INTERNATIONAL PARKING & MOBILITY INSTITUTE MAY 2020
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INTERNATIONAL PARKING & MOBILITY INSTITUTE MAY 2020 VOL. 2 / N0. 5
FEATURES
26
IPMI’s 2020 Parking & Mobility Virtual Conference & Expo
All the awesome details—including registration—for IPMI’s virtual Conference, coming June 1-2.
30
Curb Management: A Team Effort
Managing curb space used to be relatively easy—but not anymore! Why it’s important to understand and what it means for communities. By Christopher Perry, CAPP, and Charley DeBow, CAPP
36
What Business Are You Really In?
Parking and mobility professionals say they’re in the people business, but what does that mean? By David M. Feehan
42
Going Micro
First-and last-mile options and their vital connections to parking. By Michael Drow, CAPP; Nathan Donnell, CAPP; and Peter Lange
2 PARKING & MOBILITY / MAY 2020 / PARKING-MOBILITY.ORG
/ EDITOR’S NOTE DEPARTMENTS 4 ENTRANCE The Value of the Highly Engaged Workforce By Allen Corry, CAPP
6 FIVE THINGS Great TED Talks for Right Now 8 THE BUSINESS OF PARKING Public-Private Partnerships in Parking By Michael Ash, Esq., CRE
10 MOBILITY & TECH Bicycles, Wheelchairs, and Freight at the Curb By Benito O. Pérez, AICP, CTP, CPM; Cesar Barreto; Mike Goodno; and Laura MacNeil
14 ON THE FRONTLINE Finding Motivation in Disruption and Chaos By Cindy Campbell
16 THE GREEN STANDARD Pushing the Green Envelope By Christian Luz, PE, AICP
18 PARKING & MOBILITY SPOTLIGHT A Storied Career Comes to a Close: Gary Cudney Retires 22 IPMI SHOPTALKS Parking Industry Shoptalks in Review 24 ASK THE EXPERTS 50 IPMI IN ACTION New COVID-19 Resources for Parking & Mobility By Rachel Yoka, CAPP, LEED AP BD+C, WELL AP
52 IN SHORT 54 AROUND THE INDUSTRY 58 PARKING & MOBILITY CONSULTANTS
Letting Go I WAS EIGHT OR NINE YEARS OLD the night I couldn’t
sleep and my dad sat down and asked me what was going on. My dad was a Brooks Brothers suit-and-tie, hors d’oeuvres and cocktails before dinner even at home kind of guy (with deadly accurate throwing-shoes-at- running-misbehaving-kids skills; it was the ’70s), and we didn’t have a lot of heart-to-hearts until I got to college, but I remember this one. I couldn’t sleep because I was all tangled up in worry about some school thing—a project or a test or something. I remember my dad sort of sighed and, instead of the “just go to sleep” I expected, asked me a question: “Did you do your best?” It was out of character and I thought for a second before nodding my head. “Then that’s all you can do,” he said. “What’s going to change if you lie here all night and worry about it?” I snuffled back tears and mumbled, “nothing.” He sat for a minute and said, “If you did your best, there’s no point to worrying about it. You’ll just make yourself tired and won’t be able to do your best tomorrow. And worrying doesn’t change anything. So let it go. Think about something else.” And he went back to bed. I did too, after a little while. It was a great conversation for a little girl worried about school, and it’s a good one now, when we’re all worried about our health, our loved ones, our companies, and our general well-being—and everything else. I don’t remember living through a more stressful time and I certainly never thought I’d live through something like a world-shuttering pandemic. I’m spending more effort than usual focusing on the right-now: Right now, I’m working. Right now, we’re healthy. Right now, we have plenty of groceries. Right now, I have these six things to do. And tomorrow will come whether I lie awake worrying about it or not, so that’s pointless (I am too old for such exhaustion, anyway). Our family has been working hard in our own spaces during the day, but we’ve come together for dinner and a movie almost every night since our stayat-home orders started in March. Most of the movies are silly and lots are those we’ve seen before and loved, and sharing a meal and 90 minutes of laughter and goofiness together is good for all of us. We clean up afterwards, walk dogs, and go off to bed or late-night teenage e-socializing, and the next day always comes. Do your best and let it go. That’s all we can do—tomorrow will come. Please be in touch if I or anyone on the IPMI staff can help you as we continue traveling down these weird paths. We’re all better together. Be well.
60 CALENDAR 61 ADVERTISERS INDEX
fernandez@parking-mobility.org
PARKING-MOBILITY.ORG / MAY 2020 / PARKING & MOBILITY 3
/ ENTRANCE
The Value of the Highly Engaged Workforce
PUBLISHER
Shawn Conrad, CAE
conrad@parking-mobility.org EDITOR
Kim Fernandez
By Allen Corry, CAPP
fernandez@parking-mobility.org TECHNICAL EDITOR
Rachel Yoka, CAPP, LEED AP BD+C, WELL AP yoka@parking-mobility.org CONTRIBUTING EDITOR
Bill Smith, APR
bsmith@smith-phillips.com ADVERTISING SALES
Bonnie Watts, CEM
watts@parking-mobility.org SUBSCRIPTIONS
Tina Altman
taltman@parking-mobility.org.
P
RIOR TO JOINING THIS INDUSTRY , I had a successful career in
the U.S. Army, leading and supporting hundreds of soldiers during peace and war time. I was very fortunate to have highly trained and motivated personnel with tremendous morale ready and willing to accomplish the many variations of tasks and operations, whatever they may be.
PUBLICATION DESIGN
BonoTom Studio
info@bonotom.com at watts@parking-mobility.org or 571.699.3011. For subscription changes, contact Tina Altman, taltman@parking-mobility.org. Parking & Mobility (ISSN 0896-2324 & USPS 001436) is published monthly by the International Parking & Mobility Institute. 1330 Braddock Place, Suite 350 Alexandria, VA 22314 Phone: 571.699.3011 Fax: 703.566.2267 Email: info@parking-mobility.org Website: parking-mobility.org Postmaster note: Send address label changes promptly to: Parking & Mobility 1330 Braddock Place, Suite 350 Alexandria, VA 22314 Interactive electronic version of Parking & Mobility for members and subscribers only at parking-mobility. org/magazine. Periodical postage paid at Alexandria, Va., and additional mailing offices. Copyright © International Parking & Mobility Institute, 2020. Statements of fact and opinion expressed in articles contained if Parking & Mobility are the sole responsibility of the authors and do not necessarily represent an official expression of policy or opinion on the part of officers or the members of IPMI. Manuscripts, correspondence, articles, product releases, and all contributed materials are welcomed by Parking & Mobility; however, publication is subject to editing, if deemed necessary to conform to standards of publication. The subscription rate is included in IPMI annual dues. Subscription rate for non-members of IPMI is $120 per year (U.S. currency) in the U.S., Canada, and Mexico. All other countries, $150. Back issues, $10. Parking & Mobility is printed on 10 percent recycled paper and on paper from trees grown specifically for that purpose.
This is no different than our staff and what we are faced with in the parking and transportation industry today. Strong employee engagement is key to the operation’s success. Management’s priority on employee engagement should be embedded in the knowledge that an engaged workforce optimizes and maximizes productivity, efficiency, effectiveness, creativity, and accountability. This creates an environment in which each individual contributor takes ownership and accountability for their contribution in achieving key results and internalizes the organization’s beliefs. The Dallas Fort Worth International Airport Parking and Transportation Business Unit (DFW P/TBU) established an employee engagement committee composed of frontline employee volunteers whose goal is to create an environment that values, supports, and aligns employee engagement with the DFW P/TBU strategic goals, key results, and beliefs. Through the exceptional leadership of each manager and the tireless efforts of each engaged employee, our team significantly contributed to our receiving numerous recognitions the past two years, including the 2019 IPMI Parking Organization of the Year, 2018 Parking Professional of the year, and Accredited Parking Organization with Distinction.
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A comprehensive employee engagement program encourages employees to work with passion and provides a connection to their organization. When possible, send your junior leaders and frontline personnel to regional parking conferences and training such as the IPMI Parking & Mobility Virtual Conference & Expo. This will help them feel fully absorbed and enthusiastic about the core business and they’ll understand how their position affects the overall mission of your operation (The Big Picture). This is instrumental in their positive actions to further the organization’s reputation in the industry. Remember, a satisfied and engaged parking and transportation employee is a happy and content employee. Genuine leadership, consistent with sincere employee engagement, is a critical element to becoming a successful parking and transportation operation. Our employees are the bread and butter—the backbone and the nucleus of our organization. Without motivated and engaged employees, having a successful parking operation would be extremely difficult. ◆ ALLEN CORRY, CAPP, is assistant vice president, DallasFort Worth International Airport Parking/Transportation Business Unit, and a member of IPMI’s Board of Directors. He can be reached at acorry@dfwairport.com.
Great TED Talks for Right Now What a spring it’s been—uncertainty, new ways of doing almost everything, and stress from nearly every angle. Ready for a break? Here are our five favorite TED Talks for the season. From working from home to interviewing for a new job to figuring out how to be happy, there’s something for you no matter how you’re feeling, and they’re quick, easy watches. Enjoy these and let us know if you have favorites of your own.
