Where is the money coming from to fund tomorrow's innovations?
By Ebby Zachariah and Chris Perry
By
Chris Everton
Scott Petri
Naomi R. Williams and Danita M.
AS WE STEP INTO SEPTEMBER, it marks the beginning of the financial planning season for many parking, transportation, and mobility organizations. This crucial period not only involves charting out the financial roadmap for the upcoming year but also entails a thorough evaluation of the previous year’s financial performance. As a wordsmith in a world driven by data who gets literal headaches when asked to crunch numbers, I understand the weight of this season.
It’s daunting…but exciting.
This year has represented a turning point, and many parking organizations are looking forward to the future’s possibilities as we seem to be finally standing back on our feet as an industry. While there are still echoes of the challenges the last few years have thrown our way, the proverbial light at the end of the tunnel is shining just a bit brighter these days.
Funding and finance for parking and mobility are vast topics. In this issue, we have tried to offer you a wide variety of resources to get you thinking about the challenges, the possibilities, and the opportunities.
From the financial impacts of technology implementation to the untapped possibilities in underused parking assets, and from the fiscal importance of well-written and appropriate Requests for Proposals to the need for the correct types of insurance to mitigate risk, we offer a jumpingoff point for many different financial conversations you can bring to your organization’s leadership table.
We are also beyond excited to introduce you to IPMI’s new leadership— the incoming Board of Directors, Certification Board, and Accredited Parking Organization (APO) Boards. This group of parking, transportation, and mobility professionals is ready to guide IPMI into the future, and we could not be prouder to acquaint you with them!
Michael Yu
We appreciate your time with us. As we look forward to the rest of the year, we look forward to continuing our journey together. Thank you for being a part of our IPMI community.
Melissa Rysak, editor rysak@parking-mobility.org
PUBLISHER
Shawn Conrad, CAE s.conrad@parking-mobility.org
EDITOR
Melissa Rysak, CPSM rysak@parking-mobility.org
TECHNICAL EDITOR
Rachel Yoka, CAPP, LEED AP BD+C yoka@parking-mobility.org
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Show Me the Money
By Robert Ferrin, CAPP
WHEN I WAS ASKED TO SHARE MY THOUGHTS ABOUT THIS ISSUE’S TOPIC, Funding and Finance for Parking and Mobility, the first thing that popped into my head was the quote from the 1996 movie Jerry Maguire, “Show me the money!” The second thing that popped into my head was, how is that movie nearly 30 years old??
For as long as I can remember, our industry has reminded our internal and external partners that parking is a business and should be treated as such. While this is a bit harder to reaffirm in the public sector, it is nonetheless true. I was again reminded of this fact at our recent IPMI Conference in Columbus.
Wasn’t that a great conference, by the way? And what a host city…but I digress again…
In multiple Shop Talks, education sessions, and expo floor conversations, revenue generation and funding topics were front and center. And it makes sense; our industry still feels the pandemic’s impact. Demand has shifted, new markets have emerged, and we are being asked to do more with less. At the same time, there has been a flood of federal, state, and local funding that we are being asked to apply for. These dizzying internal and external impacts are indeed making us think, “Show me the money!”
As we operate our collective businesses through this time of great innovation and change, it’s imperative our operations become smarter, more flexible, proactive, and opportunistic. It also means managing the assets we currently operate. Back to those conference conversations - I repeatedly heard the need to generate revenue in the face of budget shortfalls, industry trends, and organizational pressure. I also heard of the ongoing staff recruitment and retention challenges, especially with our field and enforcement teams. And lastly, I heard our agencies continued to be hamstrung by outdated policies and legislation that hold us back from leveraging technology to operate safe, effective, and efficient parking systems. While these headwinds are daunting, I also heard an excellent opportunity for agencies and providers to partner to solve these tough challenges, think creatively about service delivery, and lobby for legislative changes that would enable our industry to thrive.
We work in a solution-oriented industry. As we collectively put our heads together to solve these challenges and embrace change, I’m confident we’ll be able to respond to the call to “show me the money” and continue operating businesses that provide value to the places we live, work, and play ◆
ROBERT FERRIN, CAPP, is a Senior Project Manager with Kimley-Horn and a member of the IPMI Board of Directors. He can be reached at robert.ferrin@kimleyhorn.com
Parking Risk Management
By Will Rhodin
PARKING FACILITIES AND OPERATIONS GENERATE RISK that top-tier operators and property owners strive to address as a key component of a successful business enterprise. A well-executed parking risk management program should include:
Comprehensive insurance coverage, with no less than these industry-standard limits of liability, including:
1. Worker’s Compensation insurance in compliance with requirements of the state in which the operation is located. Worker’s Compensation applies to many work-related injuries or illnesses but does not cover claims for punitive (intended to punish) damages.
2. Employer’s Liability insurance on all employees for the facility for accidents or illness relating to a covered operation, with limits of at least $100,000 per occurrence. Employer’s liability typically applies if an employee sues an employer for punitive damages, which, as noted, are not covered by Worker’s Compensation.
3. Comprehensive General Liability insurance with limits of at least $1,000,000 per occurrence with an annual aggregate (annual maximum coverage) limit of $2,000,000 per location. General liability insurance covers various kinds of claims, including non-employee personal injuries and property damage. “Trip and fall” claims typically involve general liability insurance.
4. Garage Liability insurance with limits of not less than $1,000,000 and an annual aggregate of $2,000,000 per location. Garage liability covers legal liability for bodily injury and accidents related to using employer-owned vehicles such as maintenance pickup trucks and car dealer courtesy vans.
5. Garagekeepers’ Legal Liability insurance, with limits of liability per vehicle basis of at least $250,000 per incident and $1,000,000 annual aggregate. Garagekeepers cover damage and loss to customer vehicles when valet parked or when otherwise under the operator’s control (for example, when washing or repairing vehicles).
◆ Deductible—The management client is usually charged a deductible as an operating expense for Garagekeepers’ claims. Typical deductibles are $2,500 for vehicle damage and $5,000 for vehicle theft.
6. Comprehensive Crime insurance, including employee theft and dishonesty, loss of funds in transit, and forgery, with limits ranging from $10,000 to $100,000, loss-type dependent. Deductibles may apply in crime insurance claims.
7. Umbrella Liability insurance, with limits above the other detailed coverages and an annual aggregate limit of $10,000,000 or more. Some parking operators offer over $100,000,000 in umbrella coverage. Umbrella overage is rarely used, as most claims settlements fall within the range of the previously detailed coverages. The incremental cost of providing high limits of umbrella coverage to a client is not a major impediment for an operator who already has that level of coverage in hand.
