for specialized skills or knowledge. With the continuous growth of its dataset, Generative AI is becoming an indispensable tool across almost all fields. It streamlines the process of finding answers and presents them in a format that is easy to understand and therefore make decisions on.
How Is AI Being Used
Let’s explore how AI is impacting the parking and mobility landscape. AI has been in use in the parking,
AI algorithms analyze license plate data to identify and record vehicles as they enter and exit parking facilities or for on-street enforcement.
This not only streamlines access control and ensures accurate billing, saving time for both parking operators and users, and makes enforcement more efficient and accurate.
transportation and mobility space since before November 2022, when ChatGPT was first released, and it became more mainstream.
One of the most common applications of AI in parking is vehicle identification using LPR technology. AI algorithms analyze license plate data to identify and record vehicles as they enter and exit parking facilities or for on-street enforcement. This not only streamlines access control and ensures accurate billing, saving time for both parking operators and users, and makes enforcement more efficient and accurate.
In addition to LPR, AI is making strides in recognizing vehicles through other means, such as vehicle shape and color analysis. This approach enhances identification in cases where LPR may not be feasible, ensuring that no vehicle goes unnoticed in parking facilities. In the past several years, as curb management has proven to be an important issue in our industry, many new technology players have brought forward solutions using AI to better manage the curb. Image-based curb management technologies use video analytics to identify and distinguish between various curb activities. For example, are we seeing a delivery vehicle making a delivery or is it a disabled box truck that is stuck along the curb? The use of AI in
getting a better and more robust understanding of our curb has been informative and game changing for the management of it.
Computer vision systems powered by AI can accurately identify and track not only vehicles but also pedestrians, enhancing safety and security on the roads. This technology is instrumental in developing advanced driver assistance systems (ADAS) and supporting the implementation of smart city initiatives focused on pedestrian safety.
AI’s pattern matching capabilities are invaluable for identifying irregularities in parking facilities. As an example, AI can detect unauthorized vehicles or unusual parking patterns, aiding in maintaining security and efficiency. This technology provides parking operators with real-time insights, enabling them to take prompt action when necessary. More recently, this technology is being used to detect suspicious or concerning behavior amongst people of interest; preventing injury or crime.
With the increasing popularity of cycling as a sustainable mode of transportation, AI plays a crucial role in managing bike lanes efficiently. Equipped with sensors and cameras, AI algorithms can monitor bike lanes, alerting authorities to any obstructions and ensuring the safety of cyclists.
Dynamic pricing is another area where AI is helping parking. Real-time data analysis allows parking operators in either an off-street or on-street environment to adjust prices based on demand, encouraging efficient use of parking spaces and reducing congestion during peak hours. This not only benefits parking operators but also provides a more convenient and cost-effective experience for drivers.
When it comes to our city streets, AI is making a significant impact in traffic congestion management. Through advanced algorithms and real-time data analysis, AI systems can predict traffic patterns, identify congestion points, and suggest alternative routes for vehicles. This not only helps in reducing the time spent in traffic but also contributes to a more efficient and streamlined flow of vehicles on the roads. Cities are increasingly adopting smart traffic management systems powered by AI to alleviate congestion issues.
Beyond these specific applications, AI-generated analytics offer a broader perspective on the use of urban space. By analyzing data from various sensors and cameras, AI generates insights into traffic patterns, parking occupancy, and user behavior. This valuable information empowers the parking and mobility industry to make informed decisions about urban design, parking policies, and transportation infrastructure, ultimately leading to more efficient and sustainable cities.
Impact on Productivity
AI has the potential to significantly impact the parking, transportation, and mobility industry by enhancing productivity. Through automation and streamlining processes, AI can improve the operations of parking facilities and transportation systems.
AI-powered solutions are already optimizing space utilization, reducing congestion, and enhancing the overall customer experience. Smart parking systems equipped with AI can analyze real-time data, predict peak hours, and adjust pricing dynamically to ensure optimal utilization of parking spaces. These tasks, which were previously time-consuming and required manual intervention, can now be done instantaneously with minimal human involvement.
One area with immense potential is the use of Generative AI to help novice Excel users become “power users.” Generative AI tools can analyze parking transaction trends with simple prompts, empowering parking operations teams with limited Excel knowledge to perform powerful data analysis.
AI is also reshaping job functions in customer service, data analytics, and job creation. AI-powered chatbots and virtual assistants enhance customer service by providing real-time assistance and answering queries, freeing up human staff to focus on more complex tasks. Data analytics powered by AI can offer insights into parking patterns, user behavior, and traffic trends, enabling better decision-making and optimizing parking space utilization.
While AI streamlines certain job functions, it also creates new roles in machine learning, data science, and AI engineering. These advancements open opportunities for specialized jobs, contributing to economic growth and innovation.
However, concerns about job displacement persist. Routine tasks like manual ticketing or basic customer inquiries may decline, potentially affecting certain roles. To address this, reskilling and upskilling initiatives are necessary to prepare the workforce for evolving job demands, ensuring a smooth transition and a balance between technological progress and job stability.
It is important to note that certain job functions involving human interaction and personalized customer service are less likely to be impacted by AI. These roles require empathy, understanding, and a personal touch that AI cannot replicate. Therefore, while AI will transform parts of the parking and mobility industry, there will always be a need for human involvement to provide exceptional client service and address unique customer needs.
AI Experiment
We posed the same question to three different generative AI tools and got three different answers, just like how you can ask three different people the same question and get three different answers. So too is the case with AI—the lesson here is the tech is only as good as the underlying data and the algorithms that make it up. Sometimes they listen to you and sometimes they do not. As an example, we asked CoPilot for three sentences max, and they got excited and wrote a lot more. For reference here is the prompt that we gave each tool:
“In three sentences tell me what the future of parking is in the next 100 years?”
The responses we got varied in the degree of detail, their apparent optimism versus reality, and the areas that they focused on. ChatGPT provided more detailed and imaginative scenarios, while Bard and CoPilot were somewhat more focused on broader trends. ChatGPT leaned towards an optimistic, futuristic view, while CoPilot balanced insights with current challenges and predicts potential issues in the parking industry. Bard emphasized technological advancements, ChatGPT focused on sustainability and integration into public transportation, and CoPilot delved into the challenges of transparency and the economic costs associated with parking.
“In three sentences tell me what the future of parking is in the next 100 years?”
Bard (Google):
Predicting the future of parking over the next 100 years is challenging, but advancements in technology suggest a shift towards autonomous vehicles and smart city infrastructure. Smart parking systems utilizing sensors and AI may become prevalent, optimizing space, and reducing congestion. The integration of electric and autonomous vehicles could further impact traditional parking norms, potentially leading to more efficient and automated parking solutions.
ChatGPT (version 3.5):
Cars might park themselves in hidden underground networks, seamlessly integrated into green spaces. Forget asphalt lots: imagine vibrant parks replacing them, solar canopies powering self-driving vehicles, and AI optimizing every inch of available space. Mobility hubs, not just parking, will merge with public transportation, offering seamless journeys from car to train or bike. Buckle up for a greener, smarter, and less stressful parking future.
CoPilot (Microsoft):
The parking industry is undergoing a transformation due to the advent of new technologies and business models. According to a report by Deloitte, the entire way we travel from point A to point B is changing, creating a new ecosystem of personal mobility, with implications going beyond the automotive industry.1 The report also suggests that the parking experience could be the next aspect of modern life to be upended by new technologies and business models.1
The parking industry is relatively stable and consolidated, generating roughly $30 billion in gross parking revenue annually in the US.1 However, the industry is expected to change significantly as shared and ultimately autonomous vehicles become fixtures of the landscape.1 Some incumbent parking players as well as new technology entrants are already working to capitalize on these developments by creating new and innovative solutions to regulate demand, optimize supply, and better meet consumer needs.1 2
Some of the key changes that are expected to shape the parking industry in 2023 include the integration of smart technology, the shift towards sustainable solutions, the trend towards shared mobility, and the changing nature of urban development.3 Recent trends in parking and reports reveal that the sector can generate an estimated “CAGR of 11.1% from 2022 to 2030.” 4
Concluding Thoughts
As we look into the future of artificial intelligence and generative AI, particularly in the context of parking, mobility, and transportation sectors, it becomes evident that we are on the cusp of a revolution in the way we interact with urban spaces. The convergence of AI and Generative AI will continue to bring about unprecedented advancements in optimizing parking solutions, enhancing mobility, and transforming transportation systems.
AI-powered sensors and cameras can analyze parking patterns, predict demand, and guide drivers to available parking spaces in real-time. Generative AI takes this a step further by creating dynamic algorithms that adapt to changing conditions, such as events, traffic fluctuations, and seasonal variations, to optimize parking space allocation.
In the mobility sector, AI plays a crucial role in traffic management and route optimization. Machine learning algorithms can process vast amounts of data to predict traffic congestion, identify alternative routes, and suggest the most efficient paths for vehicles. Generative AI contributes by continuously evolving these algorithms based on real-time data, enabling adaptive responses to unforeseen events, and ensuring smoother traffic flow.
Furthermore, the integration of AI in transportation systems is paving the way for autonomous vehicles. Generative AI algorithms are instrumental in simulating diverse driving scenarios, improving the decisionmaking capabilities of self-driving cars, and enhancing overall safety on the roads.
As we move forward, the synergy between AI and Generative AI is likely to foster innovation in shared mobility services. These technologies can optimize fleet management, predict user demand, and dynamically adjust service offerings to meet the evolving needs of users. The result is a more efficient, sustainable, and user-centric approach to transportation.
Although we have only scratched the surface on this topic, not mentioning how AI will continue to evolve vehicles, micro mobility offerings, the user journey as well as Governance and Policy, the future trajectory of AI and Generative AI in parking, mobility, and transportation sectors is marked by unprecedented advancements. These technologies have the potential to create smarter, more adaptive urban environments, ultimately transforming the way we navigate and experience our cities. The ongoing developments in this field hold promise for a future where parking, transportation and mobility are not just intelligent but also seamlessly integrated into our daily lives. ◆
CARMEN DONNELL, CAPP , is Managing Director of PaybyPhone North America, a member of the IPMI Board of Directors, and CoChair of the IPMI Technology Committee. She can be reached at cdonnell@paybyphone.com
NICK MAZZENGA, PE , is an Associate at Kimley-Horn, and is Co-Chair of the IPMI Technology Committee. He can be reached at nick.mazzenga@kimley-horn.com.
Ready, Set,EV Readiness
By Robert Ferrin, CAPP, Brett Wood, CAPP, PE, Dillon Fried, CAPP, Kathleen Hoffman, Andrew Stewart, CAPP, David Blosser
Introduction
Electric vehicles (EVs) and electric vehicle supply equipment (EVSE) are transforming the parking, transportation, and mobility industry. Generational investments are being made on the federal, state, and local levels, leading the private market to respond with ambitious electric vehicle sales and charging station installation goals. These market trends impact how fleets are managed, how facilities are designed and operated, and what resources and skillsets are needed to maintain uptime requirements. IPMI’s EV Cohort sought to tackle this market trend headon. It developed an EV Readiness Survey that captured insights and benchmarks on the current state of EV readiness, EVSE, and EV fleet deployment industry-wide, as well as anticipated demand and related impacts to the industry. Results from the survey were used as a foundation to develop an EV Readiness Resource Guide (Guide) in late 2023 and early 2024. The Guide identified industry barriers and challenges to implementing EVSE and fleet electrification, key considerations to be successful along the electrification journey, market approaches, and case studies. Utilizing this Guide as a foundation, the EV Cohort has provided EV readiness perspectives from diverse industry verticals, including municipal, airport, university, and commercial operators.
Municipal Perspective
The City of Minneapolis and the broader Twin Cities region have ambitious climate action, sustainability, and electrification goals over the next several decades. To support these goals, Minneapolis partnered with the City of Saint Paul, Xcel Energy, the American Lung Association, ZEF Energy, and Hour Car to develop a curbside EV charging program that supports public and EV car share charging. This innovative program leveraged grant dollars to install 70 EV Spot Network charging hubs across Minneapolis and Saint Paul. These curbside Level 2 and DC Fast chargers are within a ten-minute walk for residents and car share users in the car share one-way “home area”. Pairing curbside EV charging stations with electric vehicle car share provides residents with clean and equitable mobility options while leveraging local and regional investments in transit, pedestrian, and cycling infrastructure. The program, while successful, has experienced its share of growing pains. The initial deployment of charging hubs encountered some logistical challenges. Siting charging stations curbside meant identifying
ample available curbside space free of obstructions and near adequate power. The curbside management strategy for these areas also needed to mirror the anticipated charging dwell times to avoid creating congested parking in places where vehicle turnover was a priority. Suboptimal locations, specifically locations that were not highly visible and located in “around the corner” spaces, have been susceptible to vandalism and cord-cutting theft. The consistent curbside charging unit vandalism has led to decreased uptime and service reliability challenges for public and car share users alike. Forecasted maintenance costs have spiked, making the City rethink the needed resources to maintain the system. And lastly, supply chain issues and winter inclement weather have led to longer than anticipated lead times to remedy charging station issues. While the City believes curbside EV charging is an important strategy to meet overall electrification goals, it will be important to learn from these siting and operational challenges as the team plans future phases of curbside EV deployments.
Airport Perspective
While the concept of electric vehicle (EV) charging at airports is relatively new, studies show that at least 37 airports nationwide have installed some form of EV charging offering and accompanying infrastructure.
The Metropolitan Washington Airports Authority (MWAA), which operates both Ronald Reagan Washington National Airport and Washington Dulles International Airport, has nearly 250 charging stations between its locations. These areas have been equipped with LED lighting, green-painted parking spots, and signage throughout the garages for enhanced wayfinding.
Based on EV demand and physical counts of plug-in hybrids and EVs in their garages, MWAA conducted a ten-year outlook into the infrastructure needed, challenges that may arise, and the overall demand in the immediate area. Was this going to be a revenue generator, an amenity to be provided to customers, or does MWAA look at it as a way to recover costs while helping to make transportation greener? Ultimately, MWAA chose to provide EV charging stations at no cost to airport customers and serve as an amenity on a first come, first served basis. To do this, the airport installed mostly Level 1 chargers that are relatively inexpensive, easy to replace, and require much less infrastructure than a Level 2 or DC Fast Charger. The biggest challenges were related to parking enforcement regarding non-EVs parking in designated EV spaces and equipment failure. Minor challenges, all things considered, especially when dealing with an inexpensive product that may be cheaper to replace than repair.
While MWAA ultimately chose to install chargers, it may not be for all airports. Parking revenue between Ronald Reagan Washington National Airport and Washington Dulles International Airport is the largest revenue generator besides the airlines. Smaller airports need to be mindful of the cost associated with installing the necessary infrastructure, the units’ cost, signage, lighting, painting, and overall maintenance. Would a DC Fast Charger with a fee make more sense in a market where transportation network companies (TNCs) are popular and/or passenger drop-offs are common? These are all questions to ask when considering whether to charge or not to charge.
University Perspective
Early on in EV charger deployments, agencies and grant programs suggested deployment strategies that worked to support early adopters with generic system designs. As the industry has matured, a significant amount of use case intelligence has changed how the campus approaches equipment selection and installation. At the University of California (UC), Riverside campus, staff learned from user behaviors and trends identified in charging session data analysis. This data showed how the campus community was using the EV charging system. Through discussions with other universities nationally, UC Riverside was able to further understand the data’s relationship to the lifestyles in the local community. Campus staff developed a clearer understanding of how and why EV chargers were being used on campus, which was not initially recognized. Over 65% of UC Riverside campus employees live in the same or adjacent zip code as the campus. The average round-trip commute of an EV driver to campus was 5.5 miles. This was very different from the 75-mile round trip average of another University of California campus. Charger utilization during business hours reached as high as 94%, but most of an EV’s dwell time was spent sitting idle. Although UC Riverside marketed the program was established to help commuters “Charge-Up” to complete their commutes, the EV system was providing low-cost charging for all their driving needs.
With an increased understanding of the community’s needs, UC Riverside set forth over the next four years to create a mix of chargers/receptacles and rates that helped the campus control program expansion and operating costs, reduce dwell time in high-amperage chargers, and serve six times the users. By understanding the community’s EV charging needs, the campus EV system achieved its goals and significantly increased user satisfaction.
Commercial Operator Perspective
The primary objective of most commercial real estate owners is to offer a cost-neutral charging solution to their tenant base. With the national average age of U.S. commercial buildings at about 53 years old, the construction cost of civil and electrical work to retrofit garages remains the biggest challenge in modernizing existing urban infrastructure to support electric vehicles. Concurrently, real estate owners are pressured to charge EVs for their tenants. Statistically, while 80% of EV owners do charge at home, there is a cohort of people who prefer to charge at work or dwell in an environment where accessibility to chargers might be limited as more people transition to electric vehicles such as apartments and multiunit dwellings. Those who prefer to charge at work often have not upgraded to Level 2 home chargers (6.2+ kW) but prefer Level 2 charging over the Level 1 trickle-charge experience at home (1.1 kW). In a recent Boston Consulting Group (BCG) global survey of EV owners in the U.S., respondents said having EVSE conveniently located next to one’s workplace came in fourth behind reliability, price, and speed of charge. For most, workplace charging remains the second most common destination, so the availability of chargers remains an important initiative for most clients.
Charging behaviors observed in commercial properties include most customers “topping off” and being fully charged within two to three hours. This customer behavior leads vehicles to not move when charging is complete. Pricing, including the psychology of pricing, is the means to affect behavior and change and is a powerful way to optimize existing charging infrastructure without incurring additional costs. Parking and charging behavior change can influence the charging rate through tiered plans, induce turnover on each charging station through fees, etc. The nationwide average for one kWh of electricity for a residential building is just under 15 cents ($0.1496). Still, lower rates have been negotiated at many commercial garages, providing an opportunity to manage EV charging stations to generate profits based on the variance.
Conclusions
The parking and mobility industry has seen significant resources invested across all sectors to better understand, implement, manage, and operate electric vehicle supply equipment within programs and facilities. While many industries aim to tackle the challenge of a rapidly expanding electrification network, the parking and mobility industry has been most impacted because
of the natural inclination to provide EVSE in parking facilities as an amenity to existing customers or a resource to attract new customers. As evidenced in this article and the more expanded resources of the EV Readiness Plan, everyone involved with EVSE planning and design deals with unique challenges reflective of local conditions and regulations.
The intent of the research efforts of the IPMI EV Cohort was to assemble resources that help to reduce some of the confusion around EVSE and fleet expansion planning, provide guidance on a realistic path forward for industry members, and help support effective resources for parking and mobility professionals to lead the charge to reach this country’s EVSE goals. You can find more information and resources about the EV Readiness Plan here ◆
ROBERT FERRIN, CAPP , is a Senior Project Manager with Kimley-Horn, an IPMI Board of Directors member, and co-chair of the IPMI EV Readiness Cohort. He can be reached at robert. ferrin@kimley-horn.com
BRETT WOOD, CAPP, PE , is the President of Wood Solutions Group and co-chair of the IPMI EV Readiness Cohort. He can be reached at brett@woodsolutionsgroup.com
DILLON FRIED, CAPP , is the Mobility and Curbside Manager for the City of Minneapolis and a member of the IPMI EV Readiness Cohort. He can be reached at dillon.fried@ minneapolismn.gov
KATHLEEN HOFFMAN is a Commercial Parking Business Specialist for the Metropolitan Washington Airports Authority. She can be reached at kathleen.hoffman@mwaa.com
ANDREW STEWART, CAPP , is the Associate Director, Transportation and Parking Services for the University of California, Riverside, and a member of the IPMI EV Readiness Cohort. He can be reached at andrew. stewart@ucr.edu
DAVID BLOSSER is the Director of Strategic Partnerships at SP+. He can be reached at dblosser@spplus.com
The Digital Tsunami is Here
How Data Standards are Shaping the Future of an Interconnected World
By Jacob Larson and Sonny Samra
IN A FAST-PACED WORLD of technology and innovation, data standards are the unsung heroes that shape industries. The parking and mobility industry is no exception. A key component is understanding what data standards are and their significance in grasping the transformative impact they hold.