Why working from home is good for business. This TED Talk from Matt Mullenweg, cofounder of Wordpress and CEO of Automatic, whose employees all work from home all the time, dives into why working from home is good for companies and good for their employees, including strategies for staying connected with everyone and everything. Watch it at bit.ly/TEDwfh.
3
How to turn off work thoughts during your free time. This is more challenging than ever, what with the dining room table becoming the office. Psychologist and author Guy Winch offers solid steps to help you stop worrying so much about work when the workday is done—more relevant than ever. Watch it at bit.ly/Winchtalk.
5
The happy secret to better work. Psychologist Shawn Achor, CEO of Good Think, Inc., talks about why being happy makes us better, more productive workers, and how we get from stressed to deliriously happy. (This talk is also hilarious and we can all use a laugh these days, are we right?). Don’t miss this one: bit.ly/Achorwork. 6 PARKING & MOBILITY / MAY 2020 / PARKING-MOBILITY.ORG
2
How to be your best self in times of crisis. This virtual conversation from Susan David, psychologist at Harvard Medical School, takes on COVID-19 specifically and offers insight into building resilience, courage, and joy right now, despite uncertainty and stress. She also takes questions from audience members—maybe one is the same as yours. See it at bit.ly/TEDcrisis.
4
What I learned from 32 grueling interviews. Looking for a job? The interview process can be exhausting—State Street India human resources professional Ashwini Mrinal Bhagat knows it better than anyone. She went to 32 interviews before getting her last job and shares insightful and sometimes funny lessons learned along the way in this TED Talk. Enjoy it at bit.ly/somanyinterviews. SHUTTERSTOK / MARISH /NAUM
1
/ THE BUSINESS OF PARKING /LEGAL
Public-Private Partnerships in Parking By Michael J. Ash, Esq., CRE
A
S PUBLIC ENTITIES AROUND THE COUNTRY STRUGGLE with budget deficits, some are
able to balance their budgets with the disposition of valuable assets. Parking is often overlooked as a source of significant revenue and under-utilized as a public utility. Public entities are exploring new relationships with private entities to generate additional revenue. Case Study: New Jersey Transit Hamilton Station New Jersey Transit entered into a public-private partnership to create new parking to meet increased demand from commuters. Through a competitive RFP process, New Jersey Transit sought a private operator to construct a 2,000-space parking deck on New Jersey Transit-owned land adjacent to the Hamilton Station. The transit agency and the private operator negotiated a long-term lease that incorporated terms related to operational specifications, customer service qualifications, parking rates, and revenue allocation between partners. The project also included a retail component to be managed by the private operator. Ultimately, the project was completed by the private operator below construction estimates and the successful operation of the parking deck has exceeded financial expectations.
SHUTTERSTOCK / I'M FRIDAY
The formation of a public-private partnership can create a revenue injection into a budget, assist in the retirement of debt, and shift some operational costs from the entity, resulting in an increase of services for the public. Private investors are usually able to pay large, up-front payments to the governmental entity for the right to collect revenues through a long-term lease, usually in excess of 50 years. The possible benefits to engaging a private entity to manage on-street and off-street parking operations include: ■ Reduce the development risk to the public entity. ■ Reduce the public capital investment in infrastructure and equipment. ■ Reduce maintenance and operation costs. ■ Create value for the excess of underutilized assets. ■ Improve efficiencies and project completion. ■ Improve service to the community. ■ Improve cost effectiveness. ■ Share resources and allocate risk.
8 PARKING & MOBILITY / MAY 2020 / PARKING-MOBILITY.ORG
The formation of a public-private partnership
Parking Design to Enhance the Transit Experience
can create a revenue injection into a budget, assist in the retirement of debt, and shift some operational costs from the entity, resulting in an increase of services for the public. Options for Public Entities Each governmental entity has enumerated powers from their respective governing statutes. The public-private partnership for parking operations, in general terms, will require the disposition of the real property or the revenues generated from parking operations. To begin the process, the public entity will proceed in one of four broad ways: 1. Fee simple sale of the real property (parking lots, garage, etc.) to a private vendor with an agreement (possibly including a leaseback to the public entity of the real property and an option to repurchase at the end of the term), together with an agreement to provide parking services on the property. 2. Lease of the real property, conditioned upon the operation of parking facilities. 3. A concession with the private vendor paying the public entity for the right to operate a parking business on the property. 4. A management agreement whereby a private entity is paid a management fee, which could be a percentage of revenue, to operate the public facilities.
Identifying Potential Opportunities for PublicPrivate Partnerships Public entities that identify a potential opportunity for development should follow these preliminary due diligence activities: ■ Identify excess or underutilized public resources. ■ Evaluate the value of publicly held lands. ■ Evaluate market potential, including tax revenues to be generated. ■ Issue a request for qualifications for professionals to consult on the process. ◆ MICHAEL J. ASH, Esq., CRE, is partner with Carlin & Ward. He can be reached at michael.ash@ carlinward.com.
PARKING-MOBILITY.ORG / MAY 2020 / PARKING & MOBILITY 9
/ MOBILITY & TECH
Bicycles, Wheelchairs, and Freight at the Curb
I
By Benito O. Pérez, AICP, CTP, CPM; Cesar Barreto; Mike Goodno; and Laura MacNeil
N THE MIDST OF 700,000 RESIDENTS and nearly as many commuters in the nation’s cap-
ital, the District of Columbia has seen a resurgence in cycling. Per latest Census numbers, the District counts on 5 percent of commuters taking to two wheels to traverse the city. This considerable mode statistic is not by happenstance, but through planning and investment in our cycling infrastructure for nearly the past two decades. This trend was further bolstered through the enhanced lens of the District’s Vision Zero plan in transportation investments and operations management. That has yielded innovative cycling infrastructure (some new designs, some refined designs from abroad) being emulated across the U.S. One such cycling infrastructure design taking on more prominence here is the protected cycletrack. Protected Cycletrack The protected cycletrack (also known as a separated or protected bike lane), intended to improve the cycling comfort for all types of cyclists, is designed to create a protective barrier between motorized traffic and cyclists. Prominent examples in Washington, D.C., include the Pennsylvania Ave NW Cycletrack and the 1st St NE Cycletrack. Blending in principles of parking
10 PARKING & MOBILITY / MAY 2020 / PARKING-MOBILITY.ORG
being used to calm traffic and provide a greater sense of comfort to the cyclist, some cycletracks have been designed within a road diet to be curb adjacent and leverage parking as a protective barrier. A design derivative to this approach is to leverage loading zones in lieu of parking to protect a cycletrack. Such a design approach has allowed the proliferation of the cycletrack application across the District and across the U.S. However, unintended consequences have emerged with the parking protected cycletrack concept within the past year. This has the District rethinking its design approach to parking/loading protected cycletracks. The challenge from a parking customer perspective with parking protected cycletracks is the spacing between the parked vehicle and the actual cycletrack. Known as the buffer, it is designed at about two to three feet in width, depending on roadway geometry constraints. Though the probability of parking activity happening at the same instance as cyclists passing through is low, it is not without risks. Hazard to the cyclist may be dooring, when a vehicle door opens into the cycletrack, and obstructing the cyclist or provoking a cyclist collision with the door. From a parking perspective, exiting the vehicle the driver/passenger is forced to cross an active travel lane with limited refuge space in the buffer zone and be exposed to a collision with a cyclist.
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As cycletracks create safety and security for cyclist, they can create obstacles or physical barriers for persons with disabilities in term of services or usage of curbside.
Special Circumstances Another twist to the challenge of parking/loading protected cycletracks is the issue of accommodating the individual with mobility needs. As mentioned by the Mayor’s Multimodal Accessibility Advisory Council during testimony on the 2020 Performance Oversight Hearing for Transportation, a concern comes into play when there are multiple needs for the curbside use than expected. As cycletracks create safety and security for cyclist, they can create obstacles or physical barriers for persons with disabilities in term of services or usage of curbside. Previous challenges in a parking/loading protected cycletrack are amplified even further for persons with mobility needs using modified vehicles; vehicles that facilitate mobility for this population includes wheelchair ramps/lifts. Depending on the ramp/lift design, these may protrude into the cycletrack, using existing buffer spacing and creating hazard for the cyclist and the wheelchair user. The design guides referenced above posit solutions that usually include a wider buffer; however, space is often limited, potentially requiring the elimination of a travel and/or parking lane. From the driver perspective with mobility challenges, the customer may face challenges traversing the active
travel lane that is the cycletrack: ■ First, there is inadequate buffer spacing for a customer in a wheelchair, considering turning radius needs of their wheelchair. ■ Second, there is the challenge of ensuring curbside access via a curb cut that has no more than an 8 percent running slope and no protrusion/gap that is more than half-inch in height or width. ■ Third, parking activity may be limited for mobility impaired customers but there are mobility service providers that provide frequent service, such as transit and paratransit, where protected bicycle lanes impose an undue hardship for individuals with disabilities. When commercial loading zones are designated in parking-protected cycletrack designs, the larger vehicle dimensions and multiple delivery runs associated with commercial activity have potential implications for safety sightlines and bicycle-pedestrian conflicts. Furthermore, improving sightlines often entails parking setbacks, or removals, a politically-challenging endeavor.