Parking Operator Insurance “buffer”—Parking
management clients benefit from contracting the services of a qualified parking company with suitable levels of insurance coverage, as the operator’s risk management program should protect the client from exposure to covered losses. However, this buffer may not be in place if a property owner self-operates the parking facility and must procure/manage its own insurance program.
Self-Insured Retentions
(SIR)—Many parking operators provide insurance through self-insurance programs. Insurance charges to clients are targeted to be less expensive than if the client purchased insurance on its own. Third-party insurance coverage is procured to cover claims over a high threshold only, perhaps $500,000 or more. The operator contracts with an insurance administrator to handle the complexities of large insurance claims. Insurance coverage costs charged to clients on monthly management statements across a large parking operator’s system are consolidated, with claims and risk management costs paid out of that insurance pool. An effective operator’s organization should include a robust risk management department designed to minimize claims losses and prevent future incidents by promoting safety company-wide.
Claims Handling—A successful professional parking operator will ensure that any preexisting damages are recorded upon the vehicle’s arrival at the parking facility, up to and including photographing the car with valet handheld revenue control units or stationary cameras. Thus, if a vehicle is damaged while in the garage, and the customer reports that damage before leaving the facility, a responsible parking operator will endeavor to settle the claim, perhaps maintaining the customer’s future business and avoiding expensive legal actions. The parking operator’s claims department corresponds with the claimant, formulates an opinion concerning liability, and either pays or denies the claim. The claims department may ask the claimant to provide up to three estimates from repair shops as part of the claims settlement process, involving its third-party claims administrator as needed. Scan
Proactive Claims Reduction Tasks—Forward-thinking parking operators implement strategies to minimize claims and associated costs. Effective initiatives include:
1. Snow and ice removal—Snow and ice must be efficiently removed from parking facilities, adjacent sidewalks, and driveways to reduce the risk of slips and falls.
2. Curb painting—The curb edges of all parking facilities should be painted yellow to minimize fall-down claims and injuries.
3. Garage lighting maintenance/replacement—Parking facilities should be well-lit to create an atmosphere of comfort for the parking public. All lights should always be in good repair, reducing exposure should an incident occur.
4. Safe driving training—Regularly scheduled safety training sessions should include proper key handling procedures (to reduce the risk of theft) and safe valet parking procedures (honk horn if on a two-way ramp, never drive with car door open, turn off engine before surrendering car to exiting
valet customer, etc.), making safety a priority and not a reactive afterthought.
5. Communicate safety awareness—Help keep the parking public safe by prominently posting signs in the facility, such as letting parkers know to remove valuables, take their ticket, use pedestrian walkways, and adhere to the posted speed limit.
“Damage” Control—A good-quality parking operator, one interested in maintaining and growing its customer base, will show a customer that the company can do the right thing by proactively preventing but promptly addressing damage claims and, if responsible for the claim, settling the matter without undue delay.
WILL RHODIN is a Senior Parking Consultant with Walker Consultants. He can be reached at wrhodin@ walkerconsultants.com
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Leaders and Leaders!
By Daniel Lassiter, CAPP
SOME READERS MAY RECALL an article I penned in January 2017 for The Parking Professional, “ Parking Lessons on the Fly,” in which I discussed the unique similarities between developing parking managers and teaching your child to fly fish.
Fly fishing has provided me with many valuable lessons and knowledge, which have directly translated into real-world, business, and personal successes. Over the years, I have found that my success as a leader is largely owed to the challenges and experiences that occurred during my time on the water.
One question many of us face in today’s parking industry: What is a leader?
Through all the acquisitions and mergers, technological changes, and the recent pandemic, now may be the correct time to load many “ leaders ” onto the bus for a fishing trip.
In fishing, a leader is a length of line that is attached to the front end of the fly line and then to the fly, forming an important component of a fly angler’s terminal tackle. Within this world, fishing leaders perform two basic functions. First, their taper allows energy to travel seamlessly from the weighted fly line to the terminal tackle, preserving the power created by the casting stroke and delivering the relatively weightless fly to the target as efficiently as possible. A well-balanced leader is responsible for that sweet unfurling action at the end of a perfect cast.
The fishing leader’s second function is to create a length of lighter, transparent line between the heavier fly line and the fly lure itself. This section of almost “hidden line” helps to minimize the impact of a weighted fly line on the water’s surface near the target and helps mask the conspicuous presence of the fly line to achieve success.
Leaders in fly fishing are classified by three measures: tippet diameter, break strength, and length. Generally, bigger wind-resistant and weighted flies are more difficult to cast and require a thicker, heavier leader to turn them over. This is no different when a leader in the business world is challenged with overcoming team members who are weighted and resistant to new ways of achieving objectives and key results.
After 30 years in the parking industry, working with many business leaders as they attempted to execute their strategies, I have been amazed at the limitations within their “leadership fly box.” Most business leaders tend to rely on one, or at most two, leadership behaviors/styles in most situations.
An effective fishing leader must be strong and flexible to perform basic functions. The same is true of a good leader in the business world, whose responsibilities include articulating a vision that unites team members, communicating culture,
modeling core values, fostering a harmonious, inclusive work environment, and inspiring and motivating their teams to consistently deliver exceptional work.
Most business leaders will tell you they have developed a certain style (focused, demanding, coaching, pushing, or guiding). To be truly successful, the leader must embrace the fact that there is no single “best” leadership style. Developing a more situational leadership style tends to yield the best results. Effective leadership is task-relevant, and the most successful leaders adapt their style to the performance readiness level of the individual or group they are attempting to lead or influence. As I have learned while on the stream, the fishing leader I choose must match the ability and willingness of my quarry and environment.
When a business leader is unsuccessful and asked why their single style did not work, the usual response is, “The people are the problem; they don’t understand, or they just aren’t capable and need to be replaced.” This sounds like a myopic, lazy fly fisherman who refuses to change their fishing leader and flies but continues throwing his favorite “go-to” arsenal.
A crisis often requires a more direct and hands-on leadership style. A changing competitive landscape or sudden technological shifts might require a leadership style that encourages innovative ideas and new ways of doing things. A merger or integration may require diplomatic skills.
Situational leadership, when put into practice intelligently, has great merit. Instead of matching the hatch, successful leaders are matching the situation. This style is characterized in terms of the amount of task behavior and relationship behavior that each leader provides their followers.
For readers of a certain age or learning timeline, you may remember this as the “Situational Leadership Model” created by Dr. Paul Hersey and Dr. Ken Blanchard.