Unveiling the Essence of Data Standards
Data standardization involves establishing uniform guidelines throughout the data value chain. These standards include data collection attributes, organizational structure, storage protocols, and utilization methodologies.1 The overarching goal is to enhance interoperability, streamline processes, and mitigate redundancy.
At its core, data standards promote interoperability among datasets, facilitating seamless data exchange and integration. This, in turn, paves the way for a more efficient and connected ecosystem. It also plays a pivotal role in cybersecurity by increasing the capacity to detect and respond to threats. By integrating databases and leveraging the scale of data, systems can more effectively identify patterns of suspicious activity and future attacks.
Drawing Insights from Historical Lessons
The roots of data standardization trace back to the end of World War II in response to the logistical complexity of the 1948 Berlin Airlift. Air traffic was slowed by bottlenecks created at unloading, with ground crews having to check long lists of goods brought by each plane. To resolve this problem, a standardized system of codes was created, allowing shipment notices to be electronically reported before the plane landed. 2 This set the precedent for the transformative power of data standards, overcoming operational hurdles and pushing industries forward.
IPMI Flashback: One of the first articles on a new industry standard was introduced by Mike Drow, CAPP, and Rachel Yoka, CAPP, LEED AP BD+C in The Parking Professional August 2017 issue They wrote that by simply sharing the basics of facility details, parkers
Data standards are instrumental in driving transformative change and shaping the future.
and travelers can find parking faster and know current parking levels before arriving at their destination. Today, it is known as APDS.
Unraveling the Significance in Parking and Mobility
In the world of parking and mobility, data standards are welcoming in a new era of digital efficiency, accessibility, and connectivity, specifically from the Alliance of Parking Data Standards (APDS), Mobility Data Specifications (MDS), and Curb Data Specifications (CDS). Industry experts and leaders spearhead these initiatives and offer a unified framework for streamlining parking and mobility operations while enhancing the user experience by reducing switching costs and data duplication.
By providing common languages for parking and mobility data, these standards allow for transparency and interoperability across global or local platforms, enabling solutions to scale as needs evolve. They also accelerate decision-making processes by unlocking valuable insights and driving informed decisionmaking, as well as optimizing resource allocation, which enhances operational efficiency.
The importance of adopting data standardization for your parking and mobility operation/business cannot be overstated, especially in our explosive digital landscape. The world continues to move in a direction where 95% of U.S. adults use the internet through mobile or connected devices. 3 Smartphones and IoT devices are almost at full user saturation, and as they continue to proliferate, data standards become imperative. By 2030, it is projected that almost 30 billion IoT devices will be connected to web services.4
With technology and AI evolving exponentially, data standards serve as the anchor for driving innovation and connectivity. The seamless data flow empowers users with enhanced safety, integration, and choice, from mobile wallets to connected vehicles. As the U.S. Department of Transportation integrates
Connected Vehicles into its ITS 2020-2025 Strategic Plan , data standards will play a pivotal role in shaping the future of transportation. From safety-related messages to efficient trip planning, standardized data formats will allow for the seamless integration of technology into everyday life.
Taking Immediate Action: Why Wait?
Data standards represent a bedrock of innovation and progress in the parking and mobility industry. They are instrumental in driving transformative change and shaping the future. We are standing on the cusp of the digital revolution in parking and mobility; embracing standards at this point is not a choice but a necessity. Users want the most reliable and updated information when making a purchase.
Act now, seize this moment to adopt data standards, and pave the way for a smarter, more connected future, unlocking the full potential of digital parking and mobility solutions. ◆
JACOB LARSON is an Applications Analyst for the City of Omaha—Parking Division and a member of IPMI’s Technology Committee. He can be reached at jacob.larson@cityofomaha.org
SONNY SAMRA is the Chief Revenue Officer for Cleverciti and a member of IPMI's Technology Committee. He can be reached at sonny.samra@cleverciti.com
LAST NOVEMBER, AMERICA’S FIRST STRETCH OF WIRELESS CHARGING ROAD
OPENED IN DETROIT WITH GREAT FANFARE While the new section of road with inductive charging is only ¼ of a mile long, its opening marked an important first step towards a future where electric vehicles can recharge while driving down the road, stopped at lights or pickup points, or while parked.
The Detroit milestone has been in the works since 2021 when Michigan Governor Gretchen Whitmer announced her administration’s commitment to installing America’s first “electrified road.” Two years later, the state took the first steps by opening the newly installed section of wireless charging roadway in Detroit’s Corktown neighborhood.
While installing ¼ mile of wireless charging road may seem modest, EV experts say this is an exciting first step.
“This is a great look at the potential of EV technology,” said Marc Remmert, an electrical engineer who serves as the Director of MEP Engineering services for WGI, Inc. “It’s the first step towards a future where our electric vehicles charge themselves while we use them, and even when they are parked.”
According to Remmert, wireless
charging is nothing new. In fact, it was introduced in the 1890s, when the first patent to charge an electric vehicle through induction was granted. The same concept that allows us to wirelessly charge our smartphones applies to cars.
“It’s simple engineering,” says Remmert. “Coils are installed in the road or parking spaces. When a receiver on a vehicle is detected, an electrical current is passed through the coil, generating a magnetic field the car receiver picks up and translates back to energy it can store in its onboard battery. As an electrical engineer, it’s exciting to see a technology that has existed for over a century begin to make its way to widespread commercial use.”
Inductive charging roadways require the installation of copper charging coils beneath the road’s surface. Each is linked, providing a continuous electric charge along the length of the system. EVs must have a receiver installed underneath the vehicle to receive the charge.
Coils are installed in the road or parking spaces. When a receiver on a vehicle is detected, an electrical current is passed through the coil, generating a magnetic field the car receiver picks up and translates back to energy.
Eventually, mass-produced EVs will likely have these receivers installed when they are being built. However, retrofitting existing EVs appears to be a relatively simple process that requires the installation of a special plate on the bottom of the vehicle and connection to the vehicle’s battery bank. For the Detroit installation, the in-ground coils only activate when a vehicle with a receiver passes over the coils, and data suggests the roadway is no more dangerous for pedestrians, drivers, and animals because of the installed coils.
Michigan’s partner in the Corktown project is Electreon, an Israeli company with experience installing EV-charging roads in Israel and Europe. The primary focus of the Detroit project is on public buses and lastmile delivery vehicles. Since the technology is still relatively young, the company is starting by installing it in places that can provide more charging time, such as bus stops, delivery zones, and stoplights.
Charging While Parking
According to Bob Andrews, founder of Zevtron, a national EV software and hardware provider, inductive charging is especially well-suited to parking facilities.
“The longer an EV sits in one spot, the more effective and efficient inductive charging becomes,” said Andrews. “That potentially makes parking the perfect
environment for inductive charging.
“It could also solve one of the primary challenges of implementing EV charging in places like airports, where vehicles may be parked for days at a time,” continued Andrews. “Airports are often forced to integrate valet services into their EV programs because travelers are often parked for longer periods than it takes to actually charge the vehicle.”
In that situation, the EV owner must rely on the valet to operate the charger, plug it in, and ensure the car is charging properly. However, with inductive charging, the valet would only have to park the car in an inductive charging space. The vehicle’s owner could manage the charging session remotely with an app.
“I recently spoke with a Tesla owner who likes to go on cruises,” said Andrews. He complained that one of his biggest sources of frustration while he’s on a cruise is checking the status of his car on his smartphone app and watching his car’s battery steadily drain. If he was parked in a facility with inductive charging operated with smart charging technology, he would be able to monitor his vehicle’s charge and manage the charging session while he was on the cruise.”
Andrews points out that inductive charging could also offer potential operational benefits to parking owners.
“With inductive charging, you wouldn’t have charging cords in constant use and probably misused by EV owners,” said Andrews. There are obvious safety and aesthetic benefits to not having cords lying around, twisted, and in the way. You also avoid the wear and tear charging cords experience, which can lead to the need for costly repairs or replacement.”
Andrews also points out that inductive charging could be an important part of the industry’s move to contactless parking.
“Much of the industry’s focus over the past six or seven years has been on providing a frictionless, or touchless, parking experience,” said Andrews. “Inductive charging could fit nicely into that trend since EV drivers just need to pull into a charging spot to charge wirelessly. Parking facilities should provide a unified experience combining parking and EV charging in a single transaction. Adding inductive charging to that equation would also make that unified parking experience frictionless.”
Challenges Ahead
As attractive as inductive charging is, there are still challenges to be faced before it can be relied upon to meet a significant portion of EV charging needs. The first is cost. The initial cost of installing inductive charging technology is higher than plug-in stations. There are also operational costs associated with inductive charging
because these systems consume additional energy resulting from energy losses during wireless transfer. Still, it’s reasonable to assume that these costs will come down as the technology is refined and more inductive charging providers emerge.
According to WGI’s Remmert, the next challenges aren’t technological—the technology is there. Remmert says the biggest challenges will be financial.
“A coordinated public/private development structure will fuel this technology,” said Remmert. “It will require federal investment for roadways and R&D and follow along venture capital to monetize and maintain the infrastructure to continue to push this forward. We need well-capitalized visionaries to invest in building it out in longer stretches that can withstand various weather conditions.”
Despite these challenges, inductive charging is a promising technology that promises to make driving an EV more convenient and manageable. While we are many years away from universal inductive charging, Detroit’s introduction of a ¼ mile stretch of wireless charging road is an important—and exciting— first step. ◆
BILL SMITH is a publicist and business writer specializing in parking. He can be reached at bsmith@smith-phillips.com
With inductive charging, you wouldn’t have charging cords in constant use and probably misused by EV owners. There are obvious safety and aesthetic benefits to not having cords lying around, twisted, and in the way.
Accessibility Working Group
By Jason Sutton, CAPP & Matthew Kennedy, CAPP
FOR MILLIONS OF AMERICANS WITH MOBILITY DISABILITIES,
the inability to park near destinations can significantly impact their ability to lead independent lives.
The Accessible Parking Coalition (APC), established by the International Parking & Mobility Institute (IPMI), is on a mission to eliminate disabled placard and plate abuse and improve access to parking for people with disabilities.
As a collaborative research center, the APC aims to learn from and partner with stakeholders throughout the industry, including through research, case studies, model legislation, and public education. In serving its mission, the APC, working with the IPMI, conducts an annual Parking & Mobility Accessibility Survey, designed as a yearly project to understand the current state of accessibility and identify specific opportunities for improvement.
Up Against a Persistent Challenge
Improving accessibility across the board has been a longstanding endeavor, particularly in the realm of parking for people with disabilities. Despite the Americans with Disabilities Act (ADA) of 1990, which outlawed transportation discrimination, ensuring accessible parking remains a persistent challenge. Municipalities are tasked with the formidable responsibility of providing accessible parking for individuals with disabilities, accommodating the needs of an aging population, and addressing widespread misuse to ensure that accessible parking spaces are available for those who truly require them.
According to the Accessible Parking Coalition, 69% of people with disabilities encounter difficulties finding accessible parking, with 96% emphasizing the importance of parking availability for leading independent lives. Additionally, 52% have opted not to undertake trips due to concerns about parking availability.
Making Accessible Parking More Accessible
Navigating the complexities of accessible parking, particularly on streets, poses significant challenges in identifying suitable locations that meet accessibility requirements.
Monitoring the availability of on-street ADA spaces and regulating free, time-limited parking for vehicles with valid placards remains arduous. Introducing no
Working Group Survey Results
On behalf of IPMI’s Accessibility Working Group
time limits may exacerbate the temptation to abuse accessible spaces, necessitating measures to prevent misuse by individuals without disabilities. Furthermore, curbside space constraints exacerbate the frequent abuse of accessible spaces, with compliance enforcement and deterrence of misuse requiring the investment of substantial resources. In many cases, addressing this issue may not appear to be a priority despite its significance in ensuring legally mandated access.
Survey Methodology and Questions
The Parking & Mobility Accessibility Survey engaged owners and operators spanning various market segments, collectively representing more than 150,000 full-time equivalent personnel. These respondents manage a significant sum of over 1,300,000 parking spaces, including 15,000 accessible spaces. Additionally, the survey incorporates insights from expert respondents from diverse fields, including planning, consulting, design, technology, and supplier organizations. (See Figure 1.)
Of those surveyed, 44% of respondents bore primary responsibility for accessible programs and policies. A further 31% were partially responsible, and the remaining 25%
reported they were responsible for external support. On a scale of one to five stars, respondents’ average response was three in answering the question, “How well is the industry meeting the needs of patrons that require accessible parking?”
(See Figure 2.)
FIGURE 1. Survey Respondent Summary
FIGURE 2. Responsibility for Accessible Programs and Policies
FIGURE 3. Supply Assessment of Accessible Spaces
When examining the accessible spaces in their organizations and rating the quantity and availability, each bucket received three out of five stars. Detailed feedback revealed that 10% of respondents have a significant oversupply of accessible parking spaces, 18% reported more than needed, 16% reported less than needed, 10% reported significantly insufficient supply, and the remaining 47% reported having the appropriate supply within their organization. (See Figure 3.)
The pricing of accessible spaces provided came back with 60% appropriate, 8% underpriced, and 5% less than appropriate. Looking at the marriage of supply and demand, nearly 80% reported that their organizations were meeting or exceeding the needs of accessible patrons, with the municipal sector at 78% and
FIGURE 5. Meeting Needs of Accessible Patrons
FIGURE 6. Accessible Programs and Policies: Assessment of Value and Effectiveness
FIGURE 4. Pricing Assessment of Accessible Spaces (of those with paid parking)
university environments registering 76%. (See Figure 4.)
For organizations where no payment is required for the use of accessible spaces, space availability decreased, and respondents reported that they were less successful in managing availability or meeting their patrons’ needs for accessible parking. (See Figure 5.)
Moving to Programs and Policies
Survey participants manage and support a robust roster of programs and policies listed here in descending order of bandwidth: signage (84%), enforcement (82%), pay-by-cell (79%), electric vehicle charging (77%), license plate recognition (76%), data collection (73%), payment for use (73%), extended time limits (68%), meters that support accessibility (63%), benchmarking (61%), marketing (61%), coordination with law enforcement (53%), no time limits (52%), validations for accessible placards (52%), coordination with community partnerships (39%), streetscape improvements (35%), coordination with community organizations (28%) and with the DMV (26%). (See Figure 6.)
In evaluating the programs’ and policies’ value and effectiveness, it is important to note that more than 80% rated charging for use (paid parking) as the most valuable program, with the second most valuable program at 93% for enforcement and signage at 92%.
Planned and needed programs deliver insight into the focus areas for the near future. Of constituents surveyed, 30% planned or desired to implement data collection and benchmarking into their programs, both of which ranked as 90% valuable and effective.
Regarding the locations and level of service provided, on-street accessible
parking was the most challenging for all respondents at 47%. This number increased to 85% for cities and municipalities without corresponding increases for off-street parking. For jurisdictions that do not charge for accessible spaces, the difficulty in managing on-street accessible parking increased to more than 90%.
(See Figure 7.)
Overall responses indicated that deterring placard abuse was the
most challenging (66%) priority. For municipalities that offer free accessible parking, the difficulties uptick in severity with nearly 100% reporting deterring abuse as the largest problem, followed closely by nearly 75% focused on preventing theft.
(See Figure 8.)
It is worth noting that not all organizations that do not charge for accessible spaces collect data. Nearly 50% had no information on data abuse, while nearly 60% had no data on theft. Across
FIGURE 7. Locations of Accessible Spaces
FIGURE 8. Challenges to Providing Accessible Parking to Meet Patron Needs
both categories, a further 16% indicated that they were unsure, signaling that those lacking data could be closer to 65%-75%. In looking at market segments and levels of service, relevant findings show that transient uses appear to be more challenging than monthly or repeat use cases: transit (31%), downtowns (31%), restaurant (29%), tourist (27%), residential (29%). (See Figure 9.)
Insights and Observations: Enhancing Parking Accessibility
In the quest to enhance accessible parking for those who truly need it, survey respondents provided invaluable expertise that emphasized three critical areas: Placard Data, Design, and Technology; Planning, Design, and Construction Expertise; and Legislation and Policy Needs.
1. Placard Data, Design, and Technology
In the realm of Placard Data, Design, and Technology, experts advocate for state policies enabling the request for additional credentials or identification to match disabled plates or placards, ensuring the rightful user occupies the parking space. Respondents emphasized the crucial role of technology in tracking placard registrations to combat abuse effectively and put forth proposals, including the use of electronic tracking
systems for placards and mandating identification cards with matching permit numbers for plate or hangtag holders.
Additionally, transitioning towards user-activated permit systems was noted as a way to deter abuse and address transferability issues often associated with physical permits. Other technology enhancements, such as employing camera enforcement in ADA zones, were deemed vital to curbing fraud. Lastly, on the topic, experts also stressed the importance of states issuing placards resistant to replication or alteration, acknowledging the current ease of abuse in the system.
2. Planning, Design and Construction Expertise
In the domain of Planning, Design, and Construction Expertise, survey participants’ focus was primarily on bolstering technical proficiency among contractors concerning ADA requirements, specifically pertaining to stall design and construction, an undertaking that entails implementing robust quality control measures to ensure adherence to standards.
There was also an overarching recognition of a need for drawing upon more industry expertise in ADA Accessibility Guidelines (ADAAG) and building code compliance to navigate the legal framework and scope of ADA projects effectively. The survey results highlight the importance of product manufacturers specifying if their equipment or products meet relevant ADA requirements, along with detailed installation location specifications for accessibility. For instance, understanding what attributes render a pay station accessible, including considerations for height, slope, and area requirements, is crucial. Further, the persistent lack of infrastructure or design modifications, whether for on-street parking or garages, was identified as a significant obstacle for individuals reliant on accessible spaces, emphasizing the urgent need for improvement in this area.
3. Legislation and Policy Needs
In addressing Legislation and Policy Needs, the most critical support identified to stimulate change revolved around implementing meaningful ADA placard reform.
FIGURE 9. Data Availability on Accessible Parking Abuse
This entails the enactment of substantive laws and policies by state officials to institute a two-tier placard system and collaboration with entities such as the Federal Transit Administration (FTA), FTA’s Civil Rights Division, and state DMVs, as well as community and local organizations to devise strategic plans aimed at tackling the challenges associated with placard abuse.
Efforts should concentrate on establishing appropriate reforms that discourage such abuse. However, a significant barrier lies in garnering the understanding of elected officials regarding the extent of abuse and the demand for effective solutions. While factual data can be somewhat persuasive, achieving understanding will require national lobbying efforts to raise awareness of the optimal approach.
Despite the legal framework provided by the ADA, ensuring equitable access remains a persistent challenge, particularly in the context of parking accessibility. (See Figure 10.)
This call to action among the survey’s findings is rooted in a deep sense of collaborative and technological solutions as the key to resolving these issues and advocates for supporting and uplifting companies and individuals dedicated to the cause. A concerted push for policy changes at both the state and federal levels, along with a focused endeavor to educate elected officials on the significance of addressing placard abuse and the strategies available to combat it, was identified as the best place to start. By aligning efforts across various sectors and emphasizing the importance of collaborative solutions, meaningful progress can be made in reforming legislation and policies on placard abuse.