Rethinking DDOT is at a crossroads with this emerging, multidimensional issue at the curb.
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On one end, continue investing in cycling infrastructure that encourages safe cycling. Another angle is facilitating access for urban freight commerce. Yet a different perspective to this issue is accommodating individuals with disabilities with safe and equitable curb access. Work is underway to rethink design. Work out of San Francisco and Boston has revisited curb design to mitigate the risks and challenges of parking protected bike lanes. However, disability advocates laud the considerations, they want to have more of a voice in the design standard development. DDOT is working in partnership with the District Office of Disability Rights, local disability and cycling advocates, local curbside stakeholders (i.e. freight distributors) and the U.S. Access Board to adapt the practice and existing accessible parking/loading protected cycletrack designs to better accommodate all user of the curb and mobility network. ◆ BENITO O. PÉREZ, AICP, CTP, CPM, is curbside management operations planning manager with DDOT. He can be reached at benito. perez@dc.gov. CESAR BARRETO is Americans with Disabilities Act coordinator with DDOT. He can be reached at cesar.barreto@ dc.gov. MIKE GOODNO is a icycle program specialist with DDOT. He can be reached at mike. goodno@dc.gov.
LAURA MACNEIL is a freight and urban delivery planner with DDOT. She can be reached at laura.macneil@dc.gov.
PLANNING PARKING CREATING PLACES HELPING PEOPLE
Your Life is Our Business
/ ON THE FRONTLINE
Finding Motivation in Disruption and Chaos By Cindy Campbell
A
SHOW OF VIRTUAL HANDS: Who’s suddenly found themselves working from
home? OK, now how many of you with your hand up are finding it a lot harder to actually accomplish work from home than you ever imagined it would be? With ever-changing world news, is it difficult to concentrate and stay on task? if you answered yes to any of these questions, my friend, you are truly not alone. I don’t want to brag, but on any given workday, I can easily find more than 100 reasons to not do my work. How, then, do we improve our ability to focus on the tasks at hand? How do we go about regaining the motivation and subsequent ability to be efficient during this significant life disruption? Here are a few suggestions intended to help you get back on the path to productivity.
Maintain a Routine
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Limit Personal Interruptions Think about it—when you were working at the office, your friends didn’t feel free to call or stop by to chit-chat every morning. Embracing the concept that working from home is still working helps us set boundaries and limit disruptions. When we lose focus, we fall behind on task completion which results in adding to our stress level. We all need realistic work-life boundaries. Let friends and family know what your work hours are so they know the right time to reach out.
SHUTTERSTOCK / FIZKES
While some within our industry are considered essential staff and are still reporting to their worksites, others are in the position of working from home—in isolation—for the first time. Even those of us who routinely work from home are finding it a challenge to focus. Having worked remotely from a home office since 2015, this wasn’t a new concept for me, but I suddenly found it far more challenging to complete my tasks without constant mental interruption. At times, my ability to concentrate is nonexistent. I’ll admit that I have always been someone who is easily distracted (look, a squirrel!!), but my preoccupation with the current world health and economic condition has caused my level of distraction to soar to new heights. Listen,
Stick to a regular schedule. Get up, get dressed (yes, sweatpants count) and get going. This may feel impossible at times, but hear me out. Since childhood, we’ve learned to operate within certain boundaries. These boundaries provide us with routine and structure. These boundaries change for us as adults but they still exist, and for good reason. As humans, we tend to function more effectively—and with less stress—when we can operate within a routine. if you can start work at the same time from the same consistent workspace, you may find yourself better able to concentrate, increasing your productivity.
I’ll admit that I have always been someone who is easily distracted (look, a squirrel!!), but my preoccupation with the current world health and economic condition has caused my level of distraction to soar to new heights.
Take a Break Here’s the reality: You’re going to get distracted, so why not make your distraction purposeful? Part of your new routine should include planned breaks. Clear your mind—step away from your workspace, take a walk outside, call a friend, check your social media—just don’t let a five-minute break turn in to a 30-minute distraction. Even a brief change of scenery can refresh your perspective and motivation.
Stay in Touch You’re not an island. Your co-workers still exist and are likely experiencing many of the same motivational challenges. Our individual need to connect varies wildly, but the bottom line is that isolating yourself from others on your team can be counterproductive to your emotional well-being and stress levels. Whenever possible, find opportunities to work collaboratively. Call, text, video conference. Plan an occasional virtual coffee break.
every waking hour of your day. Unique after-hours situations occur now and then, but resist allowing this to become the norm. Being able to control part of the chaos and uncertainty of our immediate setting can provide us with a little slice of stability. That’s a pretty tall order in today’s environment, but anything you can do to reduce your stress levels and increase
the feeling of normalcy is a step in the right direction. And remember, we’ve still got each other, and we’re going to get through this. ◆ CINDY CAMPBELL is IPMI’s senior training and development specialist. She is available for onsite and live, online training and professional development and can be reached at campbell@parkingmobility.org.
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ISTOCK / THESILENTOBSERVER
Know When to Stop Working Life needs to have balance. Having a routine and boundaries helps you to accomplish the goals of work but having a plan to stop your work routine and rejoin your loved ones is equally important to your mood and motivation. When the workday is over, put away the electronics and stop taking work-related calls and texts. It’s important—especially now—to create time to recharge your internal batteries. Don’t let the workload dominate
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PARKING-MOBILITY.ORG / MAY 2020 / PARKING & MOBILITY 15
/ THE GREEN STANDARD
Pushing the Green Envelope By Christian Luz, PE, AICP
I
PMI CHARTED NEW TERRITORY when its first sustainability framework was adopted in 2011. Updated in
When first introduced, the framework raised the eyebrows of parking advocates and critics, but the industry has made progress promoting transportation solutions and sustainable practices that balance economic feasibility, public health and welfare, and consideration of environmental impacts. The industry had to prove the effort was more than just greenwashing (disinformation disseminated by an organization to present an environmentally responsible public image). Through hard work, creativity, and a commitment to tangible triple-bottom-line strategies that promote economic, environmental, and social solutions, we’ve come a long way from the days when parking was largely viewed as antithetical to anything sustainable. The accelerated nature of innovation within our industry, especially with respect to sustainability advancements, is encouraging and necessary. We’ve now mainstreamed innovations such as LED lighting, roof-mounted solar panels, and automatic vehicle identification systems, and new garages now commonly come equipped with a whole host of features that just a decade ago were viewed as out of the question. To keep advancing, we must push the envelope and explore ideas that might
seem (and actually may be) outlandish. So, what are some of the innovative ideas circulating around parking garage design? Let’s take a look at just two ideas that might shape future sustainability innovations in parking garage design.
CO2 Absorbing Concrete
A recent Forbes article described the work of a firm that has designed a concrete product that injects carbon dioxide into wet concrete, which reacts with calcium ions from cement to form
16 PARKING & MOBILITY / MAY 2020 / PARKING-MOBILITY.ORG
a nano-sized calcium carbonate mineral that becomes permanently embedded in the concrete. The firm’s marketing materials note that, “since the CO2 is chemically converted into solid calcium carbonate, and permanently embedded into the concrete, the gas won’t escape when a concrete structure is demolished and pulverized, because it no longer exists.” Because traditional concrete represents a significant portion of global carbon emissions, any innovation that can trap and remove CO2 could be a game changer.
SRG PARTNERSHIP
2016, the green manifesto established IPMI as “a thought leader, information clearinghouse, and driving force for increasing sustainability practices in the parking industry.” The framework outlined nine action items assembled along the three areas of knowledge and research, programs and operations, and design and construction. Actions ranged from developing and maintaining strategic partnerships with the United States Green Building Council (USGBC), Green Business Certification, Inc. (GBCI), and the Parksmart program, to creating forums, educational content, and information about successful and promising parking and mobility sustainability advancements.
Cross Laminated Timber According to online architectural resource ArchDaily, cross laminated timber (CLT) consist of planks (or lamellas) of sawn, glued, and layered wood, where each layer is oriented perpendicular to the previous. By joining layers of wood at perpendicular angles, structural rigidity for the panel is obtained in both directions, similar to plywood but with thicker components. In this way, the panel has great tensile and compressive strength. Could CLT be used to build parking garages? Elected leaders in Springfield, Ore., think so. Nearly five years ago, the city commissioned a design study focused on delivering and testing a wood-framed structure as part of a larger mixed-use development; this resulted in a collaborative effort between architectural firm SRG Partnership, the city, and the University of Oregon. The City of Springfield has yet to initiate construction, but the idea has many advocates. Another similar garage in Denmark is under design with the hopes of helping that country become carbon neutral by 2050. Read more about CLT in the October 2019 edition of Parking & Mobility. Acknowledging the tremendous advancements in sustainable parking facility design that have taken place the past few years is important and warranted. In less than a decade, our industry has moved quickly from concept stage to broad acceptance and application of a variety of sustainable strategies, and like other industries and sectors, the more we embrace innovation, the more we develop an innovative culture. This in turn promotes further innovation and the virtuous cycle repeats itself. This is precisely why we cannot be satisfied with the status quo and we must embrace and encourage the pursuit of ideas that at first seem farfetched. But farfetched ideas can actually become the norm just as sustainable parking garages have become commonplace. Wooden parking structures and concrete that eats greenhouse gasses may not be in our future. Then again, they might. â—† CHRISTIAN LUZ, P.E., AICP, is associate vice president of DESMAN. He can be reached at cluz@ desman.com.