If you are a leader, learn to master the situational leadership style. Having recently moved into leading a new organization, I find myself once again standing in the stream, perfecting my fishing and leadership skills.◆
DANIEL LASSITER, CAPP, is the Director of Parking and Transportation for Washington University in St. Louis. He can be reached at lassiter@wustl.edu
Transform your parking with Blink EV charging stations
Funding alternatives and solutions
ELECTRIC VEHICLE (EV) CHARGING AND PARKING ARE INSEPARABLE —you always need to park your EV to charge it. As EV demand continues to grow, installing charging stations has become essential. Parking facilities are prime locations for Electric Vehicle Supply Equipment (EVSE) installation. Here’s why and how you can integrate this in your business with Blink Charging
Installing EV charging stations in parking areas offers numerous benefits, including:
● Attracting and Retaining More Customers: EV drivers actively seek out locations with charging, making your property a preferred destination.
● Boosting Revenue: By adding value to your property with EV charging stations, you can increase your rates.
● Enhancing Customer Experience: Offering premium EV charging stations as a top-notch amenity improves overall customer satisfaction. Customers are more likely to spend additional time and money at businesses that cater to their needs.
● Supporting Sustainable Practices: Demonstrate leadership in innovation and sustainability by promoting green energy solutions.
● Increasing Property Value: EV charging stations enhance property appeal, making it more attractive to buyers or tenants, and boosting its market value. Properties with EV chargers are viewed as forward-thinking and environmentally responsible.
● Meeting Future Demand: As the number of EVs grows, having charging infrastructure in place will position your property ahead of the curve, ensuring long-term relevance.
Find fundings and incentives
The upfront cost of EVSE installation can be substantial, but there are numerous funding opportunities available for parking companies. Take note!
One is through the federal government’s Alternative Fuel Vehicle Refueling Property Credit. Managed by the Internal Revenue Service, this tax credit amounts to 6% of the EV station installation costs, with a maximum cap of $100,000 per station. Additional criteria related to wages and apprenticeships may qualify businesses for up to 30% per station, limited to businesses situated in designated census tracks.
Public parking facilities located near highway corridors may also qualify for NEVI grants for DC fast chargers.
The optimal choice for EV charging stations in Parking: Blink Series 8!
Our Level 2 chargers, such as the dual-port Blink Series 8, is designed for commercial parking applications where drivers can charge two vehicles simultaneously and conveniently pay with a credit card or a digital wallet. The Series 8 operates on 208/240V electricity, making it one of the most convenient and costeffective options for installation, and is able to provide drivers with up to 60 miles of charge in approximately 60 minutes.
You can have it all done for you!
We’re dedicated to understanding your EV charging objectives. Through a site assessment of your property, we’ll help you determine the most effective strategy for your EVSE installation. Blink offers flexible business models, customization, and control to parking garage owners and operators. Choose the model that best suits your needs and preferences and select your preferred contractors.
Let’s talk about electrifying your parking garage! Reach out to us now! ◆
International Parking Design
THE CALIFORNIA STATE UNIVERSITY, NORTHRIDGE G6
California State University, Northridge G6 Parking Structure
PARKING STRUCTURE is the newest parking amenity on this busy Southern California campus. The structure provides additional parking on the eastern side of the campus for students, staff, and visitors. A primary vehicle ingress/egress to the ground level has been tied directly into the public street intersection at Zelzah Avenue and Plummer Street, incorporating updated traffic signalization. In addition to this primary entrance, two additional vehicular entrances occur on the southern face of the building, accessed from the campus. Multiple points of entry/exit minimize traffic congestion and provide circulation to/from the east and south of the facility.
The 520,000-square-foot structure features 1,555 spaces on five levels with an additional adjacent 53-space surface lot to the south. A pedestrian paseo has been integrated into the site’s west side, allowing users of the structure to easily transition from parked vehicles to campus pedestrian routes. Design elements
FIRM NAME: International Parking Design
PROJECT LOCATION: Northridge, CA
PROJECT OWNER: California State University System
KEY STAFF:
• Shahin Azmoudeh, Architect / Principal in Charge
• Bert Michitsch Sr. Project Manager
PROJECT TEAM MEMBERS:
• International Parking Design Architect, Parking Consultant
• Bomel Construction Contractor
Azmoudeh Michitsch
Retractable bollards allow shuttles and emergency vehicle access while preventing access to other vehicles.
of the paseo include decorative paving, bench seating, landscaping elements, and bicycle racks. This paseo also functions as a circulation route for the campus shuttle and emergency vehicles. Retractable bollards allow shuttles and emergency vehicle access while preventing access to other vehicles. The pedestrian paseo provides a direct connection to the tennis center and student housing north of the structure, as well as the central campus to the southwest.
The primary elevator/stair core adjacent to the paseo includes a brick-clad “fin” wall, two glassbacked elevators, and a large roof canopy covering the stair and elevator lobby. Architectural façade enhancements include a 20-foot-high interchangeable graphic banner system on the west, brick accents, composite metal panels, cantilevered metal trellises, and perforated aluminum panels in various locations around the perimeter. Sustainable features of the design include LED lighting with dual-dimming and occupancy sensors, integrated stormwater management, electric vehicle charging stations, bike parking, and a rooftop photovoltaic array. A parking stall count system displays available spaces per level to assist users in locating available parking stalls. ◆
Empowering Engagement
The Role of Communication and Education in
Creating an Engaged Workplace
By Lonetta W. Hanson, MPP, CAPP
MEASURING EMPLOYEE ENGAGEMENT increases productivity, staff retention, and job performance and helps to increase positive working relationships.
For the last decade, the University of Minnesota has conducted employee engagement surveys to gather information on work environment and job fulfillment. Administered every two years, these surveys allow for comparing results over time, measuring long-term staff perspectives, and identifying patterns. The survey also provides ongoing feedback on whether efforts are effective in improving the work environment or employee competence.
A 36-question survey centers around two metrics: Commitment and Dedication and an Effective Environment. The goal is twofold - to measure how supported and motivated an employee feels within an organization and to determine an organization’s effectiveness in creating a work environment where employees can do their best work with the fewest barriers.
Questions center around job fulfillment, customer service, quality commitment, leadership confidence,
communication, developmental opportunities, respect and recognition, authority and empowerment, collaboration, clear expectations and feedback, support and resources, work structure, and process.
To ensure confidentiality and encourage candid responses, a vendor administers the survey.
In 2023, the response rate was 70% departmentwide. The survey feedback provides insight into what an organization is doing well and what improvements may be needed to retain engaged employees.
Anonymized results are shared with supervisors with five or more direct reports responding, as well as departmental leadership. Once results are received, a departmental all-hands meeting is held to review the overall results, the Employee Engagement Profile, and the Top 10 Most/Least Favorably rated items. General feedback on what factors may contribute to a particular score is gathered at this broader gathering, led by the departmental director. In addition, each team often meets and identifies items that they want to work on to improve teamwork, reduce barriers, and increase efficiency or competency.