Advancing Accessibility Through Collaboration and Advocacy
The survey results conducted by the APC, together with IPMI, underscore the need for action to enhance accessible parking for individuals with disabilities.
Advocating for policy reforms at both state and federal levels, along with educating elected officials on the significance of combatting placard abuse, is a vital strategy to effect change. By aligning efforts across various sectors and emphasizing the importance of collaborative solutions, parking and mobility professionals can elevate access to parking for people with disabilities.
MATTHEW KENNEDY, CAPP ,is the Director of Parking for the University of Pennsylvania and a member of the IPMI Planning, Design, and Construction Committee. He can be reached at kennedy3@upenn.edu
JASON SUTTON, CAPP , is Senior Vice President, Parking and Mobility Solutions, for Duncan Solutions, LLC, and a member of IPMI’s Accessibility Working Group. He can be reached at jason.sutton2@duncansolutions.com
FIGURE 10. Respondnts’ Needs Relevant to Accessible Parking, Policies, and Programs
The Keys to Innovation
By Dr. Greg Hladik, Ph.D.
IN THE BUSTLING LIFE OF A COLLEGE CAMPUS, where the daily grind often revolves around navigating through parking and transportation woes, it’s easy to overlook the hidden gems of opportunity that lie in everyday challenges. However, for those with a keen eye and a bit of self-motivation, these obstacles can become stepping stones to innovation, career advancement, and significantly improving our community’s collective experience.
Consider the role each staff member plays within our parking and transportation departments. It’s more than just a job; it’s a pivotal point where operational needs meet opportunities for innovative solutions. The challenges we face every day don’t have to be endured but are, in fact, opportunities for improvement waiting to be taken. From reducing workloads with AI to doubling the life of your asphalt lots with plastic, we each have an obligation to lead innovative change to solve the challenges we each face.
But how does one transition from identifying a problem to implementing a solution? The answer may lie in artificial intelligence and the advent of user-friendly tools like Gemini and ChatGPT. These AIdriven platforms have provided access to advanced technologies, enabling even those without a tech background to leverage AI’s power in solving real-world problems.
Imagine harnessing AI to analyze parking data,
service inquiries, reducing wait times and improving user experience. The possibilities are as varied as the challenges we encounter daily.
The key to unlocking these opportunities starts with a simple yet profound step: taking initiative. By observing and logging the inefficiencies we encounter, brainstorming potential solutions, and not shying away from leveraging cutting-edge tools like AI, we position ourselves as innovators within our departments and universities.
Collaboration also plays a critical role in this journey. The campus is a vibrant ecosystem of knowledge and talent, with faculty members, student organizations, and external partners bringing unique perspectives and resources. Engaging with these potential collaborators can transform a good idea into a transformative project.
One of the most underutilized resources on campus is the collective brainpower of our research faculty. These brilliant minds are constantly searching for realworld applications for their work, and what’s more real-world on a college campus than the challenge of parking and transportation? By partnering with faculty, we open the door to a world of possibilities, from sustainable transportation solutions to smart parking technologies. These collaborations can turn our most pressing issues into opportunities for groundbreaking research and practical innovation— not to mention the potential for publishing research articles and growing research expenditures—metrics that speak the language of success in academia.
However, bringing these collaborative visions to life isn’t without its hurdles. From budgetary constraints to regulatory challenges and cultural resistance to change, each barrier necessitates strategic navigation and innovative solutions.
One significant challenge we face is the financial aspect of funding innovative projects. However, we’ve found a way to navigate this through utilizing research expenditures. By partnering with faculty and leveraging the potential for research grants, we can secure funding for equipment and operational needs that directly benefit our projects. We adopt a budgetneutral model, providing in-kind contributions such as staff
allows us to focus on the innovative aspects of our projects while ensuring that we operate within legal frameworks.
Resistance to change is a natural human tendency, especially in established communities like a college campus. To address this, we focus on controlling the narrative, ensuring that we’re telling the story we want to be told. This means proactive communication about the goals, benefits, and progress of our
SCAN TO LEARN MORE
Innovation in parking and transportation doesn’t always involve groundbreaking inventions. Often, incremental improvements lead to significant advancements.
the path of innovation. Our efforts not only overcome immediate obstacles but also lay the groundwork for a culture of continuous improvement and openmindedness toward change.
Before focusing on innovation, we must ensure our basic duties are executed. Getting our house in order means demonstrating to our administration and stakeholders that we’re not just dreamers— we’re doers. Building trust is paramount; it is the currency that buys us the freedom to experiment. This foundation of trust enables us to take calculated risks, those well-considered ventures into innovation that can significantly alter the landscape of campus life for the better.
Proposing a new project, especially one incorporating AI or other advanced technologies, requires clarity, conciseness, and a compelling argument. Highlight how your idea aligns with the department’s goals, the benefits it promises, and the support it has garnered from potential partners. It’s about selling the dream and then delivering the results, focusing on measurable outcomes such as cost savings, efficiency improvements, and enhanced community engagement.
Innovation in parking and transportation doesn’t always involve groundbreaking inventions. Often, incremental improvements lead to significant advancements. Each successful project not only improves our operations but also highlights your capabilities, marking you as a forward-thinking contributor poised for greater responsibilities.
Many might see our department at UT Arlington as a beacon of innovation, and they’re not wrong. We proudly host the nation’s longest-running self-driving shuttle program, a pioneering project that not only puts us on the map but significantly enhances campus transportation. Then there’s our groundbreaking initiative of incorporating plastic into parking lots, a first of its kind globally, aimed at prolonging asphalt life and reducing the need for frequent repairs. And
let’s not forget the AI-enabled parking finder app, a tech marvel set to cover 85% of our parking lots with occupancy sensors, making parking a hassle-free experience for everyone.
These achievements, while impressive, didn’t materialize out of thin air. They were born out of necessity—a response to the everyday challenges that once seemed like hurdles too high to jump. But jump we did, by finding the right partners who shared our vision, securing funding sources ready to back bold ideas, and meticulously crafting plans that resonated with the university’s mission and overarching goals.
You might wonder how you can contribute to such transformative projects. The truth is innovation isn’t reserved for a select few. It begins with identifying a problem, no matter how small, and daring to imagine a solution, no matter how out-of-the-box it seems. It requires partnering with those who complement your vision, whether a tech startup, a passionate faculty member, or even students eager to make a difference. And yes, it often involves pitching your idea, backing it with solid research, and clearly aligning with our shared goals for the campus.
But perhaps most importantly, it demands perseverance. The road to innovation is paved with setbacks and naysayers, yet those willing to go the extra mile, to push through the ‘no’ and the ‘it can’t be done,’ truly leave a mark. Whether it’s by adding plastic to asphalt or imagining a campus where selfdriving shuttles are the norm, your wacky idea could very well be the next big thing that transforms our campus and sets a precedent with a global impact.
So, I encourage you to look around, question the status quo, and think about how to make a difference. Innovation isn’t just about improving things; it’s about reimagining how we experience our world. And in our work on a college campus, every challenge, no matter how daunting, is an opportunity to do just that. ◆
DR. GREG HLADIK, PH.D. , is Executive Director of Auxiliary Services for the University of Texas at Arlington. He can be reached at hladik@uta.edu
Preventing Retail Crime Starts Here
Smarter Parking, Safer Shopping
LAST MONTH, you were there: a crowded retail center, shopping bags galore, families loading cars, and a constant stream of vehicles circling for an open space. Shoppers expect a smooth, carefree experience, from quickly finding the perfect parking spot to safely returning to their vehicle and exiting the property. For retailers, ensuring this seamless experience requires implementing effective security measures to address a growing challenge: keeping stores, merchandise, and shoppers safe from theft.
Retail Theft on the Rise
According to the National Retail Federation , retail theft costs businesses billions annually, eroding trust, disrupting operations, and placing employees and customers at risk. Operators face difficult decisions: closing stores, reducing hours, or product availability.
The Loss Prevention Research Council has defined five “zones of retail influence”—key areas where retailers can take proactive measure to prevent theft and enhance security. Zone 4 includes parking garages, surface lots, entrances, landscaping, and surrounding streets. Each zone requires a uniquely tailored strategy, making Zone 4 a critical focus for early intervention.
Combating Retail Theft
Zone 4’s parking facilities present an essential opportunity for early intervention. When potential criminals encounter a camera monitored parking facility, they’re more likely to reconsider committing a crime. That’s where the Park Assist solution comes in.
A global leader in innovative parking technology, the Park Assist Solution is a HD camera-based Automated Parking Guidance System (APGS). The system’s optional Park Surveillance records real-time streaming HD video 24/7, continuously or when motion is detected. The footage is stored for up to 90 days, allowing for easy review and download. Benefits include:
1. Parking Space Video Coverage An APGS with Park Surveillance monitors between and in parking spaces, significantly reducing blind spots and providing visual evidence for enforcement, accidents, vandalism, or theft. The valuable footage can be shared with authorities and insurance companies, boosting the likelihood of recovery and prosecution.
High-Resolution Video The HD video and license plate recognition (LPR) can assist with person and vehicle identification, even in low-light conditions.
3. Real-Time Alerts Operators receive immediate alerts when a known, unwanted visitor parks in a space, when employees park in unauthorized areas, when a vehicle overstays its time limit, and more.
“Our partners are protecting their assets and creating a better customer experience. The APGS’s ability to track activity and provide crisp footage has been a game-changer for their security strategies,” said Jeff Sparrow, Director of Sales, North America.
Enhancing Liability Protection
An APGS also plays a crucial role in protecting the property owner from negligent claims. Footage from HD camera-based smart sensors, like the M5, can be critical in proving that the property owner took reasonable steps to secure the area, potentially protecting them in a lawsuit.
For prevention and protection, a visible HD camera-based APGS alerts potential criminals: the area is under constant observation, reducing the likelihood of criminal activity and enhances safety, mitigates potential legal risks, and fosters a safer, more efficient environment. ◆
2.
M5 video feed with blurred faces and license plates
Stormwater Control
Where Does All That Water Go?
By Domenic Koyama, Brent Newby, and Michael Bockhold
WHETHER A PARKING STRUCTURE OR PARKING LOT, large areas of concrete and asphalt lay beneath the sky, exposed to elements, including rain. These surfaces are impervious, meaning the water doesn’t soak in but rather runs off into existing storm drain infrastructure. This downstream flow of vehicular runoff water led Congress to enact the Federal Water Pollution Control Act of 1948 which was later amended as the Clean Water Act of 1972. This Federal law, administered through the Environmental Protection Agency, is interpreted and enforced at the state and local levels, significantly impacting parking design. While stormwater control may not be top-of-mind when first considering parking, it influences both technical and environmental considerations.
So, what factors must be considered to effectively manage large quantities of stormwater?
● Detention: pooling the water, either at grade or below grade in engineered receptacles and then allowing it to drain into local storm drains at a gradual pace.
● Retention: pooling the water and allowing it to remain in place.
● Evaporation: relying upon the local climate to vaporize water.
● Consumption: utilizing flow for plants, animals, and onsite irrigation systems.
● Infiltration: If the local geology has sufficient permeability (ability to soak in), the water drains down and recharges the groundwater table.
After effectively mitigating the stormwater flow, the focus shifts toward improving water quality by reducing pollutants. While this can tke many forms, we typically rely on bio-basins, filters, and dry wells to remove sediments and pollutants.
Bio-basins detain or retain water and use evaporation and consumption to control their volumes. They are landscaped with plants and trees to effectively consume motor oils, brake dust, anti-freeze, and other pollutants.
Parking lots can often drain stormwater into LowImpact Development (LID) landscaped bio-basins. Depending on drainage patterns and topography, these LID areas can be broken into smaller and more numerous basins, or, space permitting, one large basin.
Parking structures, on the other hand, generally have concrete decks elevated above grade, which requires the design to account for the collection and piping of stormwater to the quantity and quality control areas. The footprint of the parking structure
Sharp Memorial Hospital parking garage in San Diego, Calif.
can greatly affect how much space is available for stormwater treatment. Conversely, the space needed for managing onsite stormwater can also significantly impact the size and shape of the parking structure. This interplay impacts the architect’s initial site assessment for the parking structure. As a result, the preliminary functional design can be heavily influenced by the available stormwater control strategies, considering topographical and geological constraints.
Having a design and building partner who understands the importance of a well-planned and executed stormwater control design can reduce and eliminate negative impacts on existing infrastructure and waterways. Their early involvement and expertise can be key to increasing green space, planting, shade, and overall appeal to both humans and wildlife.
While it’s responsible stewardship to ensure our waterways remain as clean as possible, it does require innovative approaches to effectively manage what nature brings to parking sites. Technological advances and evolving thinking have changed the design perspective and have, in turn, significantly improved the water that indeed sustains our lives. ◆
DOMENIC KOYAMA is a Senior Preconstruction Director for McCarthy Building Companies. He can be reached at dkoyama@mccarthy.com
BRENT NEWBY is a Senior Preconstruction Director for McCarthy Building Companies and a Parksmart Advisor. He can be reached at bnewby@mccarthy.com
MICHAEL BOCKHOLD is a Senior Estimator for McCarthy Building Companies and a Parksmart Advisor. He can be reached at mbockhold@ mccarthy.com
Sharp Vista Hill Parking Structure above gradeengineered bio-basin
Sharp Grossmont Hospital Surface Parking Lot with a newly installed bio-basin (between the parking lot and street)
the
Parking Journey Smoothing Smoothing
Planning for a Parking Equipment Overhaul
By Kevin White, CAPP, AICP
Setting the Stage
Parking equipment is the interface connecting the owner/operator with the customer. A customer’s experience with technology can make or break their experience. Physical and digital solutions continue to evolve to enhance efficiency, customer options, satisfaction, and the precision with which systems can be operated and managed. New equipment options on the market allow for diversified and increased revenue streams (think event and pre-paid parking reservations) and a greater ability to fine-tune parking options and offerings.
What are the considerations related to overhauling on-street and off-street parking systems? The term “parking equipment” covers many potential products and services. For this article, we refer to physical and digital equipment and technology to handle payment collection, credentialing/permitting, enforcement, and reporting in the on-street and off-street parking environments. While we focus on the municipal parking environment, the same concepts and principles can be applied in the university, airport, or commercial parking environment.
Upgrading your on-street or off-street parking equipment represents one of the most significant investments your parking operation will make. It can significantly enhance the customer experience, improve system use efficiency, and streamline operations if done well. These can all lead to increased customer satisfaction, enhanced system profitability on a perspace basis, and an improved operational experience with staff being able to focus on system improvement and enhancement opportunities rather than “putting out fires” and dealing with pressing daily issues brought on by customer complaints or equipment concerns.
Why Upgrade?
Functioning equipment is central to a positive customer experience and efficient, fine-tuned operations and management. Customer frustrations often stem from difficulties (sometimes user-inflicted) using physical payment systems. Parking owners and operators need reliable equipment that behaves consistently and accurately and provides rich data analytics for performance management and reporting.
Reasons for overhauling parking equipment vary; a primary reason is equipment age. Much of the on-street and off-street parking equipment deployed these days are still legacy systems - functionally obsolete, limited in capabilities for customers and the owner regarding payment methods and reporting, often past warranty
and unsupported by vendors, and past system useful life. Perhaps problems with validations have been a common complaint in your operation; maybe the backend management access for your operation is clunky, and you are not getting the reporting you need for system management and administration.
Maybe the motivation for upgrading your equipment centers around a desire to change how the system operates to achieve broader system objectives: a move from a gated to a gateless garage to enhance throughput, reduce congestion, and promote a “frictionless” customer experience. In the on-street parking environment, perhaps you are moving toward a more “asset light” metered parking system that emphasizes mobile payment and multi-space meters over an old single-space meter system.
The first step in your parking equipment upgrade journey is to evaluate your current operation.
● How do users interact with the system?
● What is working, and where are the pain points?
● Are there specific use cases or situations that seem to keep cropping up as issues?
● Is staff time and energy well-appropriated to system management and maintenance, or are staff having to spend an inordinate proportion of their time on certain operations tasks?
● Is the system efficient and profitable on a perspace basis?
These questions help unearth areas of focus. Direct engagement with system customers, businesses, and operations staff is critical. If one is employed, involve your parking operator. Evaluation helps you identify needs, issues, and opportunities, determine what you are solving for, and set you up for successful procurement of upgraded equipment.
After you conduct a system evaluation, key factors begin to emerge. Whatever the reason for the upgrade, careful planning and execution are warranted.
An important consideration when developing specifications and a Request for Proposals is who will operate the upgraded technology and how it will be operated.
Planning and Execution
It’s time to develop a plan for the equipment upgrade. This does not need to be too complicated, elaborate, or specific. The basic concept is to document what you want and how it should function to address the needs, issues, and opportunities uncovered in the system and operations evaluation phase described above. The best way to do this is to develop a “theory of operation” that outlines parking system users, their specific needs and use cases, and how they will be accommodated - gated/ungated, pre-paid, event parking, permit parkers, validations, hotel parkers, contract parkers, hourly parkers, etc.
Furthermore, the theory of operation outlines specific desired functionality (mobile-friendly, streamlined enforcement, prox/access card integration with the hotel or other build systems, customized reporting, etc.). This document begins to help you develop your “needs” and “wants” list and is the launching point for developing detailed specifications and, if necessary, a Request for Proposals for procurement.
An important consideration when developing specifications and a Request for Proposals is who will operate the upgraded technology and how it will be operated. Some owners wish to maintain operational control through a traditional third-party parking operator. Others may want to procure a technology vendor that can also provide operations functions. This must be resolved in the planning period before finalizing the specifications and Requests for Proposals.
Other important considerations, particularly for public entities, include ensuring appropriate funding for procurement, gaining internal political and staff
support, and aligning procurement schedules with operational needs and funding cycles. These items may require public entities to re-engage critical stakeholders from your evaluation phase and update your Council, Board, or Commission on identified issues and planned changes. This is particularly important if you contemplate modifying your overall approach to parking operations with items such as the introduction of mobile pay-only or virtual permitting, transitioning from payby-space to pay-by-plate on-street parking, or moving from gated to gateless off-street parking.
Once the theory of operation has been clearly defined, the schedule is aligned, and all necessary financial, staff, and other resources are secure, it’s time to begin developing equipment specifications and a Request for Proposals (if required). Care should be taken to create equipment specifications according to your stated theory of operation, operational needs, and constraints to ensure the desired functionality, data security, and system integrity. Equipment procurement processes are multifaceted, and your agency’s procurement requirements will dictate different elements of the procurement process, including evaluation criteria, vendor requirements, and the front-end forms included in the proposal request.
Typical public procurement processes may include a pre-bid meeting, written question-and-answer period, shortlisting of vendors, interviews, and selection and contract negotiation with the preferred vendor(s).
Owners should ensure they have clearly defined, justifiable, and transparent evaluation criteria and that an evaluation committee is on point to help with specification development and vendor selection. This
includes parking, facilities, information technology, and other staff to coordinate operations-related issues, data and power resources, and operational questions.
Important considerations for vendor selection include system functionality, ongoing maintenance, warranty, support, upfront capital, and ongoing costs such as software integrations and ongoing support. Owners should pay close attention to how a system looks, feels, and functions for customers, how well it accommodates different users and use cases being contemplated, and how well the system tracks and communicates data and key performance indicators to the parking owner/operator for ongoing system performance management.