BIG SCREEN. BIG REVENUE.
The new SKIDATA skiosk family combines ease-of-use and intelligent tech into a new class of device. Increase revenue and improve guest experience with the large HD touch screen display and attractive advertising space incorporated into an automated payment machine with card vending. www.SKIDATA.com PARKING-MOBILITY.ORG / MAY 2020 / PARKING & MOBILITY 17
/ PARKING & MOBILITY SPOTLIGHT/PARKING PROFESSIONAL
A Storied Career Comes to A Close: Gary Cudney Retires
G
ARY CUDNEY RETIRED THIS SPRING after more than 36
years in parking. The former president & CEO of Carl Walker, Inc., Cudney oversaw the firm’s merger with WGI and retired as senior vice president of WGI, completing the transition of the leadership of the firm’s parking division. He is known as a visionary leader and mentor to many parking professionals across the U.S. Parking & Mobility had the opportunity to speak with him about his career, the parking industry, and what he sees in the future. P&M: Thirty-six years is a long time to spend in one industry, much less a single company. How did you get into the parking industry? Gary Cudney: When I started my career, I couldn’t have imagined ending up in parking. In 1984 I was a structural engineer working for American Hoist & Derrick, a company that built cranes and derricks, and I worked for the off-shore oil rig crane division. My wife and I both grew up in Grand Rapids, Mich., and we wanted to get back to Michigan. At the time, Carl Walker was starting his new firm in Kalamazoo and I was his first hire.
P&M: Did you immediately take to parking? GC: It was completely different. For American Hoist & Derrick, I was working entirely with steel. There was no concrete. I was doing very complex engineering and it was a great job. They couldn’t believe I would leave their business for parking! They gave me a Little Tykes parking garage as a going away gift. At the time, the US economy was in recession, and they figured I’d be back when things picked up. It’s a good thing I quickly enjoyed parking because they were out of business in a couple of years. P&M: I guess your timing was pretty good then. What were your initial perceptions of the parking industry? GC: Mostly, I remember Carl Walker. Carl was a big personality. He was great at networking and he was an incredible structural engineer/parking consultant and a great teacher. He had a plane and we would fly together all over the place, visiting contacts, clients, and prospects. I immediately loved it, and for 36 years I never stopped loving it. P&M: What about parking attracted you? GC: When you’re a structural engineer and working on other types of buildings,
18 PARKING & MOBILITY / MAY 2020 / PARKING-MOBILITY.ORG
your role is diminished. You have your piece and that’s what you work on. In parking, we do much more: structural design, parking consulting, and prime project management. I always kept learning and the work was always interesting. I was also very active in all of the groups, including IPI, and now IPMI. I love the camaraderie of the parking business and I’ve always loved going to the industry conferences and reconnecting with people. IPMI: How do you feel about leaving this behind? GC: As we’re talking, I’m working on two big parking garages for Gerald R. Ford International Airport in Grand Rapids. The airport has grown so much that it is literally out of covered parking, and on these projects, I’m helping design an expansion and a new rental car facility. Fortunately, I will keep connected with these projects after I retire, working on the designs and serving as a mentor. So, I’ll keep my finger in the industry. But I’m looking forward to retirement. My wife and I are planning to spend a lot more time with our 11 grandchildren. Our four children have their own families now, and we love to be together. There’s a lot to look forward to.
IPMI: You mentioned the jobs you’re working on in Grand Rapids right now. Looking back on your career, are there any projects that you’re particularly proud of? GC: Certainly, the first parking structure I designed, Campau Square in Grand Rapids. It was really advanced for its time, with precast panels with burgundy trim, technology that was state-of-the-art at the time, and glass-backed elevator and stair towers. Also, the West Garage at Boston’s Logan Airport. It’s attached to the airport’s Central Garage, and it was our first parking structure with circular helix ramps and it had integrated rental carparking. Another special garage is Atlantic Station in Atlanta. It was developed on land from an old repurposed steel mill, and it was built into the side of a hill. There were 8,000 parking spaces and on top of the parking structure there are 16 city blocks of streets, retail, and commercial development. It even has four high-rise buildings on it. It’s a really special, creative development. IPMI: Are there any types of projects that you particularly enjoyed working on? GC: I probably enjoy designing airport garages the most because they are bigger and more complex. In the end, you usually get a more sophisticated design. Over my career, I was involved in the design of airport parking garages at Louisville, Dallas/Fort Worth, Wichita, Pensacola, Dayton, Buffalo, Atlanta, Norfolk, and Columbus Airports, and of course Logan and Grand Rapids. I love the buildings, and I like to visit them and park in them. But, when I think about the projects, I always most remember the people who I worked with on each. IPMI: How has the industry changed since you joined it in 1984? GC: So much has changed over the years. For one, the projects themselves have changed. When I started, we were typically just doing garages. Now, mixed-use design is more common. That has been a great thing for me because I had a chance to work with architects on mixed-use projects and I continued to learn a lot. The growth of technology has also been a big change. For starters, the concrete technology has changed, so garages are much more durable today. Also, the technology that’s installed in garages, like revenue control equipment, has advanced so much. When I started, we didn’t even have computers on our desks. Now, our iPhones have greater technology by far than our first PCs. I started with hand drawings: ink on mylar. Now, everything is done with computers. And there has been more change in the last 10 years than in all the previous 25 years.
The evolution of electric vehicle technology in garages has also been interesting. There was a big movement about 15 years ago toward electric recharging technology, and then that fell off a bit. Now electric vehicle use is becoming more common. Delivery methods have also changed. Design-build and now P3 projects are more common, allowing us to partner with contractors, developers, automated parking companies, and parking operators on projects. It will be interesting to see how autonomous vehicles change driving habits and impact parking design. WGI has a trademarked design process called FlexPark that revolves around designing garages that are adaptable to other uses if parking demand falls. It requires special design features up front to adapt in the future, including specially located ramps and elevators, and façade and infrastructure features. It’s really interesting designing for an unknown and unknowable future, and these types of approaches provide flexibility to our clients. If demand doesn’t fall, they still have a useful, functional garage.
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IPMI: You mentioned your new firm, WGI. You were instrumental in merging Carl Walker, Inc. with WGI. How did that come about? GC: We realized that the industry had become bigger than parking and we thought that, strategically, it made more sense to be part of a larger, multi-disciplinary firm that is committed to providing technology-based solutions. I was particularly interested in finding a larger firm with an existing transportation group where we could integrate parking, mobility, transportation, and transit in one place. We found what we were looking for—WGI even has a vice president of new mobility and connected communities and as well as a manager of transportation technologies and connected communities—and the acquisition was completed on July 1, 2017. The deal opened up many more opportunities for us to work in new areas of the country with WGI’s many offices. For instance, overnight, we went from no offices in Florida to eight. When WGI subsequently acquired Big Red Dog, we added four new offices in Texas. With the mergers of WGI, Carl Walker, and Big Red Dog, we integrated our structural and parking divisions and became a single group that can handle parking, marine engineering, and high-rise vertical structures, and we all share resources. We have more capabilities to pursue interesting and complex work because now we can do the whole mixed-use building, not just the parking.
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IPMI: Now that the merger is successfully completed, where do you go from here? GC: Well, as I mentioned, my wife and I plan to spend a lot of time with our out-of-state kids and grandchildren, visiting them and vacationing together to ski, hike, bike, and enjoy the beach. Our four sons and their families are spread out, two in Chicago and two in Ohio, so we plan to do a bit of traveling to spend time with them. We also are active in our church and plan to serve there more including going with a group from church on a disaster relief project. I’ll keep an eye on the parking industry too. There’s a lot of really interesting and exciting change coming, not just from TNCs and autonomous vehicles, but with self-parking vehicles too. I would love to help develop systems to allow self-parking vehicles to wind their way through garages to find parking and park themselves. I’m also a big proponent of cashless payment technology, LPR, Bluetooth, and parking guidance, and I expect that we’ll be seeing a lot more sophisticated technology from those sectors. ◆
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/ SHOPTALKS
Parking Industry Shoptalks in Review
I
PMI HOSTED SEVERAL LIVE, online Shoptalks in March and April for industry professionals to come
together and talk about their experiences working and living during COVID-19. A quick summary of each is below; you can watch the full recordings on our YouTube channel.
March 24, 2020
March 24, 2020
March 31, 2020
April 14, 2020
Online Shoptalk for Municipalities and Transportation Providers: COVID-19 and Our Industry’s Response.
Online Shoptalk: COVID-19 and Industry Response— Universities and Campuses
Online Shoptalk for Airports: COVID-19 and Our Industry’s Response
Online Shoptalk: Mobility Options and COVID-19
Moderator: Kim Jackson, CAPP
Moderator: Dean Ahmad and Dave Wilson, CAPP, DFW Airport
Takeaways: ■ Businesses are learning to adjust to a remote work environment and communicating with all employees on- and off-site. ■ Employers shared experiences managing operations with frontline staff moving to remote work, and reprioritizing field staff employees and determining essential and non-essential staff. ■ Discussed how best to communicate in person while social distancing. ■ Effects included closures of parking facilities and operations, and revenue.