Communication is the biggest challenge for any organization and certainly emerged as a key factor in our departmental employee engagement discussions. As a result, several communication strategies were implemented to address feedback on things like projects, priorities, and staff changes. A series of regular group check-ins were implemented: monthly all-staff Town Halls, monthly managers’ meetings, and biweekly senior leadership meetings. In addition, each senior leader holds regular one-on-one meetings with their direct reports and team meetings when appropriate. All these check-ins provide opportunities for two-way information gathering and sharing. We are working toward sending out a summary of the
Town Halls with a Director’s Dialogue, a periodic departmentwide newsletter that summarizes ongoing projects, events, and key deadlines.
We introduced a departmental book club where staff facilitators structure conversations about the content and strategies presented in leadership-themed books to keep the momentum going. The director also plans to re-introduce oneon-one feedback meetings with staff who want to provide direct feedback on any issue, including employee engagement tactics.
Another issue that has arisen regularly in our employee engagement meetings is the inequitable distribution of work. Understanding that many factors can cause the perception of inequitable workload, a good strategy here is to educate staff on what work others do. We are creating a ‘What People Do Guide,” where each employee provides a three to fivesentence summary of their job duties that will be developed
into a single document where people can learn more about the work colleagues are completing—and maybe even identify their next professional step.
It takes effort to have an engaged team, but it is time well spent. Recruiting, hiring, and training new staff is resourceintensive. Good employee engagement strategies can help create an environment where people can perform their best and feel connected to their work and those around them. Our team aims to raise response rates so that even more feedback can be provided and more strategies implemented. ◆
LONETTA W. HANSON , MPP, CAPP, is the Assistant Director of Parking & Transportation Services for the University of Minnesota and a member of IPMI’s Conference Program Task Force. She can be reached at wils0975@umn.edu
Boost Safety & Deter Crime in Your Garage
By monitoring in and between parking spaces, visibility extends beyond common areas and entry points. With our parking guidance system, the Park Surveillance software extension captures real-time streaming HD video whenever motion is detected, or continuously, storing it for up to 90 days.
With real-time alerts and license plate recognition, Park Surveillance protects owners against fraudulent theft and vandalism claims and assure customers their vehicles are being monitored.
Manage risk and reassure your patrons today!
Cultural Competency and Belonging How to Build a Better Workplace
By Naomi R. Williams and Danita M. Gainer
SUCCESS FOR ANY ORGANIZATION depends on employee satisfaction, which hinges on how engaged an employee is in their work and whether the outcomes are meaningful. The combined energy and work a team of employees produce influences employee engagement. Creating a better workplace is an opportunity to take seriously if our organizations are to thrive.
Cultural competency is a developmental process necessary for cross-cultural situations and environments. Within an organization, it allows for positive outcomes and ways to improve relationships. It is a set of attitudes, practices, and operating methods that come together through personal and business interactions.
Belonging, as conceived by the legal scholar John A. Powell, is both a practical structural design and something we are constantly aiming for. It is something that an individual feels, and it extends beyond one person to whole groups. Having a sense of belonging means that each member is more than just a part of the group; they believe that their viewpoints and actions are valued, sought, and respected.1
So, as formal or informal leaders, how can we use cultural competency to build a sense of belonging within our organizations? A sense of belonging involves cultural competency. Cultural competency requires leaders to understand who they are and the culture of their organizations.
● Step one is to know yourself. Know your history and how that history (culture) explains your place in society. This is a process of self-reflection and understanding. When doing this exercise, always start with categories of identity like race, religion, national origin, gender identity, age, and regional characteristics. It is useful to write down these identity markers. And then, reflect on the ways you see yourself. When you stop and consider who you are, what stands out most to you? What parts seem most relevant? What things do you never think about but makeup who you are? For example, being raised in the South, upon moving from Florida to Wisconsin, part of the cultural shock was understanding how important Southern identity was and the ways responses to social interactions where Southern etiquette (like saying hello and making eye contact when entering rooms) conflicted with Midwestern cultural norms.
● That leads to the second step in developing cultural competency: recognizing how social norms shape our sense of identity and belonging. Social norms are like group codes of conduct. It is how we as humans learn to interact in the world and what is acceptable behavior. For our path to knowing ourselves and cultural competency, a helpful exercise is to recall a situation where we suddenly became hyper-aware of one of our identity markers and how it set us (or someone else) apart from a group. Have you ever walked into a room and realized you didn’t dress for the occasion, or you may be the only person of a particular gender identity, race, or ethnicity? Or have you been conversing and realized that someone was making assumptions about who you are in ways you never thought about? At these moments when you are outside the norm, you best begin to understand the practical aspects of creating belonging. When everything is going well, and you feel comfortable, you will probably belong to the dominant social group. This is one of the ways the concept of intersectionality can help us build inclusion and belonging.2
Once you know yourself and ponder all the complex ways we see ourselves, it makes it easier to understand and value others’ social identities and cultures.
● Step three is acknowledging that we cannot know all group’s cultural identities and practices. Therefore, we must be adaptable and flexible. Sometimes, we don’t know what we don’t know. Consider, for example, if you do not see the importance of Muslim religious holidays and what they entail when an employee asks for time off work. Or, if you have never encountered anyone who is consciously genderfluid and shifts their personal pronouns, you may be thrown off-guard and be unsure how to proceed. Cultural competency practices tell us that we must do some work educating ourselves and our organizations when new situations arrive.
● And finally, step four is about using ideas of cultural competency to review both our individual and organizational behaviors, practices, policies, and procedures to ensure that they illustrate to our employees and customers that we proactively value cultural competency. Examine if policies show bias to some cultural identities and exclude others. Assess whether rules and procedures reflect dynamic constituencies. When moments of tension arrive, evaluate preparedness to seek knowledge and understanding before acting. For instance, one company wanted to understand why there was such a high turnover of women executives. The narrative in the office became that women often left due to family obligations. However, exit interviews revealed women were leaving because they wanted paths to promotion. Paths were given to executives performing tasks that required travel. A review of policies and procedures revealed women executives did not receive these tasks. To reduce turnover, the company focused on gender-neutral announcements for travel opportunities. Women executives felt a greater sense of belonging, and employee engagement heightened. The company no longer loses talent due to cultural blindness.
We have an individual and personal responsibility to show up for our organization. We must solidify its foundation and improve the functionality of its team. Most importantly, we can influence its workplace environments. If we lead with inquisitiveness and respect, periodically asking questions and reviewing our practices, we will bolster a sense of belonging and continue moving toward even greater cultural competency. We can go a long way toward becoming better allies to our peers, employees, and customers and create a more equitable society.