The owner may wish to conduct vendor interviews to vet candidates. Vendor references from similar cities and operations should be requested and followed up with to learn how deployments have gone in other communities. Talk to and question parking operators using the equipment you are considering. Visit sites where equipment has been deployed, and ask operators honest questions about how things have gone, how the system functions for customer needs, how vendors have dealt with maintenance and support, and how vendors have accommodated requests that have come up.
Once the contract is executed with the selected vendor(s), the process moves into the preparation, staging, construction, and, eventually, system acceptance phases. Owners should be well-represented throughout these phases to ensure that the system is designed and installed to specification and passes the
system acceptance testing protocol. Acceptance testing ensures the system can correctly handle all myriad use cases before going live to the public.
A critical process that needs to be conducted in parallel to equipment procurement is a process of stakeholder and communications. Stakeholders and the public should be informed of the scope and schedule of all parking equipment changes well before any golive date. This is especially true of existing permit or contract parkers, who likely will need to be migrated to a new credentialing system before the new system goes live. System communications should explain the upgrade’s what, when, where, and why, including the benefits, and provide customers with information about how the system will work. Communications should include on-site signage and wayfinding upgrades. Operations staff should be informed of the plan on how to deploy new technology, deal with immediate issues, and engage with customers.
Ongoing Performance Management and Adjustments
Once the equipment is upgraded and goes live, you may wish to implement an enforcement grace period while customers learn new technology. Staff should be made available to help customers through this first phase. One of the most powerful functions of upgraded parking equipment is the rich data it can afford to help conduct data-driven parking management. Over time, you will begin to recognize and understand trends, allowing your operation to adjust rates, calibrate oversell, or perhaps modify your enforcement or operations approach in some way. Whatever happens, don’t be afraid to change course if necessary, and leverage ample communications early and often.
KEVIN WHITE, CAPP, AICP , is a Parking and Mobility Consultant with Walker Consultants and co-chair of the IPMI Planning, Design, and Construction Committee. He can be reached at kwhite@walkerconsultants.com
One of the most powerful functions of upgraded parking equipment is the rich data it can afford to help conduct data-driven parking management.
By Emily Adler
IT TURNS OUT TAYLOR
SWIFT’S
CONCERT
AT ALLEGIANT STADIUM caused more traffic than the Super Bowl. We unpack why, look at how Super Bowl traffic trends compare to other recent events, and use near real-time data to visualize exactly how traffic played out on streets around the stadium.
This year’s Super Bowl was the most watched television event in history. At Allegiant Stadium in Las Vegas, it was also one of the biggest in-person events of the year for the city. The stadium itself has an extended capacity to accommodate over 70,000 game-goers, but that doesn’t account for the tailgaters and partygoers who attended events throughout the city before, during, and after the game.
For event operators and transportation agencies, that also means the Super Bowl was one of the biggest traffic bottlenecks of the year - and that’s without factoring in Taylor Swift’s travel from private jet to stadium arena.
To understand how traffic trends played out and compare the impact against other recent major events at Allegiant, a big data construction and operations product was used, equipped with near-real-time speed and traffic activity data. Understanding these traffic patterns—which roadways see the most congestion and when—can help event operators study and improve traffic plans for events and construction projects.
In gif Image 1 below, you can see a time-lapse of Super Bowl traffic around Allegiant Stadium during the 12 hours around the game.
IMAGE 1: View a time-lapse of traffic trends measured by atypical volume, speed, atypical speed, and atypical delay. This Super Bowl time-lapse shows atypical volumes. Higher volumes appear in red, while lower volumes are in blue.
You can see how roadways build up atypical vehicle volumes (shown in gradient from yellow to red) throughout the day, ahead of the game start. But then, the gradient becomes light blue during the game itself, indicating lower than normal vehicle volumes. This is because vehicle volumes on roadways surrounding the stadium actually fell below normal during the game, as people stayed put both at the stadium or at their Super Bowl parties to watch the action. Volumes rise again, well above the pre-game volumes, after the game ends.
This is visible in starker relief in the screenshots (Images 2 and 3) on the right. In the Image 2, we see atypical volumes at the peak egress, whereas in the Image 3, the roads are clearer than usual during the game.
Of course, events don’t take place in a vacuum, and there may be unforeseen circumstances that further impact congestion. Las Vegas’ Super Bowl traffic offers an example of this as well.
Nearly simultaneous with the end of the Super Bowl and peak egress, a pole fell on the Las Vegas strip within three miles of Allegiant Stadium. The impact of the incident on the speeds of nearby roadways can be seen in the gif Image 4 on the lower right.
The pole incident further contributed to the Super Bowl traffic impact, as congestion moved away from the Stadium and towards post-game events throughout the city.
This is another important consideration for traffic planners and engineers: what will the impact look like should an additional traffic incident occur, and where are the potential routes and detours that can help disgorge some of those impacts? This is why it is critical to pair near real-time data with historical data to dynamically adjust for typical vs. atypical circumstances.
Event Traffic Trends at Allegiant Stadium
Las Vegas regularly hosts major marquee national events, but traffic around the stadium still snarls from the impact of attendees. In fact, when analyzing Taylor Swift’s Eras Tour, it was found that Allegiant Stadium saw the greatest vehicle hours of delay of any of the stadiums studied.
IMAGE 4: Change in speeds after a pole falls on the Las Vegas strip.
IMAGE 2: Atypical volumes at the peak egress hour of the Super Bowl.
IMAGE 3: Atypical volumes during a low in traffic during the Super Bowl.
To get a high-level view of how congestion and traffic typically operate during events at Allegiant Stadium, Vehicle Hours of Delay were measured within one mile of the stadium during peak arrival and peak departure hours at some recent events prior to the Super Bowl.
It’s clear that the timing of the events has a major impact on delays. Delays are much higher in the hour before the event when the event occurs on weekdays, likely because on these days there is higher typical congestion (Image 5). Otherwise, egress is typically when there is the most concentrated congestion.
In Image 6, major roads within a 3.5-mile radius of Allegiant were analyzed at each of these events to understand the trajectory of roadway congestion during the 12 hours surrounding the events. Near real-time data were also used to see these trends during the Super Bowl itself. The analysis measures the percentage of roadways with average speeds below 75% of typical free-flow speeds mapped over the 12 hours surrounding the 9 events and normalized for event start times.
Again, it’s evident how weekday events create much more congestion leading up to the event. In particular, Taylor Swift’s Friday concert dwarfs the other events for peak pre-event congestion, including the Super Bowl. Of course, that is in part driven by event excitement and fans arriving early to buy merchandise, but it is also likely a function of the Friday event time. The single NFL game studied on a weekday, the Monday Oct 9 game, sees the second highest congestion ahead of the event start, ahead of even the Super Bowl.
In fact, pre-event traffic to the Super Bowl follows very similar patterns to the other weekend games, although the period of sustained congestion is slightly longer and earlier than the other events.
The Super Bowl is also not a complete outlier for egress congestion, though traffic did push slightly later, perhaps due to the game going into overtime. Congestion is also sustained for a somewhat longer period during egress compared to all the other events. This could be a reflection of Super Bowl-specific attendance trends, the impact of the downed pole on the strip, and even increased traffic throughout the city as people outside the stadium also got back in their cars following the games.
To disentangle normal traffic patterns from eventinduced traffic, empirical speeds were compared to free-flow speeds and typical speeds for a given corridor.
IMAGE 6: Major roadways and 3.5-mile radius of Allegiant Stadium with average speeds lower than 75% of free flow speed.
IMAGE 5: Vehicle hours of delay on major roads within 1 mile radius of Allegiant Stadium
In the two charts above, the differences in these measures across three of the events studied is shown: Taylor Swift’s Friday concert, the Super Bowl, and another Sunday NFL game. The scale in the free-flow chart is higher because the percentage of congested roadways is higher when empirical speed is compared to free-flow speeds.
The spike in traffic from Taylor Swift’s Friday concert is more compressed when compared to normal speeds because this measure better accounts for existing weekday traffic. During egress, Swift’s concert and the Super Bowl look similar across both measures.
Big Data for Special Events and Construction Traffic Operations
A big data approach to special events planning can help fill crucial data gaps to anticipate the traffic impact of special events and deploy rapid-response congestion mitigation measures during these events to ease clogged traffic.
Access to on-demand transportation analytics can be used to inform broader travel demand models, analyze past events to inform future event operations and monitor ongoing events as they unfold. These kinds of insights are critical for dynamically adjusting plans and identifying safety concerns. And because analytics are accessed online, this can expedite special events planning without putting staff in harm’s way for manual counts and surveys that only capture a snapshot of traffic during a short period of time.
This expedited process allows planners and operators to proactively evaluate alternative traffic management strategies and communicate their decisions with the public in advance of special events.
Meanwhile, near real-time traffic data can help operations managers monitor traffic during an event and react quickly to
congestion or safety concerns as they develop. Using near realtime data to create a high-level view of congestion throughout the roadway network over time (i.e., viewing a time-lapse of traffic conditions like vehicle speeds) can help spotlight where capacity is strained and where there may be potential to reroute traffic to underutilized roadways.
Historical Traffic Data for Special Events Planning
Analyzing historical traffic data can help proactively plan special events traffic management. In particular, these metrics may be helpful:
● Traffic Volumes—to understand trends over time, identify when during the day traffic peaks, compare weekdays to weekends, and flag where road capacity may be insufficient and identify potential detours.
● Origin-Destination (O-D) and Routing—to understand where attendees tend to travel from, which roadways may become congested, and where traffic could be rerouted to lessused segments to ease traffic flow.
● Turning Movements—to pinpoint major intersections and road segments where people turn on their way into the event venue during typical conditions and special events.
● VHD—(Vehicle Hours of Delay) to understand how past events have impacted traffic congestion on roads near the venue, and how these conditions affect the larger roadway network.
● Travel Time—similar to VHD, travel time analyses can help planners understand how special events impact all road users (not just attendees) and inform public communications around expected delays.
● Vehicle Speeds—to evaluate safety conditions and crash risk near the venue, especially for vulnerable road users like pedestrians and cyclists.
● Bike and Pedestrian activity—to identify common historical walking and cycling routes to and from the venue.
IMAGE 7: Number of roadways within a 3.5-mile radius that are congested over the course of the day as compared to free-flow conditions (left) and typical conditions (right).
These metrics allow planners to anticipate how traffic conditions will change during special events and prioritize traffic management strategies such as detours, signage, and signal timing that will keep traffic flowing and protect the safety of all road users.
For example, analyzing turning movements by the time of day can reveal key intersections leading to the event venue that is well-timed for normal conditions but stall traffic flow during major events. Planners may use these insights to temporarily retime signals on the day(s) of the event, or specifically during the hours that turning movements peak, to offer more opportunities for attendees to make their turns into and out of the venue. Similarly, planners can flag where event signage could be necessary to direct traffic away from residential or other local streets not suited for high-volume traffic.
Near Real-Time Traffic Data for Special Events and Construction Planning
Near real-time traffic data can be used to respond quickly to changing road conditions, giving operations managers more insights into the specific tactics that can help mitigate congestion or safety concerns during the atypical traffic patterns that accompany major events like the Super Bowl or significant construction projects.
For example, operations managers might notice major delays in a specific corridor leading into or out of an event venue. They might then analyze recent vehicle traffic activity on adjacent streets to see where rerouting cars could unjam traffic or pinpoint the most congested intersections to deploy temporary traffic control personnel or retime smart traffic signals to improve traffic flow.
Analyzing near real-time vehicle speed and traffic flow metrics can also help operations managers pinpoint where pedestrians may face dangerous conditions, allowing them to deploy traffic calming measures quickly if needed.
Near real-time data can also be useful ahead of an event or major construction to understand the most recent traffic trends and inform communications with the public regarding expected delays or detours. This can be especially impactful if there have been recent design changes to nearby roads or the venue itself that may impact traffic flow patterns. ◆
EMILY ADLER is the Director of Content for StreetLight Data. She can be reached at info@streetlightdata.com
IMAGE 8: A Top Routes analysis shows the most-used routes traveling to State Farm Stadium near Phoenix, AZ during a Taylor Swift concert (see the full analysis here). Top-used road segments appear in red.
Art
By
S. Maria Tamayo-Soto, CAPP, MBA
By S. Maria Tamayo-Soto, CAPP, MBA
OR OVER 40 YEARS, the City of Las Vegas has demonstrated unwavering support for local artists as a foundation of our cultural identity and community enrichment. Showcasing and preserving local artistic talents has played a pivotal role in fostering creativity, cultural appreciation, and economic vitality in Downtown Las Vegas, and more specifically, the heart of the Arts District known as “18b,” representing the original 18 blocks of the Arts District.
This area has grown significantly as the hub of the arts scene over the past several years. The economic redevelopment of the area has encouraged small business owners to set up shop on Main Street and open craft beer breweries, now creating an area known as “Brewery Row” and dozens of specialty restaurants, unique shops, and bars revitalizing a once neglected historic area of our city. The boom of business has brought forth the need to strategically incorporate temporary parking lots scattered throughout the district and implement onstreet parking to manage the curbs and encourage employees to park on the outer edges, leaving the curb for customers.
The parking industry is all too aware of the criticism we receive when we initiate paid parking in an area that has historically provided free parking for decades. It is a process that needs to be handled with care and a great deal of open communication to create trust and some acceptance and incorporate art and beauty, so the process is not as challenging. This was no easy feat for my predecessor as the process took months of meetings with local businesses, city officials, district board officials, and City Council, as well as working with dozens of vacant landowners to persuade them it was a win/ win situation to collaborate in building temporary parking lots and install paid parking throughout the area.
What part does art play in parking, you ask?
A creative idea emerged through all these meetings and discussions: local artists would be solicited to present proposals for art installations within
the parking lots, such as murals and meter wraps for the 64 newly planned parking meters to be installed throughout the Arts District. A portion of the revenue collected for paid parking was then reinvested back into the community as we sought to license imagery of original artworks we could reproduce specifically onto the parking meter wraps in the downtown Arts District.
Issuing a call for artwork for the meter wrap project, selected artists would be required to have a tie to the downtown Las Vegas community, with the artwork developing pride in the birthplace of Las Vegas. We started with an initial budget of $20,000 for the artwork and anticipated spending another $20,000 for the actual wraps and the installation. Being compensated by Parking Services for the chosen meter artwork, the strategy was embraced by the art community and local businesses, and we received more than 160 entries of some of the most creative designs we have ever seen. A panel consisting of Parking Services, local business owners/stakeholders, and our city visual arts team was assembled to review the submittals. It was a collaborative effort with many discussions and so many talented artists; it was no easy task to get down to the final 20 local artists’ work being chosen. The process took several months, beginning with the concept, advertising the Public Art Program “It’s a Wrap!” - a City of Las Vegas Public Art partnership with Parking Services. A call for artists was then advertised on our city website and shared throughout our social media network. The meter templates and the wraps were created by a local print shop, and finally, the installation of the first 20 of the 64 meter wraps. We even included a QR code on the meter to scan to receive additional information on the art projects as well as the artists themselves.
The positive impact it has had on the art community is very exciting to see. The artwork has enhanced the existing visual landscape of the Arts District. The best part of incorporating the art into the meters is the respect the community has for our local artists. Beyond aesthetics,
this initiative serves as a platform for local artists to showcase their talents and engage and support the arts. Moreover, the art installations have contributed to the identity and character of the historic downtown area, preserving its cultural heritage while promoting economic revitalization through increased foot traffic and tourism. The parking meter art program has not only beautified our city streets but also encouraged and strengthened the bonds we have within the community, which in turn continues to stimulate our growth and make the area a more inviting and inspiring location for everyone.
Previously, we had experienced vandalism and graffiti on our meters, but with the new meter wrap, the meters have been free of costly repairs and maintenance. It has also sparked interest by local media sources who have come to the Arts District to showcase the artwork, attracting tourists and locals alike to events such as First Fridays, which supports our local artists. Tourists often post photos taken of the meter
art, further promoting the Arts District and our local artists and increasing parking revenue for the area. Transforming our parking meters into pieces of art has not only beautified the historic areas of Downtown Las Vegas but also instilled a sense of community pride. By showcasing local artists’ work on these meters, residents and visitors alike now have an opportunity to experience the city’s vibrant culture. Another opportunity to invoke inspiration and expression of art was to showcase murals in and around our parking lots. Again the City of Las Vegas pushed out a request for qualifications from local artists. The City of Las Vegas believes that the Public Art Program creates engaging public spaces that unite people, build a sense of community, and enrich the community through painted murals. Through a fair and public process, an evaluation panel consisting of local artists, Las Vegas Arts Commissioners, and community stakeholders reviews the submissions with the goal of enhancing public
spaces with creative and thought-provoking works of art. The murals amplify our community’s understanding of the diversity of the arts in Las Vegas while creating an engaging permanent public display within our parking areas and streets.
Several murals have been created through the City of Las Vegas’s “Down for Anything” campaign, where the art is a driver for social media influencers, tourists, and the general public alike to come downtown and take photos with the artwork and post for hundreds of thousands of followers to see and appreciate. Parking Services works jointly with the local property owners and the Communications and Cultural Affairs Departments to facilitate the commission and installation of murals on the parking lot walls and sides of adjacent buildings.
These installations are funded through the Percent for the Arts Fund, the City’s General Fund, and grants totaling more than $4.5 million for public art projects—75% of the funds have been awarded to local Las Vegas Valley artists and vendors. The public art installations have provided vital support to our local artists, and as the pride in the community grows, the respect for the art has continued to discourage the graffitists from vandalizing the area walls, saving us valuable time and money which it takes to clean up the damage and repainting of the walls every few months.
The city transfers some of the art to street banners on light poles, and Parking Services incorporates artistic wrought iron bike racks at every parking lot. Keeping in line with these art initiatives, Parking Services has a grand plan to ensure the arts are incorporated into our new Arts District Garage, slated to begin construction at the end of 2024. Our hope is to incorporate local artists’ work on the building itself. Whether it be in the form of murals or sculpted art designs, this five-and-a-halfstory garage has the potential to offer a large-scale art installation with yet another
project ready to be enjoyed by the entire parking world! So, if you are ever in Las Vegas, please be sure to visit the 18b Arts District, park your vehicle, and enjoy our public art in parking. ◆
S. MARIA TAMAYO-SOTO, CAPP, MBA , is the Parking Services Manager for the City of Las Vegas, Economic and Urban Development, and a member of the IPMI Allyship & Equity Advisory Group. She can be reached at smsoto@ lasvegasnevada.gov.
Mastering Employee Retention
Balancing Art and Science for Organizational Success
By David Perry
AMONG THE MANY TOPICS ON THE MINDS
of today’s human resources leaders, one seems to stand out among the rest. Employee retention has emerged as a critical factor in organizational success. Beyond merely filling positions, companies today need to recognize the strategic importance of retaining top talent. After all, the resolve of an organization lies not just in its products or services but more so in the people who drive its vision forward and create positive customer experiences. I mean, let’s be honest: if we are focusing a large amount of effort on customer retention, why wouldn’t we consider a similar effort for our employees?
throw a pizza party for the amazing efforts in hitting a sales goal (don’t worry, Linda and Bob, I’ve got your back.)
Open communication channels are crucial. More and more organizations rely on regular feedback sessions, town hall meetings, 360, and annual reviews. Many organizations also have platforms for anonymous suggestions to empower employees to voice their concerns and ideas.
Unfortunately, the employee retention equation isn’t one-size-fits-all. It’s an accumulation of organizational culture, employee engagement, and growth opportunities. At its core, it’s about creating and maintaining an environment where employees feel valued, challenged, and motivated to contribute their best. However, achieving this delicate balance is both an art and a science.