Upcoming Shoptalks May 6 Leadership on Their Terms to Ease Stress and Enable Focus May 13 Municipalities, Finance, & Recovery
Takeaways: ■ Universities struggling with the loss of main transportation to and from campus and lost revenue from students being reimbursed for room and board. Limited shuttles and buses and a significant reduction of ridership and consolidated bus routes were identified challenges. ■ Universities and management dealing with staffing onsite and moving them to remote work and students have moved to remote learning. Assigning special TNC or other rides for essential staff for universities with health/science facilities. ■ Communication to students and employees about campus parking lots and refunds/credits for unused parking permits for the rest of the year.
Takeaways: ■ DFW Airport has seen a reduction of 80 percent in parking transactions, 70 percent in concessions, and a 65 percent reduction in number of flights per day. ■ TSA checkpoints have been down significantly ■ Reallocating job duties to cleaning airport and transit vehicles. ■ Some airports are struggling with operations center personnel contracting COVID-19 and having to quarantine and testing other personnel and moving work sites. Ensuring communication to all personnel, partners, and concessions when this happens.
Takeaways: ■ Struggles with revenue loss from municipal parking/garages and reduction in transit services down at least 70 percent. ■ Many new parking programs depend on existing revenue stream that is no longer there. ■ Creating special dropoff parking sites for restaurant business deliveries and curbside pickups ■ New York City was able to pull together a program in four days to provide special parking permits for critical medical personnel parking for COVID-19 related emergencies. ■ Increase in contactless payments for parking meters.
For a complete schedule of online events— and there are plenty—visit parking-mobility.org.
22 PARKING & MOBILITY / MAY 2020 / PARKING-MOBILITY.ORG
ISTOCK / MACK15
Moderator: Casey Jones, CAPP
Moderator: Robert Ferrin, Assistant Director for Parking Services, Columbus, Ohio.
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ASK
THE
EXPERTS How are you preparing for a post-COVID-19 future/recovery?
Brett Wood, CAPP, PE
Kathryn Hebert, PhD
President Wood Solutions Group
Director, Transportation, Mobility, Parking City of Norwalk, Conn.
I think one of the biggest challenges in the parking/mobility world is what recovery and the new normal look like. I’ve been trying to think and roadmap how transportation and travel behaviors might change and what that means for our parking and mobility programs. If we are going to jumpstart our programs, we need to think strategically about how to realign pricing, curb management, and overall operational policies to support change and attract customers.
We have suspended all on- and off-street parking fees through May 2020 and reduced staffing by 6.3 percent and other non-essential expenses. Recovery will include a slow fee and staffing ramp-up through the first quarter of the fiscal year. We will also offer different programs to assist economic and community development, such as validation programs; adaptive reuse of larger public facilities, marketing and parking event collaborations and potentially an on-street parklet program.
Brian Shaw, CAPP Executive Director, Transportation Stanford University I’ve appointed our policy lead to oversee this effort. They are monitoring the status and capabilities of our public transit partners, needs of the healthcare system on campus, and activity level permitted by local law and university decisions. We have set up a Slack channel on post-COVID-19 for ideas, concerns and relevant articles so we can all keep up to date. Ultimately, we will take our lead from university leadership and adjust our services accordingly.
Casey Jones, CAPP Senior Parking and Mobility Planner DESMAN Aside from devoting time to critical thinking regarding how parking demand may go up (fear of public transportation) or down (more permanence of telecommuting strategies), the most important thing we are doing now is reinforcing our relationships by staying connected with our friends, clients, and colleagues. Regardless of how things change, the trust and confidence we place in each other will be the key to addressing an unknown future.
Mark Lyons, CAPP Parking Division Manager City of Sarasota, Fla. We are exploring ways to accommodate parking for service workers while businesses ramp up again. We anticipate upward of 15 percent reduction in the number of permits being issued next year to professional staff who may remain working from home. Publicly, we will promote greater emphasis on the use of remote payment platforms to mitigate physical contact points in our parking system.
/ HAVE A QUESTION? Send it to editor@parking-mobility.org and watch this space for answers from the experts.
The opinions and thoughts expressed by the contributors do not necessarily reflect the opinions and viewpoints of the International Parking & Mobility Institute or official policies of IPMI.
24 PARKING & MOBILITY / MAY 2020 / PARKING-MOBILITY.ORG
Ticket by Mail:
A fully automated way to cut costs and increase revenues Terry McGean, City Engineer of the Town of Ocean City achieved the best of both worlds: a solution that was customer-friendly, reduced cost and that increased parking revenues. One of the primary goals was to create a parking experience that encouraged longer stays at Ocean City’s beachside lot by making it as convenient as possible to pay and park. With ticket by mail, Ocean City was able to repurpose its PEOs as ambassadors to educate tourists on how to park. For any unpaid parking sessions, an invoice covering the balance of the time plus processing fees could be sent by mail using gtechna’s fully automated gateless fixed LPR and ticket by mail system for processing and mail out.
To learn more about The Ocean City Experience and register for our webinar, go to gtechna.com/events
gtechna Ticket-by-Mail seamlessly integrates automated direct mail citations for a complete end-to-end parking enforcement solution.
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eCitation and Permit Software
IPMI’s 2020 Virtual Parki Conference ...coming June 1-2 Professional Development, Education, Networking, the Expo, and More!
ISTOCK / SORBETT
26 PARKING & MOBILITY / MAY 2020 / PARKING-MOBILITY.ORG
ing & Mobility & Expo
I
PMI’s 2020 Virtual Parking & Mobility Conference & Expo will be packed with more
than 40 sessions and 100 speakers, immersive deep-dive sessions for attendees to explore key topics, presentations from some of the most innovative organizations, an interactive online Expo complete with live-staffed booth hours, and opportunities to engage and foster collaborations and build lasting relationships.
The Virtual Conference & Expo features: ■ Access to all education and platforms—both live
and recorded—for an entire year, including questions and answers with the speakers, chat, and twitter feeds! ■ Innovative General Sessions and GameChangers that address the industry’s most relevant topics. ■ More than 40 educational sessions with 100 speakers. ■ Networking and collaboration with parking, transportation, and mobility professionals from around the world, plus dedicated networking chats on hot topics. ■ Customized education in five inspiring and tailored tracks. ■ Technology-focused Learning Labs—just like the live events. ■ Expo with the largest showcase of innovative technology and service providers looking to streamline your operations and prepare you for the future. ■ Specialized halls for the Smart Cities Pavilion and our popular Start-up Pavilion, as well as new forums for international and state and regional associations. Attendees earn as many as nine CAPP points for live sessions, plus up to 17 (or more) toward application and recertification. Find out more about how to kickstart your CAPP here. Plus, CAPP scholarship deadlines have been extended to May 8—apply today for scholarship funds to attend.
Kicking Off With Our Keynote In this practical and provocative keynote, leadership is reframed as a daily choice rather than a set of titles or accolades earned in time. Drew Dudley shows that treating each day as if it is “Day One” of a leadership journey results in a stronger daily commitment to acting on one’s core personal and organizational values. Walk step-by-step through the discovery of their personal leadership values, examine how those values can be translated into daily behaviors and how values based decision-making leads to your personal and organizational success.
TO
PARKING-MOBILITY.ORG / MAY 2020 / PARKING & MOBILITY 27
IPMI’S 2020 VIRTUAL CONFERENECE & EXPO
Five Tracks of Education Build a customized education program tailored to your priorities. Attend live sessions with interactive content and real-time questions and answers with all panelists and speakers. Every presentation and panel will be available to you to watch and review for an entire year, organized into five tracks: ■ Build. Planning, design, construction, maintenance, and renovation; curb management; garages, lots, mixed-use; and adaptive reuse. ■ Energize. Inspiration, innovation, and motivation; advocacy, team-building, leadership, marketing, and public relations. ■ Execute. Administration, operations, risk management, finance, human resources, project management, strategic planning, and day-to-day. ■ Innovate. Innovation and tech, the state of the industry, bleeding-edge thoughts, creative organizational solutions, and disruptive technologies and practices. ■ Move. Transportation, TDM, and trends; first- and last-mile; mass transit; and micro-mobility. We’ve added new sessions to address industry disruption and the current crisis, including training and talks dedicated to both personal wellness and professional success. You determine the content in networking roundtables dedicated to where we are now
as a community and how we can emerge stronger and more resilient in the months ahead. New this year, networking times offer follow-up conversations with your peers to keep the discussion going on Gamechangers and featured sessions, as well as sponsored education sessions from our partners. The event includes a comprehensive library of on-demand sessions accessible immediately during the Conference & Expo. A sneak peek at a few titles: ■ Winning as a Team: Failure is Not an Option. ■ Competing for the Curb: Can On-street Parking Management Survive? ■ Climbing the Ladder: Proving Yourself as an Industry Leader. ■ Managing Demand: Harnessing Competing Priorities Within University and Healthcare Parking and Transportation Operations. ■ Micro-mobility, Your Parking Garage, and Data: Fitting All the Pieces Together. ■ Driving Themselves: Are Driverless, Connected Cars in Parking Facilities Fantasy or Approaching Reality?