NAOMI R WILLIAMS is an Assistant Professor of Labor Studies at Rutgers, The State University of New Jersey. They can be reached at naomi.r.williams@rutgers. edu
DANITA M. GAINER is Human Resource Development Coordinator for UF Health Shands. She can be reached at gained@shands.ufl.edu
1. To learn more about best practices for belonging and inclusion, visit the Othering and Belonging Institute.
2. See “The Complexities of Identity” article in the April 2024 magazine.
California Mobility & Parking Association
California Mobility & Parking Association (CMPA)
Mentorship Program Generating Momentum
By Michael Yu
SINCE 2021, the CMPA mentorship program has blossomed into a cornerstone of professional development for California’s mobility and parking sector. A first-of-its-kind for a State & Regional Association (SRA), the program forged ten invaluable mentor/ mentee partnerships in its inaugural year.
The positive impact led to a unanimous decision for the CMPA board to affirm its permanent establishment. This initiative has seen remarkable growth, boasting 17 dynamic mentor/mentee pairings that foster a culture of knowledge exchange and propel career advancement. Participants attest to its transformative power in
We’re Back 2024
Mark your calendars! The CMPA Conference and Tradeshow will take place is sunny Costa Mesa from November 4 to 7, 2024. No matter where you are in your mobility and parking career development, we are excited to offer you plenty of opportunities for networking, learning, and good times. We look forward to seeing you there!
For more information or to register for the conference, please visit californiaparking.org/ annual-conference
driving internal growth and individual success. Madison Huemmer and Dulce Gomez are currently spearheading the mentorship program efforts on behalf of the CMPA board. They are available to provide more information. Madison Huemmer—madison.huemmer@parkmobile. io, Dulce Gomez—dugomez@cityofpasadena.net
Call for Awards
Every year, CMPA celebrates individuals who exhibit extraordinary contributions to the parking and mobility industry. Five awards are available.
1. Parking Professional of the Year Award
2. Legislator of the Year Award
3. Public Parking Program of the Year Award
4. Wayne Dalton Award
5. Presidential Award
For more information or to submit nominations, please visit californiaparking.org/awards
MICHAEL YU is Executive Director of Parking, Transportation & Administrative Services for Cal Poly Pomona, Vice President of CMPA, and a member of IPMI’s State & Regional Association Committee. He can be reached at myyu@cpp.edu
EXPERTS ASK THE
What advice can you offer our community on finding and obtaining grants and other non-profit 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 forprofit 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).”
Gabe
Mendez, CAPP
Director of Transportation Operations
University of Wisconsin, Madison
The Infrastructure Bill and Inflation Reduction Act had several opportunities, and there are plans to release more money, so look at those websites. The Departments of Transportation and Energy at local and federal levels often have grant opportunities, as do the Federal Transit Administration and National Highway Traffic Safety Administration.”
Margaret-Ann Leavitt Chief Marketing Officer
National Car Charging
The optimal strategy for identifying and securing grants and funding opportunities involves leveraging partnerships with a trusted, knowledgeable resource in the field. These experts comprehensively understand the available opportunities and the intricate details that can significantly enhance your chances of success.”
What advice can you offer on finding and obtaining grants and other non-profit funding opportunities?
Erik Nelson, PCIP Principal
Walker Consultants
A critical consideration is whether the grant authority issues grants to organizations like yours and for the project that you would like the grant to cover. Many granting organizations and grants are highly targeted, not just for types of projects but for types of organizations.”
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.”
HAVE A QUESTION? Send it to editor@parking-mobility.org and watch this space for answers from the experts.
Joseph Madison
Associate Director of Parking Operations
Kennesaw State University
When U.S. Transportation Secretary Pete Buttigieg announced 1.8 billion in infrastructure grants, it was a reminder that organizations must have someone familiar with the grant process on the team. Knowledge of the Federal Register provides ample opportunity to identify grants for which each entity is qualified to apply. Having projects “shovel ready” can expedite the completion of the application serving the reviewers and the submitting team.”
Matt Brooker
Vice President of Sales
Automotus
Maintain a network that includes forward-thinking peers and vendor partners who could support potential projects. Leverage vendor partners for collaboration in drafting applications.”
Matt Curwood
Sr. Director of Bus Operations
Voltera
We’re in an exciting time for grants for EV infrastructure, thanks to federal initiatives like the Bipartisan Infrastructure Law and the Inflation Reduction Act and continued funding in key states and regions. We recommend working closely with an expert to ensure awareness of the full breadth of incentives relevant to your plans and, importantly, effective application strategy.”
Melonie Curry, MBA
Communications
Manager
City of Houston, TX
If your budget permits, I recommend contracting with a grant writer with a record of results. They know where to apply. They are familiar with the nuances of the different applications and can be held accountable for ensuring that the correct documentation is submitted on time.”
Scott Petri President Mobility Parking Advisors, LLC
Federal Safe Streets and Roads for All grants are still available. As a former vice chair of the PA House Appropriations Committee, I assure you that you will not receive a grant if you do not apply! This is a great opportunity to make a big community impact!”
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. He can be reached at chris.perry@parkingbase.com
Unlocking Untapped Profit Potential
How Innovative Hotel Groups Are Increasing NOI with Parking Revenue
By Chris Everton
Kicking Off: The State of Hotel Parking
Fact #1: Most hotel parking is underutilized. Many hotels, even those situated near airports, venues, or other points of interest, have vast amounts of excess parking space due to lowering drive-in numbers.
Fact #2: Parking isn’t the hotel’s core business. Parking isn’t seen as a profit center unlike maintaining high occupancy of guest rooms, delivering excellent customer service, and keeping food and beverage revenues high. At best, it is a guest perk; at worst, it’s a problem. Historically, the hotel manager has viewed parking through the lens of the guest’s experience: their first and last touchpoint with the hotel. But today, some innovative hotel groups are waking up to the possibilities of monetizing parking, tapping into parking as an ancillary revenue source.
Fact #3: Higher parking revenues directly impact a hotel’s net operating income (NOI).
There’s a substantial opportunity for the parking industry here – and for the hospitality industry, too. So, how do we capture it?
Let’s explore what hotels are getting right about parking, what misunderstandings and misgivings we’re up against, and how, as an industry, we can shift that mentality using data for more substantial revenue outcomes across the board.