Creating a culture of recognition will be one of the most important parts of the retention equation. Employees thrive in environments where their efforts are acknowledged, and their contributions celebrated. Simple gestures like public commendations, personalized notes of appreciation, or employee recognition programs can go a long way in nurturing a sense of belonging, loyalty, and appreciation. Yes, I mean more than having “Linda” or “Bob” from HR
However, the art of employee retention extends beyond gestures and communication. It encompasses the creation of a compelling vision that resonates with employees. People are naturally drawn to organizations with a clear sense of purpose and direction, but they also want to be a part of the purpose. These purpose driven contributions help employees understand how their work contributes to the overall bigger picture.
We’ve scratched the surface of the art of retention; now, let’s touch on data-driven insights and how they play a pivotal role in understanding employee needs. Employee engagement surveys and assessments, coupled with analytics, allow organizations to pinpoint areas of improvement and tailor retention strategies accordingly. Companies typically utilize an employee engagement survey to identify common reasons for employee turnover. One way of dealing with employee feedback regarding departures would be to invest in professional development. Most employees want opportunities for growth and advancement. By offering training programs, mentorship initiatives, and career progression pathways, organizations enhance
employee skill sets and demonstrate a commitment to their long-term success and fulfillment. This may also be known as another term – upskilling.
Lastly, leadership plays a central role in employee retention. Managers serve as the primary interface between employees and the organization. Today’s leaders are characterized by empathy, mentorship, and a genuine interest in employee well-being. When our employees feel supported and inspired by their leaders, they’re more likely to stay committed and engaged. I have experienced this very thing in my own career, going the extra mile not because your leader will notice it but because you know your leader would have done the same thing in that situation.
As mentioned before, we are only scratching the surface of the employee retention equation. It
is a complicated endeavor that requires a delicate balance of art and data analysis. Organizations can create an environment where employees feel valued, empowered, and motivated by cultivating a culture of appreciation, fostering open communication, and providing ample growth opportunities. Realistically, enticing the top performers to stay for the long haul.
In doing so, we are protecting one of our best assets, our people, and laying the foundation for sustained success and growth in the ever-evolving battle for talent. ◆
DAVID PERRY is the Human Resources Manager for the Public Parking Authority of Pittsburgh. He can be reached at dperry@ pittsburghparking.com
Parking Management BANKING ON
Banking on Parking Management Technology
By Ebby Zachariah and Chris Perry
THE EMERGENCE OF PARKING MANAGEMENT TECHNOLOGY has transformed parking management. As management tools, parking management software platforms have become the key to managing parking assets. They can be integrated with parking access and revenue control systems (PARCS) to track transactions and combine with the transactional data provided by PARCS providers to offer comprehensive utilization data. Or, for owners and operators wishing to go gateless, it can manage the entire parking session, recognize vehicles when they enter the facility, associate them with the proper accounts or permits, and charge accordingly.
Technology
By Ebby Zachariah and Chris Perry, CAPP
Parking management platforms can also be used to manage multiple use cases. Until recently, it wasn’t possible to effectively and efficiently manage parking assets when there were a variety of different types of parkers in the same facility. With the emergence of parking management technology, however, owners and operators can now manage each user group differently, providing access to specific areas of a parking facility, offering access at different times, and even allowing them to charge different rates to different users. It can also differentiate between transient and permit parkers. This presents extraordinary financial and tenant amenity opportunities to parking developers, owners, and operators.
However, perhaps the most important features of a robust parking management platform revolve around finance and accounting. Cash accounting, accrual accounting, and parking taxes are all technical—but essential—decisions and processes. As pointed out earlier, the software can differentiate between different types of users and charge accordingly, and then distribute parking revenues to the appropriate general ledger accounts. With parking management technology, accounting is now more accurate, faster, and easier than ever.
Parking Management Platforms: The Basics
Before we dig deeper into the accounting benefits of parking management technology, let’s first look at how the technology works. The heart of any parking management system is the software that runs it. The best platforms can be customized to allow owners and developers to address their unique parking management needs and the unique needs of their tenants and customers. The software stores information about each user’s parking needs to build an individual use case for that user. The use case determines how the parking can be utilized, managing things like when and where the vehicle owner can park; whether they will be charged
and, if so, how much; and whether the owner has access to a guest pass and, if so, how much they will be charged for each pass.
There’s also a hardware component. License plate recognition (LPR) technology is typically integrated with the parking management platform to monitor entry and egress. The LPR cameras capture the license plate information of vehicles as they enter a facility, and they do the same when the vehicles exit. If the car’s driver pre-booked a space, the platform associates the parking session with that reservation and bills the account accordingly. Drivers who haven’t pre-booked will take a ticket at the gate, and when they pay at the gate or a kiosk, the system will associate that parking session with the payment. If the system is gateless, the driver usually will pay for the session on their personal device using a QR code or at a kiosk, and the platform will associate the session with that payment. Finally, if the vehicle has a permit, the system associates the stay with that permit.
However, the technology does more than manage parking sessions or transactions. It also collects utilization data, which can be set up to analyze and report it in whatever manner best meets the owners’ and operators’ needs. If the platform is integrated with a PARCS system, the data collected by both systems can be combined to provide a comprehensive look at who is parking in the facility, when, and where in the facility they are parking,
Finally, the best parking management platforms have robust accounting capabilities. They can record all parking transactions, manage multiple parking tax rules, post those records to the appropriate general ledger accounts, and provide accounting reports to both the owner/developer and the tenant. For some owners, the technology’s financial capabilities are the most important benefit. In fact, some owners think of it as an accounting platform that handles parking rather than management technology that includes accounting.
The best parking management platforms have robust accounting capabilities. They can record all parking transactions, manage multiple parking tax rules, post those records to the appropriate general ledger accounts, and provide accounting reports to both the owner/developer and the tenant.
Finance: A Deeper Dive
Parking has come a long way from the days (not that long ago) when parking fees were collected by hand and stored in cigar boxes. Today’s modern technology-driven parking industry relies on automation to operate more efficiently and cost-effectively. This is particularly true when it comes to revenues. In fact, this is where parking management platforms shine.
Transactional reporting is the first step. Integrating all data, regardless of the source, into a single platform creates the framework for accurate and compliant financial reporting. After all, most transactional data (i.e., entry time, exit time, location, rate, etc.) looks the same. Having all transactional data on one platform allows operators to make accounting decisions, such as Cash or Accrual methods, and apply them across their portfolio. This holds true for tax reporting as well. Unifying the transactional data unifies reporting and, ultimately, compliance.
But what about more complicated transactions? The best parking management platforms allow owners and operators to designate different use cases. So, for instance, an owner might offer discounted parking rates or even free parking to some tenants (using the discounts as a tenant obtention or retention strategy) while charging other tenants the standard rate. The platform can differentiate between each use case, collect the appropriate fees, and automatically distribute the parking fees to the appropriate accounts.
The accounting benefits also extend to managing visitor passes. Some owners allow business and residential tenants to offer guests visitor passes. Those passes may be tenant amenities designed to obtain or retain tenants, while in other cases, they may be revenue producers, with tenants paying for the passes. The
passes can be set up to provide parking at a designated time, and the platform will note the entrance and exit times. Once the visitor leaves, the appropriate fees are collected and distributed to the proper general ledger accounts. The best platforms can manage multiple visitor sessions to accommodate larger groups or events. These passes - paid or unpaid - all have associated value. Without proper transactional records, the value of these passes is lost, and compliant reporting and tax filing could be compromised.
Finally, a robust parking management platform will allow owners and operators to standardize their accounting methods following generally accepted accounting practices. This includes managing owners’ and operators’ tax obligations on parking transactions. Platforms need to support various tax rates, filings, and jurisdictions. Managing different tax jurisdictions is particularly important for owners with parking assets in multiple communities. For instance, New York, Manhattan, and Brooklyn have different tax rates, so owners with parking assets in both boroughs need a platform to manage tax obligations in both boroughs, the State of New York, and the IRS.
Parking’s Software Era
After being dominated by hardware for the past half-century, the parking industry is now in its software era. Applicable software packages and apps are constantly being introduced, and one of the most powerful and valuable is the parking management platform. The technology makes managing parking much more efficient and cost-effective, and it gives owners the power to administer parking for multiple use cases automatically and to customize parking management to meet the specific needs of their tenants.
Perhaps most importantly, the technology provides powerful accounting benefits by collecting parking fees and taxes and automatically distributing them to the appropriate general ledger accounts. The technology can also benefit the bottom lines of owners and developers because having this much control over parking assets makes it easier to maximize parking revenues while maintaining fiscal reporting standards. ◆
EBBY ZACHARIAH is the founder and CEO of Parking Base. He can be reached at ebby@parkingbase.com
CHRIS PERRY, CAPP , is Senior Vice President of Sales and Operations for Parking Base and a member of the IPMI Technology Committee.. He can be reached at chris.perry@parkingbase.com
By Rob McConnell, PE, SE, LEED Green Associate, and Ben Sands
AIR TRAVEL IS BOOMING IN THE UNITED STATES.
If you have any questions about whether the air travel industry has recovered from the business shutdowns caused by the COVID-19 pandemic, all you need to do is visit an airport anywhere in the U.S. TSA security lines are overflowing, and terminals are packed, as are planes. Every year since the pandemic has seen substantial increases in air travel, and 2024 is no exception. Chances are that the trend will continue into 2025 and beyond.
Of course, those who work in the parking industry understand that more airline passengers mean more demand for airport parking, particularly in areas with limited public transportation or rideshare options. More people than ever are parking at the airport. One recent study found that half of all air travelers drive themselves to the airport. This is great news for airports, as parking is often their largest revenue source. Airport parking managers, though, face the challenge of providing parking for more travelers every year, and they are always searching for new ways to accommodate them. Regarding airport parking, most airports focus on improving the passenger journey, making it as comfortable and easy as possible, particularly for frequent travelers. For many air travelers, the journey begins and ends in an airport’s parking facility, and a seamless transition from personal vehicle to pedestrian to airline passenger is a key measure of success. With more competition from private, off-airport parking options, airport parking must be attractively priced and promote the convenience of parking near the terminal. Many airport operations attempt to build brand loyalty with mobile device applications, rewards programs, reservations, and associated discounts and perks. Along the way, if the airport can upsell services or direct customers to its concessionaires, so much the better.
Look to Technology
Technology is an important part of improving the parking experience. Several parking technology trends are well-suited for airports and can significantly
Airport Mobile Device Applications with Parking
Left to right: Charlotte (CLT) |Seattle-Tacoma (SEA) | Dallas-Fort Worth (DFW) | Fort Lauderdale (FLL) | Grand Rapids (GRR)
improve the customer journey while making parking more profitable and efficient to manage.
The most important trend today is automation. Most airports have minimized or altogether eliminated staffed cashiering at exits. Airport parkers can pay for parking via mobile app or on foot at conveniently located pay stations rather than fumbling with a credit card or cash in the exit lane. This improves exit lane throughput by 400% to 600%, reducing queues, traffic back-ups, and the overall time it takes to exit. It also frees parking staff from sitting in a booth all day to better use their time assisting customers and providing concierge services. Customer assistance calls are managed centrally, and roving staff are available to provide in-lane customer assistance during peak periods, do routine maintenance tasks, and provide a staff presence in the garage to enhance perceived security.
Most airports are trying to eliminate cash transactions because credit card transactions are quicker, less subject to shrinkage (aka theft), generate less wear and tear on the equipment, and are easier to track and manage. Through these efforts, cash has declined to 5 to 10% of airport parking operations transactions, if accepted at all. Modern parking access and revenue control systems can often also accept Apple Pay, Google Pay, and other smartphone-based payment options.
Many airports are taking automation a step further, installing license plate recognition (LPR) equipment at entrances and exits to provide a more frictionless experience. As a traveler pulls to a gate, the LPR reads their plate and associates it with a paid stay or an
account. The gate rises on both entry and exit, allowing the driver to pass without rolling down the window or interacting with the system. Some airports have interfaced with the highway tolling system, allowing the RFID tags to serve as parking entry and exit credentials. Dallas-Fort Worth Airport allows access to parking with the North Texas Tollway Authority TollTag, and parking at most Florida airports can be accessed using the SunPass. Frictionless parking is much quicker than traditional manual payment approaches, particularly when it is also barrierless. It is a very convenient approach for airport parking because travelers are often in a rush to make a plane when they arrive and are tired and anxious to exit the airport when they return.
established
Credit Card Only Entry Lane Notifications
Parking Reservations
Parking reservations have become an important part of airport parking as airports—and airport parking facilities— get busier every year. Demand for on-airport parking spaces is higher than ever, and parking reservations technology allows airports to better understand and manage their parking operations based on the actual demand for the various parking assets. If, for example, there is a high demand for close-in, short-term parking, an airport can allocate more parking spaces to that use and command a higher price. On the other hand, if parking demand is weaker on a particular day or for a specific facility, an airport can reduce the associated cost and promote its availability and ease of use. Parking reservation systems enable airports to understand demand more accurately than relying on the traditional approach of projecting demand based on historical usage and guesswork.
Parking reservations also generally require prepayment, which locks in revenue and removes the transaction from the parking process. Customers authorize credit card payment when booking in exchange
for guaranteed parking spaces. Parking spaces, like hotel rooms and airline seats, are a perishable commodity that expires if unused. Like hotel and air reservations, parking reservations usually have cancellation policies that enable the operator to retain payment if a space is booked but unused.
Airports can link their reservation systems to loyalty programs to allow customers who reserve parking to earn discounted or free parking, airline miles, and in-terminal benefits. Houston Airports’ Parking Plus Frequent Parking Program, for example, enables patrons to accumulate points for every 24 hours of parking charges that can be used for free parking or converted to airline miles on American Airlines, United Airlines, or Southwest Airlines.
Additionally, airports can offer promotions and incentives through their loyalty programs, such as discounted parking. This is a particularly useful strategy during times when parking facilities are less full due to fewer business travelers, such as on weekends. Airport parking reservation platforms integrate into an airport’s parking website and mobile app, so the process is seamless, and the services carry the airport’s branding.
Ultimately, most airports want to ensure that all parkers reserve a space before arriving. From a customer service perspective, this provides the certainty that a space will be waiting for them when they arrive. When parking reservation systems are coupled with parking guidance systems (PGS) within an airport’s parking facilities that direct drivers to the available parking spaces, the parking process becomes frictionless, quick, efficient, and much less stressful.
EV Challenges and Opportunities
As EVs continue to grow in popularity, airports face new challenges. For instance, travelers tend to park in airport parking spaces for much more extended periods than it
Parking Reservation Only Signs
takes to charge an electric vehicle. As such, airports need to manage EV spaces more strategically.
Currently, there are several operating strategies for EV charging at airports. Many airports have only a handful of charging stations and restrict EV charging to shortterm parking areas, ensuring that the charging spaces turn over frequently or incur a heavy penalty for overstay.
At the other end of the spectrum, Los Angeles airports have deployed hundreds of EV chargers throughout their airport parking facilities. Charging is managed through a mobile application, and stations are available on a firstcome, first-served basis with no time limit. Similarly, another strategy is identifying vehicles occupying the EV charging spaces using mobile or fixed-camera LPR. Those vehicles are then charged a supplemental fee for occupying those spaces, potentially escalating with time.
A third approach is to restrict EV charging to valet areas only. In this scenario, airport parking staff move electric vehicles to and from EV charging equipment to ensure the customer has a fully charged vehicle when they arrive.
A new technological twist on the valet approach entails using portable EV charging equipment. In this case, airport staff would move the charging equipment from vehicle to vehicle, providing only as much charge time as necessary. This requires understanding which customer vehicles are to be charged, where they are parked, and the anticipated arrival and departure, all of which tie into the parking reservations platform. In 2023, Dallas-Fort Worth airport announced a pilot program with EV Safe Charge for their ZiGGY robotic EV charger to be deployed at the airport.
Another challenge associated with EV spaces is enforcement. It’s not uncommon for drivers to park gas-powered vehicles in EV spaces if they can’t find a regular space. This can be addressed by installing cameras and video analytic software to monitor EV charging areas to help ensure that the spaces are appropriately used. The software can be trained to identify improperly parked vehicles and direct enforcement. PGS can also alleviate this issue by quickly directing drivers to the appropriate available parking spaces. Additionally, except for disabled accessible EV charging spaces, EV charging should not be the most convenient parking in a facility. From a power
and financial perspective, locating the EV charging equipment as close as practical to the electrical service is most efficient, as it is typically somewhat remote from the terminal access. This helps discourage poaching of the EV charging spaces, and there are ample incentives for EV ownership beyond convenient airport parking.
EV charging presents opportunities, too. Obviously, offering EV charging is a valuable customer amenity for travelers who drive electric vehicles. EV charging can also be a source of revenue. Airports can even tie EV charging payment to their facilities’ PARCS equipment so parkers can pay for both EV charging and parking in the same transaction. Not only does this simplify the management of EV payment, but it provides a more convenient experience for parkers.
TNC Management
A challenge tangentially related to parking that airports are facing is the tendency of TNC (aka rideshare) drivers to cause congestion by failing to stay within areas designated for drop-offs and pick-ups. While managing curbside drop-offs is difficult, airports can keep drivers in check with geofencing. With geofencing, airports use GPS or RFID technology to create a virtual boundary and direct TNC ride-hailing to work only within that boundary. This also enables blacklisting of problematic drivers or companies. This is an effective way to manage TNCs and help limit terminal curbside congestion.
The technology revolution that has overtaken the parking industry over the past decade or more is particularly beneficial to airport parking operations. By implementing these technological strategies, airports can make parking much more convenient and, as a result, more competitive with off-airport competitors. Considering that parking is a vital source of revenue for airports—for many airports, the largest revenue source aside from gate fees— implementing these strategies should be among every airport parking manager’s highest priority. ◆
ROB MCCONNELL, PE, SE, LEED GREEN ASSOCIATE is Vice President at WGI Parking Solutions and a member of IPMI’s Planning, Design, and Construction Committee. He can be reached at rob.mcconnell@wginc.com
BEN SANDS is Manager of Parking Planning and Operations for WGI Inc. He can be reached at benjamin.sands@wginc.com
PARKING for
PROGRESS
Creating Community-Centered and Sustainable Spaces
By Kansas Crane
HISTORICALLY, parking facilities have been seen as fairly static spaces—functional, but underutilized. In recent years, many communities, developers, and designers have focused on the integration of mixed-use spaces into parking to not only more effectively use often limited real estate, but also to generate more activity and pedestrian connectivity in and around these important structures. Incorporating residential, retail, restaurant, office, and green spaces within the garage footprint serves as a valuable and attractive strategy for communities in need of additional parking.
The integration of these internal mixeduse spaces has helped to transform the possibilities of the areas used for parking facilities. However, another strategy has emerged for maximizing the potential of these spaces as vibrant hubs for activity— community partnerships. Today, many parking owners and operators are targeting opportunities to transform their parking structures, and the surrounding areas, into spaces that support activities like athletic courts and fields, sustainable infrastructure, and more. These partnerships have successfully created opportunities for community engagement and development, while further maximizing the usefulness of their parking structures.
Parking as a Catalyst for Community Progress
With the right approach, parking lots and garages can serve as the foundation for a wide range of community resources, addressing both social and economic needs. Partnerships between parking owners and operators along with community organizations are becoming more commonplace, and as we continue to see successful outcomes, we can look forward to seeing even more of these instances. Examples of local organizations using parking facilities for community events include utilizing the top levels
of a parking structure for pickle ball or basketball courts, soccer fields, yoga summits, or parks and green spaces—creating vibrant hubs for physical activity and recreation. Large parking lots can be used for farmer’s markets, gathering spaces during marathons, food truck events, and more. Other opportunities include integrating sustainable initiatives like EV charging stations, bike storage, car share pick-up and drop-off, or zero emission delivery zones.