The Expo Hall is Always Open Virtual Expo, you say? It can be done, and then some— and with numerous benefits to both attendees and exhibitors. Attendees receive a “digital briefcase” to amass valuable information, resources, and more, and
Attendees receive a “digital briefcase” to amass valuable information, resources, and more, and it’s all available for an entire year. Visit every supplier, consultant, operator, and provider to get the information you will need to address your needs now and well into the future.
28 PARKING & MOBILITY / MAY 2020 / PARKING-MOBILITY.ORG
Keynote Spotlight: Creating a Culture of Leadership By Drew Dudley it’s all available for an entire year. Visit every supplier, consultant, operator, and provider to get the information you will need to address your needs now and well into the future. You aren’t limited to Expo hours either: We offer dedicated hours to the Expo hall, but you can visit anytime during the two-day event—and for the year going forward. Exhibitors receive the digital platform for the entire year, too. Check out the Learning Labs and gain the insight you need to guide your operation. The Expo will feature the best and the brightest companies in the business, offering solutions and services both during the current crisis and beyond, to plan for the future. (We don’t know exactly what parking and mobility will look like in a post-COVID future, but between the world-class education and Expo, we will catch more than a glimpse.) The Expo will also highlight special areas, including the Smart Cities Pavilion, the Start-up Pavilion, and a new forum for international partners including the Alliance for Parking Data Standards, Global Parking Association Leaders (GPALs), and our state and regional associations.
Our Amazing Community We miss you. We know you miss each other, too. Don’t miss out on all the opportunities to connect with our community of professionals. Networking sessions, virtual happy hours, and coffee chats are at your fingertips in the virtual event. Featuring opportunities to engage with your peers, there are unlimited chances to connect with the colleagues you know, and the new people you want to connect with. The 2020 IPMI Parking & Mobility Virtual Conference & Expo will offer all the best of our annual Conference—in a different way. Highlights include: ■ Expo: The sky is the limit—you have these two days plus the rest of the year—to set up meetings, download valuable details you’ll need to prepare your organization and your operation for the future. ■ Education: Access to all live and recorded education, learning labs, resources, and digital platform on an entire year. Interact with speakers in real time and get all your questions answered. No excuses for missing a single session! ■ Networking & Connections: Meet colleagues from around the globe and make new connections virtually. Stay tuned for more details on social events and maybe even a virtual happy hour or two (it’s BYOB and we know the bartender is very cool). We can’t wait to see you there—follow us on social (@IPMInow) and visit the website to get all the details. ◆
One of the weirdest things about my job is that my mother has no idea how to explain it to other people. “You told me not to say you’re a motivational speaker, but you get paid to talk,” she told me. “I just tell people you turned out to be a lawyer like you planned. Fewer questions.” It’s mom logic, and most of us are aware it’s best not to mess with mom logic. That was the original plan though: law school. However, as a great mentor once told me, “Plans aren’t nearly as important as momentum,” and life’s momentum took me on a winding road that never ended up in a courtroom. Instead, I found myself at the University of Toronto, charged with creating and building its leadership development program. This surrounded me with some of the most dynamic and generous young people in the world: They raised money for charity, fought for social justice, and generally aimed to make the world a better place. And NONE of them seemed to be comfortable calling themselves leaders. They, like most of us, had been educated from a very young age to equate leadership with power and influence—something measured by titles and accolades earned over time. Equating leadership with money and charisma means too many young people, introverts, and people with jobs that are essential but under- or unpaid start to ignore the leadership and impact they have every day. I wanted to change that, but it was important to me to not just encourage people to think about leadership differently, but to show them how to adopt leadership behaviors that created powerful daily impact. I developed the Day One Leadership Process and have spent close to a decade sharing it from stages on five different continents before writing my internationally bestselling book “This is Day One: A Practical Guide to Leadership That Matters.” DREW DUDLEY will keynote the 2020 IPMI Virtual
Parking & Mobility Conference & Expo. Click here for a preview of his fantastic presentation!
PARKING-MOBILITY.ORG / MAY 2020 / PARKING & MOBILITY 29
A Team
Managing curb space used to be relatively easy—but not anymore! Why it’s important for everyone to understand curb management and what it means for communities.
By Christopher Perry, CAPP, and Charley DeBow, CAPP
30 PARKING & MOBILITY / MAY 2020 / PARKING-MOBILITY.ORG
Effort P
ARKING MANAGEMENT the past 85
years has been straightforward. The vehicle parks, possibly makes a payment,
and perhaps enforcement checks if the car is authorized to park at that time and then takes an enforcement action if a violation is identified. Technology has supported this by streamlining this process in various ways, but the policies at the curb have not changed very much. The future of the curb is much more complex. There are more stakeholders involved and more technology is needed. New mobility modes seem to arrive daily and it takes a team to tackle these challenges. We need to get the right people in the right seats on the bus.
SHUTTERSTOCK / ONE LINE MAN / R.CLASSEN
PARKING-MOBILITY.ORG / MAY 2020 / PARKING & MOBILITY 31
Parking is no longer an afterthought to city planning. Parking professionals are being asked to join greater mobility discussions to help solve the growing problems facing our urban centers.
The advancement of technology has clearly had an effect on our operations. Connected platforms, license plate recognition (LPR), mobile apps, and data make our operations more efficient and provide a higher level of service for our customers. However, on-street parking policies have remained relatively consistent for the past 85 years. Yes, we have moved some time limits, tiered rates, and reorganized some curb space, but we have not transformed a majority of the curb policy. It becomes imperative to investigate what comes first: policy shift or supportive technology. Parking is no longer an afterthought to city planning. Parking professionals are being asked to join greater mobility discussions to help solve the growing problems facing our urban centers. Five years ago, the curb consisted of car parking, loading zones, bus zones, and maybe a few taxi stands spread out across the city. The decision to change the policy on a specific curb was primarily based on the need directly attached to that curb; a hotel needed a taxi stand or a commercial district needed a loading zone. Enforcement was sporadic because technology was lacking, but also because these zones were a small piece of the overall operation. Cities focused the technological investment to higher priority areas such as paid parking. The parking technology sector followed accordingly, and earmarked research and development dollars on products and software that matched this focus. They did not see a large enough opportunity to develop new technology that specifically addressed these specialty zones. Technology is starting to offer more options. Professionals are leaving their operational roles and starting to develop technology to solve real problems. However, there may be a major shift in solutions based on the size of the municipality or university. Historically, parking technology for large urban cities was the same as it was for the smaller cities. The needs for a New York, N.Y., are more complex than a State College, Pa., but overall, the technology did the same job: collect payments, issue permits, and enforcement. The 32 PARKING & MOBILITY / MAY 2020 / PARKING-MOBILITY.ORG
needs for larger cities are starting to be drastically different. Will the technology sector focus on only the big cities? How will the technology sector react?
We Have Been Here Before Curb management is a predominant topic in the climate of the parking and mobility industries, and rightfully so. Competition for curb space seems to grow on a daily basis. Home delivery services, transportation network companies (TNCs), food delivery services, scooters, and the more traditional players such as cars, buses, and taxis are all vying for the same real estate. While these relatively new entrants are adding stress to the system and increasing the need to properly manage spaces, the idea of curb management is one that precedes these new players. Parking meters, disabled parking zones, and taxi stands are all examples of prior curb management techniques. The early 1900s saw the increase of automobile use, and with it came congestion. Parking regulations of the time were not adequate to manage the increase in automobile parking. The issue was so prevalent that cities began banning parking cars within shopping and business districts during daytime hours. Parking continued to be an issue and in 1935, Oklahoma City installed the first parking meters. A more recent instance of curb management surrounds the identification and protection of parking spaces for disabled drivers. The designation of certain parking spaces for disabled drivers is an essential part of a parking system. These spaces are often located in areas that afford the greatest convenience for the drivers who use them. In a shopping center, the stalls are closest to the store entrance; on a block face, the locations are often at the end of the block or in front of medical facilities. This value created the need for regulations and policies to manage curb space. States and municipalities vary in how disabled parking zones are regulated, but in the simplest terms, the zones are designated for drivers with the proper identification. All other drivers are restricted from using them
SHUTTERSTOCK / ONE LINE MAN
Taking the Lead and Why it Matters
and penalties for improper parking can be significant. For example, in New Jersey, these fines could exceed $250. The value of these zones is so high that it has led to abuse of the underlying regulations in place to protect them. Disabled placards or hang tags are frequently transferred from vehicle to vehicle and used by drivers they are not designated for, while other drivers obtain placards without following the proper processes. These abuses impact availability of disabled zones and lead to further regulations to protect them. New Jersey now requires that the issuance and renewal of disabled placards be endorsed by a medical professional. Additionally, the new placards include added terminology and expiration information to make enforcing these zones easier. Taxi stands and taxi relief stands are designated curb locations designed to provide areas for taxis to queue. Metropolitan cities contain thousands of taxis engaged in the delivery of passengers—New York and Chicago have more than 12,000 and 6,000 taxi cabs respectively. These vehicles could cause tremendous traffic congestion if not properly stored when not in use. The idea of storing taxis when not actively transporting passengers is a basic one, but it cannot be accomplished without adequate locations and policies to store them. New York City has more than 60 taxi stands or taxi relief stands available to cab drivers and actively enforces these zones for compliance. Fines for illegally parking in the areas exceed $100
to rapidly affect the curbside make it nearly impossible for parking administrators to maintain policies that address all the current issues they face. A proper foundation grounded in solid core parking policy is the key to managing this ever-changing ecosystem. Through the prioritization of the curbside use and proper communication of such policies, cities can reconcile the competition for curb space with core principles that were adopted by all the necessary city stakeholders and policymakers. Seattle and Las Vegas cited core policy as the driving force behind how they manage TNCs and scooters. Seattle currently does not have an e-scooter policy and this service is not currently offered within the city. This may change in the future, but a well-communicated curbside policy fostered an environment where the potential vendors are working with the city before offering their service to the public. This collaborative effort will ultimately result in a solution that is respectful for all parties.