What Hotels Are Getting Right About Parking
What are hotels and hotel asset owners doing right when it comes to parking? I see across the board that they’re starting to embrace technology. In general, tech adoption is being driven more by hotel ownership groups than by hotel management companies or on-site hotel personnel. Why is that? It all boils down to boosting NOI. In many industries—parking and hospitality are no exceptions—the insights and capabilities offered by technology result in lower operating expenses (OpEx) and higher margins. Ways of driving incremental revenue that have historically required large capital expenditures (CapEx) and OpEx investments, such as parking, now cost less due to technology; therefore, hotels are starting to view parking as an ancillary revenue stream worth activating.
To summarize:
New parking tech is making it easier and cheaper for hotels to light up parking as an incremental revenue stream that yields strong NOI outcomes.
The Pitch: Increasing NOI With Parking Revenue
Some hotel management groups are keen on driving NOI, but overwhelmingly it’s the hotel ownership group that has NOI on the brain 24/7. The opportunity to drive capital rate increases with more NOI is massive in parking.
If an operator can drive 8-10% more revenue from parking sales, that substantially increases cap rates, making the hotel ownership group’s portfolio much more valuable.
Operators who have a quality pitch on how to drive NOI at high-margin retention should certainly look to talk to hotel ownership groups and influencers on the hotel management side.
Think about it this way:
If an operator can drive 8-10% more revenue from parking sales, that substantially increases cap rates, making the hotel ownership group’s portfolio much more valuable. That’s a significant, sticky value.
Ultimately, everyone’s looking for additional ways to drive revenue.
Delivering Value with Low-Cost Solutions
The most efficient, economical, and high-impact way for operators to increase hotel NOI is to implement lightweight, low-cost tech solutions that show immediate revenue impact and then ramp up the program over time with higher-cost solutions like equipment and personnel.
First, some context:
Hotel groups refer to consumers’ channels for reserving rooms at their properties as “online travel agents,” or “OTAs” for short.
OTAs like Travelocity, Expedia, Booking.com, and Hotels.com offer consumers alternatives to contacting the hotel directly. You can find a room, book it beforehand, and transact online or onsite – sound familiar?
Our OTAs in parking are aggregators: consumer marketplaces investing millions in marketing to surface inventory to consumers who prefer this technology over drive-up or an operator’s direct booking channel. Aggregators are low-cost solutions that implement highmargin collection. They can be configured with relative
ease and start yielding quickly. After a short time of collecting some parking revenue, the operator will have the funds for more substantial investments, such as fullblown gates, enforcement, and staff, which will drive further NOI.
In the airport vertical, operators could invest in additional airport shuttles to service more customers and park more cars daily.
My Approach: Viewing Parking Through the Lens of the Asset Owner
I’ll share a bit about how I approach conversations with hotel managers and ownership groups about monetizing unutilized (or underutilized) parking.
On the hotel management level, I recognize that hotels will always prioritize the guest experience, of which parking is often the first and last touchpoint. As someone who works for a tech company that partners closely with aggregators and other demand channels, I find drawing the comparison to OTAs useful.
This helps the hotel understand that in the same way that customers like to use a diversity of channels to reserve rooms ahead of time and develop loyalty to these brands, there is strong demand (which I validate, based on market and location) from customers to do the same for parking.
Lastly, I mention that working with the right suite of parking partners will ensure that monetizing and managing parking assets won’t create extra work for them. These partnerships introduce technology (gates, sensors, scanners, drive-up digital payments, wayfinding, etc.) and expertise (yield management, revenue management, customer service, etc.), making parking an even more powerful revenue generator. The hotel can stay laser-focused on the customer experience while increasing NOI through an incremental revenue stream.
Parking revenue increases the asset’s value. For ownership groups, this is pretty straightforward. It’s all about bottom-line growth, and the data backs it up. Selling parking to non-guests can be simple, scalable, and show quick returns without removing focus from the guest experience.
It’s worth their time to explore.
How to Eat an Elephant: One Bite at a Time
You must take one bite at a time to eat a whole elephant.
In my personal opinion and professional experience, this is the most profitable, productive mentality when building and growing partnerships. When starting with hotels, the ultimate question for operators is what is the long-term goal?
If the goal is to fill a lot, how can the operator do that most economically, and what kind of partners do they need to make that happen?
Ultimately, the operator needs a holistic technology ecosystem to solve the problem of unused real estate…which, at a hotel, is what parking often is. Consumer-facing (B2C) brands can help operators collect and drive incremental revenue (i.e., marketing and revenue generation partners). White labeling will substantially open the funnel if the operator has a big enough network.
They can also consider scan-to-pay and text-to-pay solutions payment solutions to facilitate the collection.
Shifting The Hotel Mentality Towards Parking
Hotel ownership and management groups are embracing technology and viewing parking as a viable way to increase NOI
with minimal overhead; however, we are still roadblocked by a state of mind in parking.
There is a fallacy that we’re up against: to make money in parking, hotels need to spend a lot of money on parking.
As discussed earlier, adding more staff, equipment, enforcement, etc., to build a connected ecosystem will drive further NOI for the hotel. However, hotels assume they need to make a significant investment immediately, which is not the case. Operators can deliver value on Day One with low-cost, high-margin technologies like aggregators and scale up as revenues grow.
Parking for non-guests feels out of scope, especially for hotel groups and hotel management staff. The revenue opportunity of monetizing it for non-guests is not obvious, nor is it likely to be prioritized.
Consider this:
The mentality for many (not all, by any means) hotels is to respond to an influx in demand for room inventory to shut off parking. This happens a lot. We see it at large convention hotels, in particular. They’ll give away 1,000 cars worth of parking, typically costing $20 a pop.
During that busy period, they wouldn’t stop charging for breakfast, which they consider a prime revenue source at a ~30% profit margin. But they’re happy to give away self-parking, which sits at a >60% margin.
Those numbers are purely hypothetical to illustrate a point. But the fact is, outside of top metropolitan markets, the average deal value of a room is sub-$200, and the margin is much lower, as well.
I assure you that hotels don’t want to pass up the revenue opportunity that parking presents, which is where our partnership comes in.
True Partnership: Guiding Hotels Towards Parking Profits
Hotels prioritize the guest experience above all, and many view parking as a problem to be solved for their customers, not as an asset that can increase NOI. Operators must take on the onus of opening the hotel’s eyes to the possibilities of monetizing parking and guiding them along the way.
As an industry, we need to help them stop viewing parking as an afterthought and instead as its own business—an incredibly profitable one. Often, parking, especially self-parking, is an extremely high-margin business, especially with the use of technology.
In fact, I would be hard-pressed to think of many hotel revenue streams that are higher margins than self-parking.