Parking is often the end point of a journey, but it can also support the beginning of change. Parking facilities are essential to the future of urban development. Not only do they provide much needed space to support parking demand in urban areas, but without this infrastructure, progress in areas like EV charging, alternative transportation, and urban freight would be very limited. As forwardthinking parking owners and operators continue to identify creative ways to utilize parking assets, these properties will play a vital role in the evolution of modern cities.
community development can help parking operators identify potential partnerships that align with their goals, values, and the capacity of their parking assets.
Successful partnerships are built on flexibility, innovation, and collaboration.
Best Practices for Building Successful Partnerships
While the possibilities for utilizing parking lots and structures for community purposes are endless, there are many conversations, tasks, and arrangements that must occur first. Successful partnerships like these are built on flexibility, innovation, and collaboration.
For instance, many parking operators typically engage in month-to-month leases for their contracts. However, organizations may need to adapt to longerterm commitments when integrating new amenities or services. For example, a parking facility in Los Angeles will soon be used for local padel tennis courts. The garage operator and the padel court owners negotiated a long-term lease over several years, ensuring investment protection terms for both the padel court and parking facility owners. This not only offers stability, but also a long-term space for community engagement.
Another important component of these partnerships is being open-minded, innovative, and adaptable. Facilitating collaboration between real estate and
In some cases, public agencies may directly pursue parking operators for support. For instance, the Texas Facilities Commission recently worked to collaborate with Vanta Athletics to launch Austin’s first ever rooftop soccer field. They are also in talks with soccer federations and leagues to provide free or reduced soccer activities for children throughout the community. In this case, parking operators worked with the city to identify parking facilities in the downtown core that could support these activities on the top level of their parking structures. This partnership has benefited members of the local community who wouldn’t have otherwise had access to these opportunities, as well as the city’s social and economic goals.
As parking operators engage in these partnerships, it’s essential to be mindful of issues that could impede these partnerships or cause significant headaches or delays. These issues can include cumbersome permitting processes, difficult contractual terms, or the long-term vision for the space.
Another barrier could be the structural capacity of the parking facility. Many garages, while built to withstand the load of vehicles within the garage, may not be built to withstand the additional load of people and the activity of these events. It is important to engage a structural engineer to evaluate the capacity of the parking facility in line with the anticipated program or event to ensure the safety and security of the garage, its patrons, and the community utilizing the alternative spaces.
For these projects, it is vital to ensure that all stakeholders agree, that the structure has been sufficiently evaluated, and that there is a clear understanding of expectations. A preliminary evaluation of all these potential issues, and the steps needed to resolve them, will lead to more successful and sustainable partnerships.
Looking Forward: The Future of Parking and Community Collaboration
Parking facilities will continue to play a vital role in the future of community engagement opportunities, as well as the success of important modern amenities and sustainability features like EV charging, delivery solutions, and more. These structures are the perfect platform to support the rapidly evolving needs of communities across the country from alternative transportation and mobility options to community events, and beyond. Whether it’s adding infrastructure for electric bikes, working with car sharing companies, creating urban freight hubs for zero-emission vehicles, or partnering with community activity organizations, parking will be at the forefront of urban transformation while providing much-needed support to ensure successful outcomes.
In the coming years, the utilization of parking facilities will continue to evolve, driven by partnerships
In the coming years, the utilization of parking facilities will continue to evolve, driven by partnerships that prioritize sustainability, innovation, and community well-being.
that prioritize sustainability, innovation, and community well-being. By embracing these changes, parking owners and operators can turn their properties into essential components of the urban landscape— places that not only serve drivers but also contribute to the greater good of the community.
Ultimately, parking facilities are more than just places to park—they are the foundation for future progress in both the public and private sectors. By leveraging their unique position within the urban environment, parking operators can help shape the future of cities, ensuring that their spaces are vibrant, flexible, and integral to community life. ◆
KANSAS CRANE is Senior Director of Partnerships for LAZ Parking. She can be reached at kbayly@lazparking.com.
THE BEST OFASK THE EXPERTS
Recap of our Ask the Experts questions for 2024, along with some of our most impactful answers.
January 2024: In this age of technology and with the continued implementation of AI, staff upskilling and reskilling are not just important—they are essential. What upskilling or reskilling initiatives has your organization put in place to keep up with the evolution of parking and mobility positions?
Corrigan Salerno
Policy Associate Transportation for America
Artificial Intelligence tools like ChatGPT have major utility beyond text generation and can help scale up small organizations’ analytical capabilities. At Transportation for America, we are utilizing AI to process thousands of rows of qualitative text to evaluate transportation project data in a way that could not, in the past, have been completed without dedicating hundreds of hours of staff time. Upskilling personnel with data analysis skills and combining that with new AI tools can enable smaller, lower-capacity organizations to conduct new analyses of large qualitative data sets and draw actionable conclusions.”
Erik Nelson, PCIP
Director of Operations & Technology Consulting Walker Consultants
We are focusing on our people, people, people— Overall satisfaction, training and professional development, and growth. Yes, technological innovations are changing the nature of work, but it is still our people who are keeping clients and customers happy, and will do so for the foreseeable future.”
February 2024: Transportation no longer means simply driving a vehicle from Point A to Point B. Electric vehicles, active transportation modes like walking and biking, manual and electric scooters, and public transportation continue to grow in use. Which modes of transit and micro-mobility will have an impact on your organization in 2024?
Amanda Sawyer Councilwoman City and County of Denver
To reduce our collective carbon footprint and increase equitable access to transportation, mobility must evolve in growing cities like Denver. It’s not about adding vehicles. It means strategically and smartly adding bike lanes, micro mobility options like e-bikes and scooters, walking paths, ride share opportunities, expanding bus routes in addition to vehicle electrification are critically important initiatives.”
Christina Jones, CAPP, MBA
Management Analyst, Transportation Services City
of Iowa City
After the launch of our fare-free transit pilot program last year, in 2024 we are evaluating the program’s efficacy in meeting its goals to improve access to safe, affordable, reliable, and sustainable transportation. This will inform the City’s decision on whether to continue the program for the foreseeable future, which is anticipated to change the composition of our funding, the technologies used in our revenue vehicles, and result in other social and economic impacts throughout the community.”
March 2024: Continued urban development requires the ongoing evolution of sustainable and efficient mobility options and services in our nation’s most populated areas. What is the future of transport for people and goods from one location to another?
The future of transport will be cashless, seamless, frictionless, connected, and coordinated. The IoT and cloud computing will result in a simplified experience for users while deanonymizing the relationship between asset owners and mobility users."
Nancy Kobielski
Business Services & Communications Manager, Parking & Transportation Services University at Buffalo
With the rise in fuel and continued awareness in the call for climate action, I think we will see more folks riding transit, using electric bikes and scooters and goods being shipped in larger quantities with longer wait times to the consumer."
April 2024: Aside from electric and automated vehicle use, what “green” practices can we expect to see more of in the parking and mobility space in the next fve years?
Debbie Lollar, CAPP Executive
Director
Texas A & M University
We can expect more real-time data that will reduce traffic and carbon emissions and make it easier for people to find and choose multimodal options. We will also see more zero-emission mobility devices, like scooters, e-bikes, one-wheels, unicycles, and longboards, to move people short distances."
Rob McConnell, PE, SE, LEED Green Associate
VP, Market Leader WGI, Inc.
IPMI and USGBC/GBCI are in the early stages of revamping and streamlining the Parksmart sustainable design standard. Once that happens, I expect broader pursuit of Parksmart certification."
May 2024: Transportation equity requires understanding the needs of every person potentially served or impacted by every transportation decision. What is the parking and mobility industry doing to impact transportation equity?
Andy
Santos
Director, People and Cultute SpotHero
Technological innovation within the parking industry has made a positive impact in transportation equity, enabling drivers to use apps and websites that allow them to easily find and reserve parking that meets their unique needs. Whether that need is a preferred parking location, a specific price range, or just having the ability to reserve parking in advance, technology has made parking more accessible and less stressful for drivers."
Dan Akins
Assistant Director Parking & Field Operations Stony Brook University
By creating a transportation system that is central to quality of life and well-being, providing connections to employment, goods and services, health care, education, social activities, recreation, and cultural activities. while increasing access to mobility options, enhancing opportunity in low-income communities of color, and supporting a clean environment."
June 2024: While parking will always be needed, as alternative transportation becomes increasingly prevalent, a future with fewer cars seems possible. What alternatives exist to help owners “future-proof” parking facilities with options that can easily transition into other uses if no longer needed?
Christopher
Perry SVP of National Sales & Operations Parking Base
Parking is about vehicle storage, and self-driving cars, TNCs, delivery vehicles, etc., must be stored. Parking facilities equipped with a digital platform capable of managing fractional permits and high-volume, low-duration sessions in an API data-sharing environment will be positioned for success."
Airports may have the opportunity to transform the parking facility into an integrated transportation hub. Unused space can be used for car rentals, ride-share and taxi staging or pick-up/drop-off, and connections to regional transit while still maintaining public and employee parking access. This shift could free up land for a higher and better use around the terminal and reduce curbside congestion as transactions move into the structure. Increased foot traffic to the facility may also support increased retail or food options outside of the terminal."
July 2024: What parking and mobility innovation or trend is having the most significant impact on special event parking?
Hannah R. Adeponu, MA, CAPP
Parking and Mobility Manager (Interim)
City of Omaha, Parking and Mobility Division (Park Omaha)
For Omaha, demand-driven rate changes for event zones and parking reservation software are the most impactful tools we use to manage special event parking. These tools allow us to be flexible with our rates as, the majority of the time, these event spaces do not generate high demand, so we can offer lower rates for longer-term parking to our community.”
Jeshua D. Pringle, AICP, CAPP Parking Planner/Associate Kimley-Horn and Associates, Inc.
The conversion of surface parking lots to mixed-use developments and entertainment districts is having a profound impact on how we approach special event parking. Balancing the day-to-day parking needs of a mixed-use development with the surge of parking demand generated by eventgoers requires advanced shared parking strategies and the right mixture of land uses. Incorporating transportation demand management, supporting multi-modal travel, and enhancing signal timing have been invaluable to special event planning for our clients.”
September 2024: What advice can you offer our community on finding and obtaining grants and other nonprofit funding opportunities?
Mark A. Vergenes
Consultant Mirus Consultants
It is very difficult to “go it alone” to fund a facility. One should look for partners or partnerships with for-profit organizations. Also, discuss with fellow cities with CRIZ or TIF districts to see if your project has an opportunity. Special considerations are available for projects offering alternative energy uses (tax credits or other incentives).”
Adam Kriegel Vice President of Business Development & Channel Partnerships
Passport Inc.
The easiest way would simply be grants.gov and refining the search with any specific keywords. But the best way is to engage with your peers. Working with other cities to share knowledge of upcoming opportunities and then collaborating on a joint application to increase the likelihood of selection. Also, ask your vendor partners what they’re working on. Make it clear that you value this level of thought leadership and are interested in being included the next time opportunities are identified. Ask for their support in building the application and ensure you’re always focusing on the problem being solved.”
October 2024: As technology increasingly makes parking a “touchless” service, how do universities, healthcare centers, airports, business campuses, and other large-scale parking operations keep customer service at the forefront?
We must strive to choose the right technology to enhance the customer experience. Customer service is not just about how our teams interact with people but also how easy our systems are for the customer. The experience we create from the time they enter a parking lot or a garage is all customer service.”
Andrew Stewart, CAPP
Associate Director, Transportation Services University of
California, Riverside
Operators should always consider if the solutions they have provided meet the needs of all their users. Do your solution(s) serve technology-adverse individuals and disabled members of your community? You might not need two payment systems, but you may need to provide access to knowledgeable customer service.”
November 2024: What parking, transportation, or mobility trend do you foresee most impacting your operation?
Carmen Donnell, CAPP
Managing Director, North America
PayByPhone
The unfortunate trend that I see impacting not only my operation but many around me is the prevalence of QR code and ‘Text to Pay’ fraud instances. Bad actors are in all our marketplaces trying to divert legitimate parking payments to illegitimate ‘companies,’ creating a loss of revenue for cities and their supporting vendors and creating a very poor parking experience, which we as an industry are always trying to combat!"
Ashley Hiniker Director of Operations
Chicago Parking Meters LLC
The transition from traditional walking enforcement to tickets-by-mail for on-street paid parking and permit systems. The evolution will improve the safety of enforcement agents by reducing public confrontations in the field when issuing violations, which continue to escalate in volume and severity within the past several years.”
December 2024: What is your dream innovation for parking and mobility? If you could have one parking and mobility wish, what boundary breaking resource or practice would you make a reality?
Benito Perez, CAPP Policy
Director
Transportation for America
If there was an opportunity to innovate the mobility status quo, it is to recalibrate the practice to remember why we design, build, operate, and maintain our mobility system: for people. This would mean a people-first mobility mindset, especially given that everyone is a pedestrian at some point in their journey, and more than a third of people can’t or don’t own/operate a vehicle. People-first mobility also helps facilitate community, civic engagement, and economic development."
Joseph Madison
Assistant Transit Program Delivery Manager
Georgia Department of Transportation
Electric Vertical Takeoff and Landing (eVTOL) and other advanced air mobility are expected to grow to $45B over the next six years. With medical trauma centers being repurposed and many real estate portfolios changing ownership, Architects of Transport Solutions can focus on aviation as an alternative to traffic along the extra mile. The FAA and FTA can leverage research institutions to establish safe flight paths among helipads.”
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Maria Irshad, MPA, CAPP / Deputy Director, City of Houton (ParkHouston)
“Having on-site IPMI training is an invaluable resource and great learning tool for our staff. IPMI’s ability to tailor the training to the parking and mobility industry resonates with staff and makes it applicable.”
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2024
AWARDS OF EXCELLENCE
20 projects recognized for creativity and innovation in the 2024 IPMI Awards of Excellence program.
By Dorothy J. Verdon, CPSM
ONE OF THE MOST THRILLING ASPECTS of the IPMI Awards of Excellence program is that the 49 submissions we received all share a key attribute: each is a testament to the passion, integrity, and imagination of those whose professions intersect in a meaningful way with the parking and mobility community. The high quality of the entries presented a daunting challenge to the 17 volunteer judges from member organizations who were tasked with identifying the best of the best. Nearly as difficult was deciding which of the most outstanding submissions would earn the top-tier Apex Award or receive an Honorable Mention.
The Apex Award recognizes projects or programs with significant industry impact, and which set an exemplary standard for their creativity, effectiveness, and achievements. Ten submissions emerged to win this top honor in eight different categories, each demonstrating unique approaches to design, operational, environmental, economic, or societal factors. In some cases, it was all of the above.
At IPMI, we are deeply grateful for the opportunity to learn about these inspirational projects and programs. We are honored to showcase their impact on the lives of travelers, drivers, pedestrians, institutions, and businesses across the country. To all those who continue to push the boundaries of parking and mobility solutions, we extend our heartfelt thanks.
Metrolinx Bramalea GO Station Parking Building Apex Award Winner, Architectural Design
Architectural Design
Noah Hillman Downtown Garage
AWARDED TO: Walker Consultants
OWNER: City of Annapolis
PRIME CONSULTANTS
● Garage Design/Consulting: Walker Consultants
● Developers: Hunt Companies, Inc., and Amber Infrastructure Group
● Design-Builder: Whiting-Turner
● Master Planner: BCT Design Group
● Program Management: Sewall
● Lead Design/Engineer: WSP
● Landscape Architect: Mahan Rykiel
● Garage Operator: Premium Parking
● Mobility Provider: Via Mobility
TOTAL COST: $28 million
JUDGE’S COMMENTS:
APEX AWARD
ARCHITECTURAL DESIGN
“I loved the inclusion of pickleball courts, a farmer’s market space, and the beer garden lights, among the other awesome features. This goes to show that parking garages can be fun!”
“There are so many great community-building features! The “Beer Garden” lights are a unique way to reduce light trespass.”
“Great parking space layout plan incorporating both 90-degree and 70-degree spaces, and using one-way and two-way traffic, maximizing square footage for parking. Love seeing sustainability features built into the garage with PV and EV.”
CityDock in Annapolis is a popular tourist destination located at the edge of scenic Chesapeake Bay and in the historic and economic heart of Maryland’s capital. In recent years, rising sea levels have caused flooding in the area, driving the need for a strategy to achieve Annapolis’s long-term resiliency in the face of climate change.
In 2019, the city and non-profit preservation organization Historic Annapolis created the 92-member City Dock Action Committee (CDAC) to develop an action plan to address the area’s future while tackling immediate threats from flooding. The CDAC partnered with the U.S. Naval Academy, the National Park Service, Anne Arundel County, and the Urban Land Institute, engaging 100 community stakeholders in the process. Parking was a key component of the plan because engineers had determined that the 45-year-old Noah Hillman Garage was at the end of its useful life and recommended its replacement. Action plan priorities were to replace the blacktop and parking at City Dock with a world-class park, build a new parking facility, and devise a funding strategy.
A consortium of design, construction, and mobility companies submitted a proposal for the project in early 2020. The successful team, known as the Annapolis Resiliency and Mobility Partnership
(AMRP), rebuilt and will operate the garage for a term of 30 years. In exchange, AMRP paid the city a concession of $24.5 million to fund the resiliency work at City Dock. To help finance the new Noah Hillman Garage, prime designer and structural engineer of record Walker Consultants produced an investment-grade revenue study as part of a comprehensive financial analysis. The city ultimately redeveloped the facility through a public-private partnership, using a design-build-finance-operate-maintain approach.
The design team created a cost-effective structure that meets historic district height restrictions and guidelines while blending seamlessly with the city’s distinctive architectural style and meeting building code requirements for ventilation and fire protection. A brick portal system subtly reduces the scale of the three-bay, five-level post-tensioned cast-in-place concrete structure, and both brick color and masonry details complement the neighborhood’s historic context. A vertical slat system over the spaces between the portals promotes a sense of openness while camouflaging the structure and blocking headlight glare.
Featuring a gateless entry system, Noah Hillman Garage provides 590 8’-6” parking stalls—165 more than its predecessor. Even while occupying the same footprint, it contains more space for public use. Circulation is via one- and two-way traffic flow patterns utilizing 90-degree and 70-degree angles. Along with striped public pickleball courts and beer garden lights, the roof holds a canopy upon which 594 voltaic panels are mounted, with shaded parking underneath. The panels generate 281 kWh, enough to handle the garage’s total electrical load.
Other features include a ground-floor farmers market space, payment options through the ParkMobile app, text-to-pay, or at kiosks, two elevators, two restrooms, stormwater management controls, nine EV charging stations, bike storage, increased lighting for public safety, and entry and exit lanes on both the ground and second levels, allowing access from busy Duke of Gloucester and Gorman Streets.
After less than 14 months of construction, the new Noah Hillman Garage opened to much fanfare on June 14, 2023.
Architectural Design
Bramalea GO Station Parking Building
AWARDED TO: Arcadis
OWNER: Metrolinx
PRIME CONSULTANTS:
● Architect: Arcadis
● Structural: RJC Engineers
● Mechanical, Electrical, and Intelligent Integrated Systems: Smith + Andersen
● Contractor: Kenaidan Contracting Ltd.
TOTAL COST: $137.3 million
JUDGE’S COMMENTS:
“Wonderful integration of multimodal elements!”
“The project team did a great job of considering the end user and incorporating this into their vision for the garage design.”