The City Perspective
Similarly, Las Vegas relies on existing taxi or drop-off regulations when addressing the services offered by TNCs. This landscape is changing, and pick-up/dropoff volumes may be increasing, but the city can utilize existing regulations and policies to address this evolution. The process of creating and adopting city policy cannot keep up with the rapid pace of technological change. A solid core policy is essential for administrators and policymakers to manage access to the curb. Collaboration is as important as integration. Cities make data-driven decisions, and having the ability to view and analyze the various data sets generated from their parking technologies is essential to developing parking policies. The amount of data being generated is growing every day, and the only way for parking administrators to fully understand their operation is by integrating these data sets. However, without proper collaboration, the success of a new technological deployment is at risk. Collaboration is not limited to the relationship between the technology partner and the parking department and is broader than one specific project:
The act of managing the curb is not unique to the cities we interviewed. Competition for the curb is intense and often crosses multiple right-of-way functions. Parking and mobility functions are only a part of the curbside ecosystem, which must also include access for pedestrians, commerce, and activation initiatives such as sidewalk cafes, food trucks, and parklets. All these parties interact with the curb in different ways and not all are present in all cities. These variables challenge parking administrators to develop curbside policies that are relevant in the current and future environment. Good core policy is key to an effective curb management program. Technology within the mobility industry is developing at a rapid pace. TNCs, car-sharing services, and scooters are popular mobility platforms that didn’t exist 10 years ago. Services such as Uber and Lyft experience large market adoption at the same time companies offering car-sharing or e-scooter services are experiencing expansion and contraction in their respective businesses. The fluidity in these emerging platforms coupled with the ability for new technology
The fluidity in these emerging platforms coupled with the ability for new technology to rapidly affect the curbside make it nearly impossible for parking administrators to maintain policies that address all the current issues they face.
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stakeholders to deploy technology that is mutually supportive of parking policy. ■ Cities must collaborate with one another to develop policies that include the experiences and lessons learned from technology pilots. ■ Technology providers must collaborate with parking administrators to deliver a solution that meets the needs of the city. Too often, technology is developed that addresses what the perceived problem is, so the solution only addresses a portion of the problem it attempts to solve. Many cities are progressive in their exploration of new technology and pilot programs are often utilized to test new solution sets. A collaborative effort between cities with good core policy and technological partners that are willing to listen and develop will result in solutions that are problem-solving and scalable.
A collaborative effort between cities with good core policy and technological partners that are willing to listen and develop will result in solutions that are problem-solving and scalable.
Technology is Not the Only Answer— For Now
Las Vegas, Nev. Let’s look at an example of changing a curb to allow short term pick-up and drop-offs. While the initiative has merit, until it is tried, the impact of getting cars out of travel lanes and to the curb is unknown. Las Vegas; Washington, D.C.; and Columbus, Ohio, have tried to manage these zones in the past year. Technology alone was not the solution as all three cities also needed personnel to manage these flex zones. Pilots are not a long-term solution, but to see the effectiveness of these zones, pilot programs that collect data are needed. We need to know these types of policies will actually have an impact and be of value to the cities before technology can catch up with a process to streamline it.
So how is the technology gap closed? In discussions of evaluating current technology with Brandy Stanley, CAPP, parking service manager for the City of Las Vegas, we learned that Las Vegas will soon allow TNC drivers to stage in a city owned parking garage at night. The garage serves daytime demand and is empty at night. To make this operate efficiently, Las Vegas needed a solution that was not available, so the city paid to have it developed. Technology vendors can be good partners in developing needing solutions or repurposing existing solutions for new problems. Orlando, Fla. There are not just voids within and between technology and policy; voids also exist within departmental structures inside a municipality. As nighttime entertainment centers grow, more people are attracted to these areas. The impact of this success creates new mobility challenges: TNC and taxi volume increases, parking challenges extend beyond normal business hours, and pedestrian traffic needs to coexist within this environment. Cities are beginning to recognize the need to create roles that specifically deal with this new environment. The City of Orlando created the position of a nighttime economy manager who bridges the gap between parking and planning, daytime and nighttime, with a focus on the mobility challenges that are the result of a vibrant entertainment district. Downtown Orlando witnesses a huge population increase on weekend evenings. This population arrives at various times, with a disproportionate population exiting the district after midnight when the nightclubs begin to close. The nighttime economy manager manages all aspects of this ecosystem by bringing together the various parties involved—TNCs, city planners, politicians, police, and other stakeholders—to develop a platform that includes the goals of all parties. Additionally, the city utilized community redevelopment agency (CRA) status for the district, allowing for easier funding for the initiative. This focus has led to the development of new policies and technology to manage the TNC volume. As evening comes to an end, the volume of TNC pickups increases and reaches a point of congestion that jeopardizes pedestrian traffic. By deploying geofencing technology that is supported by new traffic policy, Orlando created TNC zones for picking up passengers on the perimeter of the entertainment center. These pick-up zones were determined in conjunction with the TNCs using passenger data to identify popular areas. Orlando took things a step further by creating a pick-up
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■ Parking administrators must work with internal
hub in one of the zones and inviting trucks to sell food to waiting TNC riders. Restrooms, security, and lighting we also added to increase the attractiveness of the area. The program is still in the pilot phase but is expected to expand to include more TNC zones in the near future. The marriage of policy, technology, and staff lead to a situation that benefited all parties.
BUSINESS VISION We seek to streamline and optimize control of your parking structure, its management, productivity and security. Our differentiation and competitive advantages enable you to improve the level of service, while exploring new business opportunities.
Pittsburgh, Pa. In January, Pittsburgh Mayor Bill Peduto released a plan to change the Pittsburgh Parking Authority to the Pittsburgh Mobility Authority. The plan would task the authority with finding, and managing, unconventional ways to move people around Pittsburgh. David Onorato, CAPP, executive director of the Pittsburgh Parking Authority (and IPMI Board Chair), said the motive for the planned expansion of duties was to be able to put the right decision-makers in the room to allow Pittsburgh to move quickly to address new and innovative mobility modes and technologies. Is this the new model for parking departments/authorities?
Chicken or the Egg? What comes first, technology or policy? As the industry continues to tackle curb management, it seems like each question answered leads to more questions to be addressed. The pace of change is rapid and technology can outpace the changes made to parking policies. This is compounded when we begin to include mobility within the parking domain. Collaboration between parking policy and technological investment is critical but this collaboration must extend beyond the traditional parking departments and authorities. Mobility topics continue to impact parking operations and these items need be included when we make changes to policies. Technology also play a key role in the long-term success for curb management. Technology that is developed without full consideration for the problem at hand and the policies in place will not approach a viable or scalable solution. Collaboration between parking administrators, mobility policy makers, municipal budgets, and technology providers is essential in developing a solution set that meets the needs of the industry. ◆
CHRISTOPHER PERRY, CAPP, is principal of ParkTrans Solutions, LLC. He can be reached at christopher.perry@parktranssolutions.com.
CHARLEY DEBOW, CAPP, is CEO of CurbTrac. He can be reached at charley@curbtrac.com.
MEYPAR USA Corp. 21755 I45, Building 11, Suite D 77388 Spring, Texas Tel.: +1 346-220-4619 (Sales) www. meypar-usa.com · info@meypar-usa.com
PARKING-MOBILITY.ORG / MAY 2020 / PARKING & MOBILITY 35
What Business Are You Really In?
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Parking and mobility professionals say they’re in the people business, but what does that mean? By David M. Feehan
IT A LL BE GA N WIT H A S IM P LE T RIA NG L E .
I was working with Dennis Burns, CAPP, on a parking study in Fort Collins, Colo. Dennis often uses a triangle graph to illustrate a basic principle of parking. At each point on the triangle, Dennis writes “cheap,” “plentiful,” and “convenient.” Dennis asserts that parking systems can offer any two of the three, but not all three. If parking is cheap and convenient, it won’t be plentiful. If it’s plentiful and convenient, it won’t be cheap. (see Figure 1 on page 38).
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WHAT BUSINESS ARE YOU REALLY IN?