Wrapping Up
More so every day, hotel management groups and ownership groups are waking up to the opportunity to sell underutilized
parking assets to non-guests, just as they are open to non-guests buying a coffee in their cafe. Technological advancements have massively reduced the initial investment required to start making money off of parking.
Activating a handful of parking “OTAs” (AKA aggregators) right off the bat is a fast and economical way to start earning revenue. Then, that revenue can be invested in technology, personnel, and equipment, making parking an even bigger revenue driver for the hotel. Ultimately, it’s about shifting the hotel’s mindset from parking-as-problem to parking-as-profit, which requires true partnership. As an industry, we can create awareness of this massive NOI opportunity for hotels.
Parking is the rising tide that lifts all ships here, enabling the effective utilization of physical space to strong revenue outcomes across industries.
Welcome to Just Right Parking: Where every space is protected by Park Sentry
CHRIS EVERTON is the Chief Operating Officer at Ocra. He can be reached at chris@getocra.com
Beginning August 5, submit your presentation for the 2025 IPMI Parking & Mobility Conference & Expo. Submit by September 9 to position yourself as a thought leader and share your expertise to move the industry forward. Click Here to submit your presentation
IPMI’s 2025 Awards & Recognition Programs
Get recognized for your contributions to our industry!
Our comprehensive recognition honors projects and programs as well as individuals and organizations. Tell us about your innovative and creative programs or impactful, solutions-based projects in our Awards of Excellence program. Looking to celebrate your staff or herald the achievements of your organization? Complete an application in the Professional Recognition Awards program. Submit an entry in one or both programs in these categories:
▪ Architectural Design
▪ Stand-alone Parking & Mobility Facility Design
▪ Mixed-Use Parking & Mobility Facility Design
▪ Surface Parking Facility Design
▪ Surface Parking Facility Restoration
▪ Structured Parking Facility Restoration
▪ Sustainable Design
▪ Marketing & Communications
▪ Innovation in a Mobility, Transportation, or Parking Program
▪ James M. Hunnicutt, CAPP Industry Professional of the Year
▪ Organization of the Year
▪ Emerging Leader of the Year
▪ Professional Excellence Awards Categories include customer service, finance, frontline, human resources, innovation, leadership, marketing, management, operations, and technology. Or, select your own!
The 2025 Call for Awards will be open September 10 - October 18.
HOW TO ENTER
IPMI offers a streamlined awards entry process via a sophisticated online platform. We encourage entries from all market segments and sectors, and all IPMI members are invited to submit in all categories. Submit your best people, programs, and projects - and be sure to share great pictures and visuals as part of the process.
Download comprehensive award details and entry criteria after September 10th at parking-mobility.org/awards.
The Complexity
of the ASK
The Complexity of the Ask
Technology RFPs for Parking
By Scott Petri
Technology RFPs for Parking
ABy Scott Petri
REQUEST FOR PROPOSALS (RFP) is a powerful tool that aims to gain broad vendor participation to obtain a product, solve a problem, create new efficiencies, or enhance the customer experience. Understanding the reasons behind the issuance of an RFP is crucial in determining how it should be written. Is the RFP being issued because a contract with an incumbent is expiring? Or is there a new technology that may streamline a process? Are you building a structure? Or is the replacement of worn-out equipment required?
Understanding the Types of RFPs in Parking
The most straightforward type of RFP to write is for replacing obsolete equipment, such as poles for street signs. If you have a history of purchasing this item, you know the specifications that work for your purpose. The objective is to get the best price while meeting your specifications.
Writing an RFP for structures and facilities is much more complicated. Planning, design, operational needs, budget, and timeline should be discussed and mapped before issuing the RFP. When the RFP is issued, there should be few questions other than the price. Detailed architectural and engineering plans are likely the basis of the bid.
Writing RFPs to replace an expiring contract can range from simple to complex, depending on the goals. Suppose the buyer is satisfied with the product line and the vendor’s performance. In that case, the likely result may be already anticipated, and the team may have little intention of exploring the marketplace. This attitude should be discouraged, as it may result in “the same old same old.” A team willing to question its existing processes and requirements should direct the RFP. This will ensure that the bid documents allow for an open, forward-thinking process, meet customer expectations, create efficiencies, eliminate routine mundane tasks, enhance safety, be environmentally friendly, enhance revenue, and challenge the industry to provide new answers. To achieve this, the RFP should be written plainly, identifying the objectives in the order of importance, without circumscribing acceptable responses to the extent that anything outside the RFP parameters is considered non-responsive. An open writing style in RFPs is crucial, as it encourages innovation and improvement in the parking industry.
The most complicated RFPs to write involve technology. There are so many things to think about, which can be overwhelming. Complacency, inertia, and fear of deciding are like quicksand for the industry; nothing will get better, and slowly, your organization will be left behind. The
process of developing the RFP should be more akin to that of a building project, with the result in a “blueprint” describing the requirements, the process for implementation with milestones, and the results to be achieved.
Keys to Technology Acquisition
Technology acquisition requires a broad range of skill sets, so much so that some decide to procure technology, if possible, through cooperative contracts or by jumping on open contracts. The RFP process can be daunting. Alternative cooperative procurement sources can be utilized for municipalities and cities. A cooperative procurement has the benefit of avoiding the preparation processes of the bid and bid documents, soliciting offers, reviewing and evaluating responses, and an award. That can be a significant benefit in staff resources and speed of process. However, cooperative procurement does not replace the need for proper planning, the assembly of project management documents (there are many), or the iterative nature of technology procurement.
The project and its elements in a technology RFP will help identify the expertise the review committee needs.
Typical technology RFPs include the following topics, which will influence the make-up of the RFP committee:
● Compliance: Legal, Internal Audit, or Compliance Officer
● Insurance: Risk Management
● Sourcing: Procurement
● Training: Trainer
For some areas, such as data conversion and project management, coverage from outside expertise by a consultant may be desired.
The Importance of Data in Technology Implementation
Data integrity is a critical component of the planning process. For internal and legal purposes, ensuring that the data from the incumbent system transfers to the new system is essential to the project. If data is lost, you may lose the ability to defend yourself in subsequent litigation. Additionally, your ability to operate effectively may be hindered without historical data. In a perfect world, work into the RFP a plan to have both the incumbent
For internal and legal purposes, ensuring that the data from the incumbent system transfers to the new system is essential to the project. If data is lost, you may lose the ability to defend yourself in subsequent litigation.
system and the new technology running side-by-side for a while so that you can compare results.
Further, it may not be operationally practicable to load data in both systems, even if one is offline or in test mode. In this instance, look for a solution that allows a comparison of the data from both systems so that you can evaluate any differences in results. Staff must be confident that the new system is operating correctly and providing accurate information. Since technology is involved, algorithms in the new system may produce unexpected results that cause you to question their reliability. You must study and understand data anomalies carefully, which must be considered in your RFP.