“This project kept safety and aesthetics in mind. The structure looks more like a functional building than a parking garage. I’d feel safe and welcomed parking here.”
Metrolinx—
a Crown agency of the government of Ontario— has a division called GO Transit, which is the regional public transit service for the greater Toronto and Hamilton area. It carries over 70 million passengers to and from downtown Toronto and nearby urban enclaves a year. Metrolinx’s GO Expansion program is a $16.8 billion transportation infrastructure initiative expanding the GO rail network to meet the needs of a rapidly growing region. The multi-year program has already implemented sweeping improvements within seven rail corridors. One of them is the Kitchener line, where the busy Bramalea GO Station in Brampton connects commuters to Toronto’s downtown core in 30 minutes.
“With an estimated 12,200 daily riders using Bramalea GO by 2041, this station is a key transit hub for families, commuters, and businesses in Brampton and across the Greater Golden Horseshoe,” said Caroline Mulroney, Minister of Transportation, in a May 11, 2023, government news release.
Completed in August 2022, improvements totaling $137.3 million at Bramalea GO Station delivered a new accessible station building, a six-story parking structure with 2,059 spaces, and a new bus loop that will provide better access to regional GO and local Brampton Transit bus services. The scope of work for which the design team was responsible at the 17.5-acre site encompassed a covered 14-bay bus platform with integrated heated shelters; two rail platforms; reconfigured surface parking including a south parking lot with direct platform access; new signalized intersections; passenger pick-up and drop-off zones; entrance
stairs and elevators; and bike storage. The platform modifications include a new west tunnel with a stair and elevator access structure and an extension of the existing east tunnel with access into the new station building. Both platforms feature a snow-melt system, integrated canopies, elevators, and heated shelters.
The parking structure design incorporates 1,531 precast concrete elements—columns, beams, and shear walls—bearing on reinforced concrete foundations. The shear walls are clad with a gray and blue perforated pre-finished metal panel system for aesthetic and light filtering purposes.
The open-air structure features a car counting system with stall sensors that identify vacant spots and two accessible elevators, open glazed stairwells for passive security, strategic signage, and unique colors on each level to assist with wayfinding. Vehicular access to the building is through independent inbound and outbound circulation routes with two-way traffic on the center module ramp.
Metrolinx’s commitment to the environment and sustainable design inspired the design team to create a multimodal, integrated facility that incorporates environmentally responsible building design and construction practices to mitigate impacts on the surrounding ecosystem. To monitor energy use across building systems, energy and water submeters were installed to measure consumption down to the subsystem level. A 250-kWh photovoltaic generation system that offsets much of the station’s electrical load is mounted on the parking structure roof.
U.S. Green Building Council certification under LEED BD+C: New Construction, v4, is underway. The thoughtful design allowed the station to achieve all three points in the Renewable Energy Production credit and 18 out of 18 points under the Optimize Energy Performance credit. Due to the site’s energy—and waterefficient design, rooftop photovoltaic panels, and sustainabilitydriven design-build construction process, Bramalea GO Station is targeting above LEED Gold.
Mixed-Use Facility Design
Abbott Northwestern Hospital Purple Parking Ramp
AWARDED TO: Kimley-Horn and Associates, Inc.
OWNER: Allina Health
PRIME CONSULTANTS:
● Project Management, Entitlement, Structural Engineering, Parking Consulting, Civil Engineering, Landscape Architecture, and Traffic Engineering: Kimley-Horn and Associates, Inc.
● CM: Mortenson
TOTAL COST: $61.8 million
JUDGES’ COMMENTS:
“Solid project, beautiful facility.”
APEX AWARD
MIXED-USE FACILITY DESIGN
“Much thought went into the aesthetics and the sustainability of this project. From screening the oxygen tanks from public view to the solar garden that can generate 1 megawatt of electricity, this is a great addition to the hospital.”
Allina
Health is a leading regional non-profit healthcare provider, drawing patients and visitors throughout Minnesota and western Wisconsin. Located in Minneapolis, Abbott Northwestern Hospital (ANWH) is one of 12 hospitals in Allina’s system and the focus of a major growth and infrastructure improvement initiative to enable the 142-year-old institution to provide advanced patient care for the next 50 years. Plans call for three new projects by 2026: a surgical and critical care pavilion, a central utility plant, and a multimodal transportation hub whose key component is the Purple Ramp.
The urgency to increase parking capacity was heightened by the demolition of Ramp 1, the hospital’s main parking facility, to clear the site for the new Care Pavilion. To compensate for the loss of 811 spaces, the Purple Ramp project added two levels and 445 stalls to the existing five-story, 1,130-stall Ramp 6 and constructed the new eight-story, 1,425-stall Ramp 7 on the adjacent 1.63-acre surface parking lot. Collectively, Ramps 6 and 7 became the Purple Ramp. Program elements included connecting the two ramps internally, incorporating 2,000 square feet of ground-floor retail and office space, providing storage for 200 bicycles and lockers for riders, and creating access to and from the adjacent Midtown Greenway.
The two side-by-side, four-bay ramps can function independently or as one facility. Each moves vehicles up and down using a double-threaded vertical circulation pattern with 70-degree stalls and one-way drive aisles. Access to both ramps
is shared to promote safe and efficient movement. Internal connections between the ramps are located on each floor, from Level 3 up. A new skyway on Level 3 leads to the hospital lobby.
As the “front door” to the ANWH campus, appearance mattered. The façade combines perforated metal panels, precast column covers and spandrels, and living walls to form a coherent visual narrative uniting the two buildings. The metal panels also screen headlights, reducing the impact on the surrounding neighborhood. The ramp’s associated utility infrastructure was intentionally shielded from view by locating it below grade on the slope abutting the Midtown Greenway, surrounded by high walls and manmade and natural screening.
The owner’s commitment to the neighborhood and the environment is evidenced by sustainable design features such as 20 EV charging stations with a capacity for 90 more if needed, a rooftop community solar garden that will generate 1 megawatt of electricity—enough to power 250 homes—when it is added this year, and repurposing unused space as a landscaped promenade to invigorate the streetscape, provide pollinator habitat, and help manage stormwater. Public safety and user experience were also paramount, and the new structure contains ample LED lighting, 200 security cameras, and more than 700 cameras monitoring parking space availability
Allina Health understood the Purple Ramp’s transformative power for the campus and the broader community. It challenged Kimley-Horn to provide a design that prioritized reducing singleoccupancy vehicles on the ANWH campus while integrating holistic parking and multimodal transportation solutions within the wider Minneapolis transportation network. The firm was responsible for project management, entitlement, structural engineering, parking consulting, civil engineering, landscape architecture, and traffic engineering services on the $68.1 million project, which opened in November 2022.
Stand-Alone Facility Design
Virginia Hospital Center
Outpatient Pavilion Parking Garage
AWARDED TO: Walker Consultants
OWNER: VHC Health™
PRIME CONSULTANTS:
● Parking Garage Design and Consulting:
Walker Consultants
● Concept Architect: HDR
TOTAL COST: $48.7 million
JUDGES’ COMMENTS:
APEX AWARD
Among the most impressive qualities are both the architectural and aesthetic elements of this garage, along with the consideration for the community, patients, visitors, and employees.
I enjoyed the efficient use of space, the LED TV display to guide guests to local transit options, and the layout to help them visualize and see their destination. Many folks forget the psychological side of parking and how the consumer believes the distance is not so long if you can see your destination. Loved the thoughtfulness of the healing garden.
VHCHealth is a community-based hospital providing medical services to the Washington, D.C., metropolitan area. The newest building on its main campus in Arlington, Virginia, is the Outpatient Pavilion. The seven-story facility houses outpatient surgery, imaging, pharmacy, lab, endoscopy, physical therapy, and women’s health services. A new nine-level, four-bay parking structure that was part of the expansion project provides 1,650 spaces for patients, visitors, and employees.
The garage design team, led by Walker Consultants, was tasked with providing more secure parking for employees by separating their parking areas from those of patients and visitors. This was achieved by designating different entrances and parking levels for each group. Employees enter and exit from either North Edison Street or 19th Street North. In contrast, the patient and visitor entrance faces the campus, with a loop from the access road to the drop-off area at the Outpatient Pavilion.
Another requirement was to locate patient and visitor parking at grade and the two levels immediately above it, using a single-space video camera-based APGS with dynamic parking availability signage. This scheme meant employee parking had to be above and below those levels. Once inside the garage, employees circulate those levels via a speed ramp system to keep
the users separate. So that employees would know whether to go up or down when entering the garage, a per-level APGS using ultrasonic overhead sensors on the speed ramps at entry points resolved the issue.
Initially, the $48.7 million garage was envisioned as an abovegrade structure, but following planning meetings with local residents, the mass of the building was relieved by locating three levels below grade and six above, with four above-grade levels stepped back as a way to meet zoning requirements and also respect the adjacent neighborhood. A combination of materials— full-field brick, brick screening, thin brick, ribbed architectural precast concrete, stainless-steel mesh, continuous metal canopies, and ornamental metal panels—further reduced the perceived size of the structure. A false stair tower was added on the upper levels where the garage steps back to provide visual continuity to the egress stair required at the lower levels. As a testament to the design team’s keen attention to detail and the thoughtful associated landscape design, to the casual observer the structure does not appear to be a garage at all!
Mobility, user comfort, and accessibility were among the project’s many design considerations. An LED TV display located at the grade level of the main elevator lobby offers live local transportation information, including real-time bus times and headways. A lockable bike room provides safe storage for 40 employee bikes as part of an overall campus bike plan. All levels serving patients and visitors have an enclosed main elevator lobby for comfort, and conditioned corridors connect to the Outpatient Pavilion. A clearance of 8’-2” on all levels facilitates van accessibility. Other features include directional diodes and shielded LED lights to limit light spill, sound attenuation design for the below-grade exhaust fans, six EV stalls and two vanpool stalls, and cantilevering of the garage over the service drive to make future horizontal expansion possible.
Surface Parking Facility Design
Varsity Parking Lot Expansion
AWARDED TO: North Carolina State University
OWNER: North Carolina State University
PRIME CONSULTANTS:
● Engineering: TRC Companies, Inc. (formerly Draper Aden Associates)
● General Contractor: J.M. Thompson
TOTAL COST: $5.7 million
JUDGE’S COMMENTS:
APEX AWARD
SURFACE PARKING FACILITY DESIGN
“This submission stands out because it describes the project and facility and how it was designed with intention and integrated with the overall community.”
“This lot used sustainable building methods that recycled materials from demolition, used 100% clean concrete, and harvested local river rock. This, and the consideration for pedestrian and vehicular flow and micro-mobility, is the basis for an Apex Award.”
North
Carolina State University (NCSU) is a public landgrant research university in Raleigh. Founded in 1887 and part of the University of North Carolina system, it comprises 15.9 million square feet in 670 buildings on 4,800 acres. It is ranked in the top 1% of universities in the world.
To continue providing job-ready graduates to the tech industry in nearby Research Triangle Park and beyond, the state’s largest public university will get even bigger thanks to a College of Engineering expansion that will add +/- 4,000 new graduate and undergraduate students.
A $5.6 million capital project to expand the existing Varsity surface parking lot has fulfilled the vision for the South Campus Precinct described in the 2023 “Physical Master Plan: Framing the Future.” The plan prioritizes transforming the precinct “into an active and dynamic neighborhood with improved connectivity to both Central and Centennial Campus Precincts,” and providing “parking facilities to better support the needs of adjacent users and the broader campus community.” When it opened in August 2023, the new Varsity Lot added 454 spaces for resident and commuter students, which helped compensate for a portion of the inventory lost when the Coliseum parking deck was demolished to accommodate the construction of two new College of Engineering buildings in 2020 and 2022.
Planning for the 5.5-acre facility was led by an in-house design review panel composed of university trustees, faculty, the Office of the University Architect, and other campus representatives. TRC Companies, Inc. (formerly Draper Aden Associates) provided
engineering services. Key planning assumptions included reinforcing the university’s identity and brand, stewardship of campus resources, enhancing circulation and mobility, and strengthening campus connections, with the goal of creating a sustainable, efficient, fiscally responsible facility and a pleasant user experience.
Varsity Lot’s central South Campus location bridges a one-mile gap between the Centennial and Central campuses and physically and visually connects them. Emphasizing micromobility, patrons can easily travel between the two campuses via scooters, bikes, sidewalks, and mass transit from the new lot. Pedestrian access is promoted between the north and south lots via two raised concrete pedestrian tables with trenched drains across the main drive lane. Continuous east and west sidewalks create unobstructed access across the lot.
To promote safety and security, blue light stanchions with emergency call buttons and two different types of digital cameras were installed in strategic locations to maintain a 360-degree view of the lot. Passive measures include LED lighting and planting low shrubs to maintain clear sight lines throughout the property.
Sustainability goals were met by various means. Landscaping initiatives incorporated drought-tolerant vegetation and warmweather sod. An integrative stormwater management system features medians and vegetative swales that convey runoff to a wet pond. During the demolition and removal of existing site structures, NCSU recycled 47.40% of the construction and debris waste, thereby diverting 588.99 tons of 100% clean concrete from local landfills. In addition to harvesting river rock from local quarries for the swales, 100 tons of river rock was upcycled from a separate on-campus demolition project. During construction, infrastructure for future photovoltaic roof panels was installed. Underscoring its commitment as an environmental steward, the university issued a change order to the engineering team requesting a site plan redesign to preserve a 150+-year-old pecan tree.
Innovation in a Mobility, Transportation, or Parking Program—
Accessible Parking and Transportation Equity
Universal and Employee Transit Pass Program
AWARDED TO: University of Minnesota
OWNER: University of Minnesota
JUDGE’S
COMMENTS:
“This is a commonsense program that improves equity and benefits many stakeholders and objectives!”
“Juggling many objectives and working with cross-collaboration partners, the U of M team created two phenomenal programs that meet not only a carbon reduction goal but also a customer need. This program pays for itself in dollars, carbon reduction, and the common good!”
“It’s fantastic that students can have unlimited access across transit platforms at a single fee!”
TheUniversity of Minnesota (U of M) is a public land-grant research university founded in 1851. One of five campuses in the system, Twin Cities is the flagship as the largest in size, student population, and number of undergraduate majors. Through its Parking & Transportation Services group, U of M Twin Cities launched an innovative transportation program to enhance accessibility, sustainability, cost savings, and convenience for students and employees. The comprehensive initiative introduced the Universal Transit Pass (UTP) in the fall of 2022 for students and the Employee Transit Pass (ETP) in the summer of 2023 for faculty and staff.
The UTP program offers more than 39,000 students unlimited access to the Twin Cities metro area’s public transit systems, including buses and light rail, through their student ID (U Card). The ETP program provides eligible faculty and staff members with affordable and eco-friendly commuting solutions.
Since their introduction, the UTP and ETP programs have delivered significant operational, programmatic, and service improvements. Operationally, they have streamlined transportation access for students,
faculty, and staff. With the UTP, students realize a 74% cost savings when using public transit. The ETP has simplified employee commuting by promoting a sustainable alternative to individual car usage and reducing campus traffic congestion.
On a programmatic level, the programs exemplify U of M’s commitment to sustainability and environmental responsibility. Each contributes to the university’s Climate Action Plan goals by reducing carbon emissions associated with personal vehicle usage. They also foster a sense of community engagement by encouraging members to participate in a collective effort to reduce the campus’ carbon footprint.
Service improvements are evident in the ease and convenience provided by the U Card, which also functions as a transit pass, thanks to innovative dual-chip technology. The U Card contains both iClass and MIFARE chips—a pioneering approach. By adopting existing technology, the university streamlined integration with Metro Transit’s infrastructure and reduced the need for expensive hardware upgrades.
The program results from years of negotiations and partnerships between U of M and Metro Transit. Its implementation required a cross-functional, interagency team comprising representatives from University Services Information Technology, Parking & Transportation Services, U Card Office, and Metro Transit Sales and Marketing Operations. The team worked diligently to implement the UTP in just two months. This was accomplished by leveraging existing technology to have the U Card be the credential and by rolling out a comprehensive communication and promotions plan.
The UTP is primarily funded through the Transportation and Safety Fee. In contrast, the ETP operates as an employee benefit with funding from university resources dedicated to sustainability and the 2025 strategic plan. The cost of both programs varies depending on the number of rides taken within the fiscal year. A crucial aspect of cost management is the partnership with MetroTransit, which sets a cost ceiling of $1.7 million, ensuring budget predictability and control. This costsharing arrangement safeguards the university’s finances while maintaining affordable transit options for students and employees.
The Universal and Employee Transit Pass Program exemplifies innovation and creativity by leveraging existing technology and emphasizing sustainability and equity. It also serves as a model for other educational institutions and organizations looking to enhance transportation access, reduce environmental impact, and promote responsible commuting practices.
Innovation in a Mobility, Transportation, or Parking Program— Innovation and Technology
Parking on Plastic: UTA’s Plastic Roads Project
AWARDED TO: University of Texas at Arlington
OWNER: University of Texas at Arlington
TOTAL COST: $442,233
JUDGES’ COMMENTS:
“This project represents a groundbreaking approach to sustainability.”
APEX AWARD
INNOVATION & TECHNOLOGY
“This technology can potentially change the asphalt industry and how we maintain our infrastructure.”
“A very impressive project from both an environmental perspective and a hands-on educational experience.”
High-maintenance
asphalt parking lots have long been a costly headache for institutions like the University of Texas at Arlington (UTA). The relentless cycle of repairs and resurfacing takes a toll on both budget and the environment. Driven by the desire to reduce costs, enhance the durability of campus parking lots, and embrace environmental responsibility, UTA Parking and Transportation, in collaboration with the Solid Waste Institute for Sustainability (SWIS), embarked on a groundbreaking journey in 2019. The idea was simple yet revolutionary: integrate shredded plastic with asphalt to create a more robust, longer-lasting material, in alignment with the goals of diverting significant quantities of plastic waste from landfills, reducing maintenance expenses, and extending the lifespan of UTA’s parking lots.
Known as the Plastic Roads Project, this initiative is a testament to the power of partnership and innovation that embodies UTA’s mission to advance knowledge and pursue excellence. On the more tangible side, the meticulously crafted recipe for this new paving material and its installation transformed two campus parking lots. It marked an audacious step forward for the entire asphalt industry.
Creative thinking fueled the endeavor, whose research team was led by Dr. Sahadat Hossain, a professor and the director of SWIS. Their efforts were backed by funding from the Texas Department of Transportation (TxDOT) and the Dallas district, signaling a broader interest in this unique approach. Rather than adhering to traditional methodologies, the team sought original solutions to harness the environmental potential of discarded plastics. Methodical laboratory research was conducted to finetune the plastic-to-asphalt ratio. This rigorous experimentation
and data-driven decision-making were critical to developing an optimal blend for durability. By actively testing various factors like aggregate size, plastic contamination levels, and mixing techniques, the team left nothing to chance.
The project to repave Employee Lot F10 and Student Lot 49 bridged the gap between academia and real-world applications by allowing students to engage in exciting research and explore critical aspects such as changes in the coefficient of friction and the impact of plastic contamination on longevity. These studies were not just confined to the classroom; they extended to the surface lots where students park their vehicles daily. Furthermore, the decision to carry out real-world trials underlined the project’s commitment to innovation and implementation.
One of the initiative’s most meaningful outcomes is diverting plastic waste from landfills. By repurposing four tons of plastic, equivalent to the capacity of 15 recycled trash trucks, UTA made a substantial contribution to reducing environmental pollution. Although integrating plastics into the asphalt mixture added 10% to the overall project cost, UTA saw it as a worthwhile investment whose extra cost was offset by media attention, enhanced sustainability goodwill, anticipated future savings in deferred maintenance, and various other factors.
Completed in August 2023, the Plastic Parking Lot is the firstever application of plastic-infused asphalt worldwide. It wasn’t just about finding an environmentally responsible solution; it was about fundamentally changing the way in which UTA—a research, teaching, and public service institution—approached asphalt and sustainability. Now that the blueprint for this innovative technology has been established through the university’s partnership with private asphalt and paving companies, other institutions and municipalities in Bangladesh, Ethiopia, Colombia, and Kaufman County, Texas, are applying it to their own projects.
Marketing & Communications
“My Buddy Charles” Video Campaign
AWARDED TO: City of Columbus Division of Mobility & Parking Services
OWNER: City of Columbus Division of Mobility & Parking Services
PRIME CONSULTANT: Hunter Marketing
TOTAL COST: $303,439
JUDGES’ COMMENTS
“I really liked how “My Buddy Charles” brought a fun and friendly message to a city-wide change in Columbus’s parking program. It made a potentially difficult shift in operations very relatable by tying it to a smiling, happy face.”
“Absolutely loved the light-hearted but effective communication of this campaign!”
“This campaign serves as a case study for parking programs throughout the U.S. and what is possible.”
Asthe first step in a comprehensive city-wide program to transition from on-street parking infrastructure to a new asset-light and user-friendly model, Columbus, Ohio’s Division of Mobility and Parking Services (MAPS) removed nearly 1,300 single-space meters, replacing them with mobile-pay-only zones to encourage contactless payment and reduce costs. The final transition from meters to the multi-space kiosks was implemented in May 2022 during a two-and-a-half-week period, when 3,000 single-space meters were removed and replaced with 150 multispace kiosks. Planning the installation of 1,878 regulatory signs, ultimately altering over 22 miles of curb space took nearly six months. Associated program signage included 1,600 ParkColumbus mobile payment signs, 518 “Pay Here” signs at kiosk locations, and 930 wayfinding signs pointing customers toward the nearest kiosk.
The new system required customers to re-learn how to park, which naturally generated apprehension. In response, the city’s Division of Mobility and Parking Services (MAPS) hired a local marketing communications firm, Hunter Marketing, to develop a multifaceted campaign to educate the public. The approach had to be thoughtful and gentle, with a focus on reading all the new signage, using the kiosks, choosing a payment method, and understanding enforcement. The result was “My Buddy Charles,” a video series that uses sitcom-style humor to engage residents, employees, and visitors, and educate them about the new parking system in a fun way.
The concept for “My Buddy Charles” was rooted in the belief that people prefer to receive help from someone they trust. To
APEX AWARD
MARKETING & COMMUNICATIONS (PUBLIC)
serve as the friendly and approachable face and voice of the campaign, the city tapped Charles Newman, a real community member, City of Columbus public information officer, and local pastor. Not limited to video alone, the campaign also uses social and paid media, incorporating display banners, billboards, radio and print magazine advertisements to reach the widest audience possible. The campaign’s evolution has been truly organic, from tailoring messaging in real time based on customer feedback to creating T-shirts at the request of fans.
On social media, the campaign has garnered an average of 82,415 impressions per video. Out on the street, billboards reinforced the messaging with an average of 2.6 million impressions per month. However, its success is most evident in recorded app usage. Prior to the launch of the meter transition and campaign, the ParkColumbus app accounted for 45% of all on-street parking revenue and 31% of all transactions. Since the introduction of “My Buddy Charles,” revenue from the ParkColumbus app has doubled. Currently, the app accounts for 90% of all revenue, and 87% of transactions happen via mobile device. This is one of the highest adoption rates in the country for app usage.
As the campaign carries on, MAPS continues to average 22,348 new ParkColumbus app users each month. In addition to driving adoption of the app and a better understanding of the new parking system, the campaign has improved the public perception of MAPS and even helped with recruitment.
Surface Parking Facility Restoration
Campus-Wide Parking Repairs
AWARDED TO: Kimley-Horn and Associates, Inc.
OWNER: University of North Carolina at Chapel Hill
PRIME CONSULTANTS:
● Engineering: Kimley-Horn and Associates, Inc.
● Contractor: Ruston Paving Co., Inc.
TOTAL CONSTRUCTION COST: $1.6 million
JUDGES’ COMMENTS:
APEX AWARD
“Going with the alternative full-depth reclamation repair was a great choice for saving time and money. Being mindful of the Child Care Center’s schedule showed the community that they are seen.”
“The project was well-planned and timed to mitigate disruption on campus.”
“Taking on the resurfacing of so many parking lots at once is very impressive.”
TheUniversity of North Carolina at Chapel Hill (UNCChapel Hill) owns, operates, and maintains 163 surface parking lots and 10 parking decks, providing 23,300 parking spaces on the 729-acre campus. In 2021, the university engaged KimleyHorn to do a campuswide condition assessment and provide an asset management plan for existing surface parking lots and decks. The report identified deficiencies and prioritized repairs over the next five years. Phase 1 work began in 2022 and encompassed repairs to the Ridge Road crosswalk and seven surface lots totaling 2,104 spaces.
A key project consideration was scheduling the work around ongoing campus activities and special events. Accordingly, bidding, procurement, and construction began after the spring academic semester and occurred over the summer months. UNC-Chapel Hill also allowed the contractor, Ruston Paving Company, Inc., to shut down larger areas of the surface lots when necessary. These measures minimized the impact on users and expedited the schedule.
During parking shutdowns, users were relocated to alternate parking areas. The contractor maintained a two-week schedule for the Transportation and Parking Department to track how upcoming work would affect users, communicate relocations, and make accommodations. For the crosswalk repairs, construction was carefully coordinated with Transportation and Parking Department staff to avoid disrupting summer baseball activities. In observance of the university’s Environment, Health and Safety Department’s robust requirements for maintaining a safe and healthy campus environment, construction activities near the Child Care Center were avoided during peak drop-off and pick-up times.
The massive scope of work focused on repairs to asphalt and concrete pavements that would mend structural defects, improve lot appearance, and enhance the user experience. Action items included 2-inch milling and asphalt replacement, full-depth asphalt and concrete pavement replacement, crack sealing, asphalt seal coat, curb replacement, and re-striping. Various ADA compliance upgrades, which were recommended from a previous audit performed internally by UNC-Chapel Hill, were made to two lots and the crosswalk.
Although most areas of concern at the Friday Center South lot called for two-inch milling and asphalt replacement, during repairs the contractor encountered significant poor subgrade conditions, requiring a full-depth pavement and subgrade replacement. Normally, the repair would consist of removing the defective material and replacing them with properly compacted new material, but this would have had negative cost and schedule repercussions. Instead, a milling drum was used to pulverize the existing bituminous surface, granular base, and portions of the subgrade down to a desired depth. Portland cement was mixed into the base to create a stabilized and densified subgrade, and the new asphalt surface was installed on top.
For the end user there was no perceived difference, but the alternative process saved UNC-Chapel Hill two weeks on the schedule and $260,000 in extra costs. There were environmental benefits as well: the solution recycled in-place materials and reduced the amount of construction debris to dispose of and the number of truck trips needed to haul it off-site, thereby reducing greenhouse gas emissions.
Phase 1 was completed in October 2023. Future phases this year will address repairs to additional surface parking lots and parking garages on campus.
Sustainable Design
Maple Street Deck
AWARDED TO: Allentown Parking Authority
OWNER: Allentown Parking Authority
PRIME CONSULTANT:
● Architecture: Bernardon
● Structural: MacIntosh Engineering, now DCI Engineers
● Civil and Landscape Architecture: Rettew
● Electrical: Entegra Integrated Energy Engineering and Orlando Diefenderfer Electrical Contractors
● Lighting Design: Entegra Integrated Energy Engineering
APEX AWARD
SUSTAINABLE DESIGN
● HVAC and Plumbing: Industrial Valley Design and Dual Temp Company
● Parking and Traffic: McMahon Associates, now Bowman
TOTAL COST: $24.7 million
JUDGES’ COMMENTS:
“The use of the Smog Armor paint is a great idea to cut down on emissions. It is functional as well as beautiful.”
“The incorporation of pollution-eating paint was fascinating and only further proves that our industry will continue to improve for the better. It is wise to stay on the cutting edge of all new technology, even paint.”
Oneof six parking garages in downtown Allentown, Pennsylvania, the Maple Street Deck replaced the aging 524-space 9th and Walnut Deck, and the 110-space Fountain Lot.
The new precast concrete structure, which holds 1,100 parking spaces on six levels, is conveniently located for patrons of the shops, restaurants, and offices located in the bustling 800 and 900 blocks of Hamilton Street, as well as the DaVinci Science Center at PPL Pavilion which opened in May.
The $24.7 million design-build project was led by North Star Construction Management. Architectural design efforts by Bernardon focused largely on the Maple Street façade, with special attention given to creatively integrating large curtain wall elements enclosing two stair towers and ADA compliant design compatible with accessible van entry and navigation inside the garage.
Sustainable design features include two dual head EV charging stations with room to add a third; energy efficient lighting and controls; water quality controls; pollution-eating paint; and a green roof that decreased impervious cover by 18,175 square feet. During demolition of the old deck, all of the concrete and steel was taken to a salvage yard where it was processed and reused.
The deck’s lighting elements are exclusively LED, which typically uses about one-third of the energy required by high
pressure sodium lamps. Ongoing maintenance keeps the lenses clean so that ideal lighting levels can be maintained. System controls include photocells and sensors that provide automatic on/off and dimming control and a digital 24-hour clock. Lighting in the closed alleyway on the east and west sides of the deck is controlled by motion sensors.
The green roof is planted with 10 different varieties of sedum. According to the National Park Service, succulents such as sedum are often chosen for extensive green roofs because they withstand harsh conditions and minimize water loss. Succulents are one type of plant that utilizes crassulacean acid metabolism (CAM). Plants that utilize CAM open their stomata (pores used in photosynthesis) at night, taking up carbon dioxide, and keep their stomata closed during the day while they photosynthesize the carbon dioxide. Because of this characteristic, CAM plants minimize water loss, help with stormwater management, and emit evaporated water through their leaves as vapor. There are two spigots on the roof that Allentown Parking Authority staff can readily access to water the sedum during extreme dry spells.
Perhaps the most eye-catching—and environmentally innovative—feature of the 346,390-square-foot structure is a patriotically hued mural commissioned by the Parking Authority and Allentown Mural Arts was painted on the Maple Street façade by Dripped On Productions using revolutionary pollutionabsorbing paint called Smog Armor. Lab tests have proven Smog Armor to reduce air pollution by up to 95.1% in one hour. The non-toxic, zero-VOC, water-based paint is infused with zeolite, an enhanced mineral that attracts and neutralizes harmful air pollutants, including carbon dioxide, VOCs, and airborne chemicals for five to seven years. Because it will continuously absorb emissions from vehicles on Maple Street and in the parking deck, the 10,000-square-foot mural is not only the functional equivalent of planting 20 street trees, but also serves as a testament to the city’s ingenuity in reducing its carbon footprint through art.
Concepts, Applications, and Case Studies
September 2024
SHINING STARS
Recognizing the of Parking & Mobility
By Dorothy Verdon. CPSM
Meet the nine winners of the 2024 Professional Recognition Awards
IPMI’S PROFESSIONAL RECOGNITION AWARDS PROGRAM has become the gold standard for recognizing professionals and organizations who operate, maintain, and manage parking and mobility operations at extraordinary levels. The individual honorees in this year’s program reflect IPMI’s diverse membership, from millennials to baby boomers, from the frontline to top management positions, representing organizations ranging from municipalities and universities to airports and consulting firms.
Covering four award tiers—Organization of the Year, Industry Professional of the Year, Emerging Leader of the Year, and Professional Excellence Awards—the criteria for each is exacting, culling the best of the best in a field rich in talent, ingenuity, leadership, and dedication.
Our 13 volunteer judges had their work cut out for them in selecting an organization that rose above other submissions by demonstrating operational excellence across a wide range of factors. They faced a similar challenge when deciding which industry superstars most exemplified leadership, service, and impactful contributions.
On the following pages you will read about one organization and eight individuals who have galvanized our industry in a meaningful way either for their organization, the communities they serve, or globally, in the case of an unprecedented road paving technology. The common thread that binds them is the realization that organizations thrive on the collective efforts of the parking, transportation, and mobility professionals propelling them and that these motivated professionals strive to amplify their skills and reach their full potential when empowered to do so by agile and visionary organizations.
Organization of the Year
University of Texas at Arlington Parking and Transportation Services
Professional Excellence in Operations
Anna Ray
Parking Supervisor II (Events)
The Parking Authority of River City
Chris Dobek
Assistant Director, Parking
Services and Facilities Operations
North Carolina State University
Professional Excellence in Innovation
Industry Professional of the Year
Dean M. Ahmad
Vice President, Transportation Business Unit
DFW International Airport
Emerging Leaders of the Year
Jacob Larson
Applications Analyst
City of Omaha, Parking and Mobility Division (Park Omaha)
Emily Kwatinetz
Principal Planner
Dixon Resources Unlimited
Charles Billows II
Deputy Director
City of Chicago, Illinois
Greg Hladik, Ph.D.
Executive Director
Auxiliary Services
The University of Texas at Arlington
Professional Excellence in Operations & Technology
Faye Morrison
Parking Director
City of Medford, Massachusetts
Meet the members of the 2024–2025 Board of Directors, Certification Board, and APO BoardPRESENTS THE
Deputy Director, City of Houston (ParkHouston) HOUSTON, TX
PAST CHAIR
Gary A. Means, CAPP Executive Vice President, Pivot Parking LEXINGTON, KY
TREASURER
Director of Transportation and Parking Services, California Polytechnic State University SAN LUIS OBISPO, CA
Maria Irshad, CAPP, MPA
Marlene Cramer, CAPP
Josh Cantor, CAPP
Director of Parking & Transportation, George Mason University, FAIRFAX, VA
Irma Henderson, CAPP
Director of Transportation Services, University of California, Riverside, RIVERSIDE, CA
Gabe Mendez
Director of Transportation Operations, University of Wisconsin, Madison, MADISON, WI
Carmen Donnell, CAPP
Managing Director, PayByPhone, Vancouver, BRITISH COLUMBIA, CANADA
Casey Jones, CAPP
Senior Director of Customer Success, FLASH, BOISE, ID
JC Porter, CAPP
Director, Commuter Services/ TDM, Arizona State University, TEMPE, AZ
Richard B. Easley, CAPP
President, E-Squared Engineering, ASHBURN, VA
Alex MacIssac, CAPP
Director, Parking & Transportation, University of Toronto, TORONTO, CN
Josh Stone, CAPP
Executive Director, Parking and Transportation Services, Virginia Commonwealth University, RICHMOND, VA
Robert Ferrin, CAPP
Senior Project Manager, Kimley-Horn, COLUMBUS, OH
Shawn McCormick Director, Parking Enforcement & Traffic, City and County of SAN FRANCISCO, CA
Shawn Conrad, CAE, CEO
International Parking & Mobility Institute, FREDERICKSBURG, VA
PRESENTS THE 2024–2025 Certification Board
CHAIR
Sam Veraldi, CAPP VP, Mobility Sales, FLASH AUSTIN, TX
Gwendolyn Bolden, CAPP Director of Parking Management, Medical University of South Carolina
CHARLESTON, SC
PAST CHAIR
Hal King, CAPP Parking Manager, City of Lansing LANSING, MI
BOARD MEMBERS CHAIR-ELECT
Victor Hill, CAPP Mobility and Transportation Planner, Walker Consultants ROCKVILLE, MD
Vanessa Solesbee, CAPP, CCTM Principal Planner, Dixon Resources Unlimited ESTES PARK, CO
Laura Lierz, CAPP Vice President, Municipal & Educational Services, Reimagined Parking WESTMINSTER, CO
Preparing Present and Future Leaders for What Lies Ahead.
IPMI Leadership Summits provide the parking, mobility, and transportation community with the skills they need to become e ective and well-rounded leaders. These targeted, specifically crafted events o er high-level leadership content to educate and inspire your organization’s leaders to face our industry’s biggest challenges.
Limited to 200 executive/senior-level attendees, Leadership Summits are designed for parking, transportation, and mobility trailblazers. It will deliver carefully curated, actionable content from the most cutting-edge educators.
IPMI Parking & Mobility Conference & Expo Louisville, KY
June 8-11, 2025
The must-attend event that brings together parking, transportation, and mobility professionals for education, knowledge sharing, networking, and exposure to the latest technology and service providers.
Louisville, Kentucky We can’t wait to see you in Louisville, Kentucky! June 8-11
(continued)
JULY
JULY 9*
IPMI Webinar
JULY 17
Free Member Chat New Members
JULY 22, 24, 29, & 31
Online, Instructor-Led Learning Parksmart Advisor Training
AUGUST
AUGUST 13
Free Virtual Frontline Training Turning Moments of Failure into a Lifetime of Success
AUGUST 21
Free Member Chat Awards
AUGUST 28
Free Live Meeting
Building Brand & ROI with IPMI
*Topic to be announced.
SEPTEMBER
SEPTEMBER 9
Online, Instructor-Led Learning APO Site Reviewer Training—Renewal
SEPTEMBER 10
IPMI Webinar
They're Not Here Just to Park: Venue Parking Isn’t the Main Event
SEPTEMBER 16
Free IPMI Municipal Member Roundtable
Virtual Roundtable is limited to municipal/city members.
SEPTEMBER 18
Free Member Chat CAPP
SEPTEMBER 25*
Free Learning Lab Presented by gtechna
OCTOBER
OCTOBER 8
Free Virtual Frontline Training Introversion & Extroversion: What’s Your Personality Superpower?
OCTOBER 14
Free IPMI Higher Education Member Roundtable
Virtual Roundtable is limited to higher education members.
OCTOBER 16
Free Member Chat New Members
OCTOBER 21, 23, 28, & 30
Online, Instructor-Led Learning Parksmart Advisor Training
NOVEMBER
NOVEMBER 5
IPMI Webinar
Building Blocks: Understanding the Impacts of Policy on Your Operations, Presented by the IPMI Policy & Legislative Cohort
NOVEMBER 12
Free IPMI Municipal Member Roundtable
Virtual Roundtable is limited to municipal/city members.
NOVEMBER 20
Free Member Chat APO
DECEMBER
DECEMBER 11
Free Member Chat New Members
DECEMBER 17*
Free Virtual Frontline Training
STATE & REGIONAL CALENDAR
2025 State & Regional Events Calendar
APRIL 1-3
Parking & Transportation Association of Pennsylvania (PTAP) Annual Conference & Expo Pittsburgh. PA
APRIL 22-25
Texas Parking and Transportation Association (TPTA) Annual Conference & Trade Show Galveston. TX
MAY 5-8
Mid-South Parking and Transportation Association (MSTPA) Conference & Trade Show Atlanta, GA
JUNE 24-26, 2025
New England Parking & Transportation Council (NEPTC) Conference & Trade Show Mashantucket, CT
SEPTEMBER 22-26
Carolinas Parking & Mobility Association (CPMA) Ashville, NC
OCTOBER 21-23
Pacific Intermountain Parking & Transportation Association (PIPTA) Conference & Expo Eugene, OR
OCTOBER 27-29
Southwest Parking & Transportation Association (SWPTA) Annual Conference Las Vegas, NV
NOVEMBER 4-6, 2025
California Mobility and Parking Association (CMPA) Annual Conference & Tradeshow Lake Tahoe, CA