Data conversion creates another challenge. As the buyer, be prepared to deal with the conflicts between the incumbent and the awarded vendor. Ensure there is language in both RFPs and eventual contracts requiring cooperation between the two. Even if the incumbent agrees to cooperate, the new vendor may not know
what to ask for in the data conversion. How data has been stored may not be intuitive and will likely pose a challenge in outdated programs. Databases can be vastly different. Consider housing all your data somewhere safe and uncorrupted in case some or all the data needs to be accessed later or if the data must be reloaded into the new system at some future date.
Open and Transparent RFP
There is always industry chatter during an RFP process about what is going on behind the scenes, though often unfounded. Anyone responding to an RFP, a time-consuming process, wants to feel they have a chance of success. Otherwise, there will be few bids and little competition, increasing the cost.
RFPs written with stringent qualifications or a directive approach can create a perception that they were written for a particular vendor. Frequently, I hear companies claim the RFP was written for XYZ or that only ABC was invited to present before the RFP went out.
Aside from that perception, a detail-specific RFP for an existing process can indicate that innovation is not being sought. Operations tend to use RFPs to replicate existing processes, defeating one of the primary purposes of an RFP- innovation
Some RFPs are less than 100 pages long yet involve complicated operations, and they are effective because the document allows the respondents to provide a solution. Some will even create a team approach where the vendor and buyer build out the technology and processes as they go. These RFPs are written with objectives and milestones with identified methods for measuring progress, such as customer satisfaction, revenue growth, reduction of operational inefficiencies, or a combination of these.
The RFP need not mandate experience that is not necessary for a vendor to be successful. With emerging technologies, many early-stage companies have innovative solutions. Even if the company is new or not known to the team, that does not mean it is incapable of performing. Failing to consider emerging companies may leave the RFP team uninformed about cuttingedge technology.
The same applies to requirements relating to the number of similar installs or the size of operations handled. Restrictions based on the location of installs or the size of operations served should be considered carefully. For example, if an RFP requires a technology company to have similar installs in large U.S. cities or a requirement based upon volume, and the technology company has served Paris, London, Frankfurt, or Madrid, does the number of U.S. cities matter? Requirements related to volume or size may have relevance as a consideration but should not be so stringent that quality providers are excluded. The more salient
question might be stated broadly: how does your company propose successfully managing our account given its size or complexity?
Certain cities and operators have taken a chance with a startup and reaped the benefits of creating an early partnership. A better method is to use references as your tool to vet the vendor. Oral presentations also allow the committee to ascertain the vendor’s ability to perform.
Potential Challenges During Implementation
The implementation phase begins once the RFP is written and issued, and an award has been made. At this point, the parties are bound to each other to find a path to success. If the buyer has documented the implementation plan, it should be reviewed based on the award and discussed with the vendor to obtain its input. If it has not been documented, a formal plan should be formulated so that the project stays within the budget and on the identified critical path. Technology projects can be prone to creep (time and money), particularly when unique or unanticipated circumstances arise once the project commences or when proper planning and project management tools are missing.
In complicated projects, your planning documents may have missed elements that must be addressed. This is why setting aside contingency funds is essential. Examples of things that may arise even with the best planning are key integrations that were overlooked, data that needs to be included or is in a format that requires additional work for input, or a need for a third-party beneficiary of the project such as an outside entity that performs work for you. In such cases, a change as to time or cost may be in order. Such circumstances are uncomfortable but are necessary to maintain good, long-term relationships. Look for opportunities to create a win-win situation.
When the project is complete, in addition to closing documents, conduct a post-project debriefing with your team to document the lessons learned. This information is important for historical use in future projects.
These are just some cursory thoughts about the complications to be considered when procuring technology and the importance of creating a perception of openness and fairness when drafting the parameters for the RFP. Technological advances available to the parking industry necessitate thoughtful and careful consideration of the process to make advances long before the RFP is issued.
SCOTT PETRI is the President of Mobility Parking Advisors, LLC. He can be reached at scott@ mobilityparkingadvisors.com.
Meet the members of the 2024–2025 Board of Directors, Certification Board, and APO BoardPRESENTS THE
Gary A. Means, CAPP Executive Vice President, Pivot Parking LEXINGTON, KY
TREASURER
and
Maria Irshad, CAPP, MPA Deputy Director, City of Houston (ParkHouston) HOUSTON, TX
Marlene Cramer, CAPP Director of Transportation
Parking Services, California Polytechnic State University SAN LUIS OBISPO, CA
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
Hannah R. Adeponu, MA, CAPP
Parking and Mobility Manager (Interim)
City of Omaha, Public Works Department
The Leading Credential in Parking & Mobility
The CAPP certification has taught me the ins and outs of the parking and mobility industry and opened the door for me to continue to advance in my career.”
Christopher Austin, CAPP Director, Parking & Transportation Services, University at Buffalo, NY BUFFALO, NY
Thuy Cobb, CAPP Parking Business System Administrator, DFW International Airport DALLAS, TX
Debbie Lollar, CAPP Executive Director, Texas A & M University COLLEGE STATION, TX
Steven Fernstrom Executive Director, Bethlehem Parking Authority BETHLEHEM, PA
Brett Munkel, CAPP Vice President, Healthcare and University Services, SP+, a Metropolis Company ALPHARETTA, GA
Yassir Jabbari, CAPP Operations Coordinator, University of California, Riverside, RIVERSIDE, CA
George Richardson, CAPP Manager, Transportation and Parking, UF Health Shands Hospital GAINESVILLE, FL
Join the leaders of parking, mobility, and transportation for two days of learning, networking, and career development. Take your seat among the brightest minds our industry has to offer and learn with the best.
Scan QR Code for more information or to regist now!
IPMI Events Calendar
2024
SEPTEMBER
SEPTEMBER 5
Free IPMI Municipal Member Roundtable
Virtual Roundtable limited to municipal/ city members.
SEPTEMBER 10–OCTOBER 18
Call for Awards
Nominate projects, organizations, and professionals for Awards of Excellence and Professional Recognition Awards.
SEPTEMBER 11
IPMI Webinar
IPMI Planning, Design & Construction Committee
Planning, Design, and Construction Concerns for Modern Parking & Mobility Sponsored by Passport
SEPTEMBER 19
Free Member Chat New Members
OCTOBER
OCTOBER 3
Free IPMI Higher Education Member Roundtable
Virtual Roundtable limited to higher education members.
OCTOBER 9
Free Virtual Frontline Training Don’t call us Meter Maids!