Cheap
Plentiful
Convenient
FIGURE 1 I’ve sometimes heard parking professionals I admire say, “We are really not in the car storage business. We’re in the people business.” I’ve considered that a rather enlightened approach, but what does it really mean? How do you operationalize that philosophy? And what does the triangle have to do with being in the people business? As I think about my own business and offer counsel and advice to others in business, I’ve asked myself the same question: What business am I really? Am I a consultant, a speaker, an author? And as a consultant to downtown organizations and businesses, I developed a triangle chart of my own. Here, then, are some ideas about how to really decide what business you are in.
Perspectives I’ve come across books that have caused me to look at what I do in a whole different way. As the president of the International Downtown Association, I realized for years that what we were creating was experiences, not just brick and mortar places. This is abundantly true for the parking industry. Joseph Pine and James Gilmore’s “The Experience Economy,” crystalized my thinking in a much clearer 38 PARKING & MOBILITY / MAY 2020 / PARKING-MOBILITY.ORG
and more powerful way. A few years later, I discovered another book that once again gave me a new perspective on how downtowns could function and be managed better: “The Myth of Excellence,” by Fred Crawford and Ryan Mathews. How could these lessons be applied to the parking industry? After all, parking has been seen as a pretty mundane business by many people. Build a garage, pave a lot, install some equipment, collect the money— what does that have to do with experience and excellence? Let’s think about that question. The Burns Triangle above (Figure 1) illustrates the “choose any two” principle Dennis created. Using the same triangle illustration (Figure 2), consider three organizations: 1. The Vision-driven Organization’s motto is, “We have a vision and a strategic plan. We know where we are going and we stick to the plan.” 2. The Customer-driven Organization’s motto is, “We listen to our customers and deliver what they want.” 3. The Opportunity-driven Organization’s motto is, “We look for opportunities and seize them.” The Vision-driven Organization is quite methodical. It develops and annually reviews its strategic plan.
Vision Driven
Opportunity Driven
Customer Driven
FIGURE 2 It ignores distractions, even if attractive opportunities appear. This organization ensures that the board of directors and staff are all fully informed about the plan and the vision. Policy and operational decisions are always viewed through the lens that asks, “Is this consistent with our strategic plan? Does it help us achieve our vision?” This organization can be very effective, but it sometimes fails to reach out to customers and can miss appropriate opportunities. The Customer-driven Organization takes pride in being very responsive to its customers. It regularly surveys customers, conducts focus groups, and uses its website and social media to solicit customer opinions. It takes this information seriously and adjusts its programs accordingly. But because it is so attentive to customer desires, it can get off track and lose focus on costs and financial stability. The Opportunities-driven Organization tends to be somewhat unpredictable. A really attractive opportunity can change its programs, policies, and plans, and can confuse its customers. However, if the opportunity is right, it can lead to innovation and new directions that may prove fruitful. Which is the best choice for a parking system? The
first order of business is to understand which model you are currently employing. Assessing your board and organizing a staff retreat are good places to examine your current model. Once you know where you are, the next question is how to adjust policies and programs to be more in line with the type of organization you want to be.
Designing the Parking Experience In “Design Downtown for Women—Men Will Follow,” we surveyed more than 130 women leaders. The vast majority of respondents indicated that parking was the most hated aspect of going downtown. What is the parking experience like for women? Why do many women feel that way about parking and parking garages, and what can we do to improve it? Do we need to change our vision and develop a better strategic plan? Do we even have a strategic plan? Do we need to listen to our customers and change our operations to be more user-friendly? Do we need to look for special and unique opportunities to change our business model? The authors of “The Experience Economy” argue, “Work is theatre and every business is a stage.” PARKING-MOBILITY.ORG / MAY 2020 / PARKING & MOBILITY 39
WHAT BUSINESS ARE YOU REALLY IN?
Once you finally turn into a garage, are you immediately heartened by the welcoming entrance? Are you relieved to see the well-lit entryway? You are informed that there are plenty of parking spaces available, all the floors available from which to choose, and on which floors to take to access your desired shops and restaurants. The excellent parking experience is an escape from all of the stress and angst that you experienced when you arrived. They stipulate that there are four ways businesses can fulfill this role. Experiences should: ■ Entertain. ■ Educate. ■ Provide escape. ■ Encourage aesthetics. What does this mean for the parking industry? Can the parking industry actually see itself as theater and every facility as a stage? I think it can and in some ways, it already does. Consider how parking systems entertain. A parking garage in Charlotte lights up when you touch certain discs located around the exterior. Parking lots can often serve as festival sites. When I worked in Kalamazoo, Mich., managing the city’s downtown parking system, one of our lot attendants kept a small supply of paperback novels in his booth. He loaned them out to customers on an honor system. Customers would bring the borrowed book back and add another book from their favorite author to the parking garage library. Parking garages and parking lots sometimes serve as locations for buskers, informal street musicians who entertain customers as they come and go. Can parking systems educate? Absolutely. Parking websites can educate potential customers about how to use parking facilities most efficiently. Parking systems can install sound systems in elevator cars that alert customers to events that are happening downtown, how to access public transportation, and other related topics. Booth attendants can provide maps, schedules, and other information about the city and its amenities. Can a parking system create an experience that gives its customers an escape? Imagine that you’ve arrived into a strange downtown. You are trying to find a place to park—a place that is clean and safe, and convenient to your destination. What does the exterior signage of the downtown garage entrance tell you? Is this a proper place to escape from the confusion of oneway streets, honking horns, or GPS voices continually announcing that your system is recalculating? Once you finally turn into a garage, are you immediately 40 PARKING & MOBILITY / MAY 2020 / PARKING-MOBILITY.ORG
heartened by the welcoming entrance? Are you relieved to see the well-lit entryway? You are informed that there are plenty parking spaces available, all the floors available from which to choose, and on which floors to take to access your desired shops and restaurants. The excellent parking experience is an escape from all of the stress and angst that you experienced when you arrived. The definition of aesthetics is a set of principles concerned with the nature and appreciation of beauty, especially in art. Anyone who has been following the design of parking structures in recent years cannot help but notice the dramatic improvement in design. Many cities are incorporating murals and other types of public art into parking structures.
Design and Operation Any parking system can adopt these four principles to create a much more positive and memorable experience for customers. But it takes a commitment to incorporate these principles into the design and operation of a parking system, because not every system gives serious thought to its customers. As parking professionals, we must realize that we truly are in the people business. So let’s move to the question of excellence. “The Myth of Excellence” argues that a business or service does not have to be excellent in everything it does. In fact, it should strive to be excellent in one area, choose a second area as a differentiating factor, and be “industry standard in all other major areas.” Crawford and Mathews identify five areas where a business might seek to achieve excellence: ■ Price. ■ Service. ■ Product. ■ Experience. ■ Access. Suppose you have a parking structure that is often half full. Your operating costs are the same or nearly the same as if your garage is full. Perhaps a garage a few
blocks away is always full. Does it make sense to be the least expensive garage in the area, competing on price? Can you make up lost revenue on volume? Can you offer two free hours? If you choose to compete on price, what can then be your differentiating factor? You could offer a package of amenities, improving your services or product. You could choose access by improving signage. You could choose service as your “excellence” factor. Suppose you installed a car wash and oil change service in one of your facilities. What if you added emergency services, such as battery jumps, flat tire assistance, and escort service? How can you improve your product? Better lighting may be one obvious example. A clean, well-lit facility is bound to be perceived as a safe facility. What if you decide to be No. 1 in customer experience? Every customer wants to be more than a number. Suppose you create a social networking program that rewards customers as individuals. Combine that with product improvements and the entire experience changes.
But what about access? You can’t pick up and move your parking structures. But you can make your facilities more accessible. You can improve signage and wayfinding. In Kalamazoo, we computerized all monthly parkers into a database so we knew where they worked. Then we offered them the opportunity to move their monthly lease to a structure closer to their place of employment. We literally brought the garage to them. As you can see, viewing your business through fresh eyes—asking yourself what business you are really in—can open up myriad opportunities for growth and improvement. It really requires a focus on creating excellent experiences for parking patrons. ◆ DAVID M. FEEHAN is president of Civitas Consultants, LLC. He can be reached at dadpsych@mac.com.
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going By Michael Drow, CAPP; Nathan Donnell, CAPP; and Peter Lange
D
URING THE PAST SEVERAL YEARS, parking professionals have been
regularly incorporating shuttle and bus activity into their operations. This enables them to provide more comprehensive travel options to get patrons from point A to point B, with consideration for parking, mass transit, and private transit services. In the last three years, however, we have seen the introduction of additional transport options that address the challenge of traveling the first and last mile to access core transportation systems. These options include bikes, scooters, and other similar means. While the options are not new, the services deploying them are now “connected” and allow individuals to better plan and access these shared assets. These firstand last-mile transportation options are known as micro-mobility services. As parking facilities continue to add transport services, they are morphing into transportation hubs—places where people can change their mode of transportation to best meet the current trip’s needs. The challenge most patrons face is the “first and last mile:” how to get from their starting point to their main transportation system or from the transportation system to their destination. Micro-mobility is the category of transport supported by scooters, skateboards, bicycles, and other lightweight vehicles. Micro-mobility assets usually include a motor to help propel the patron, and many are available as part of a shared service. Most trips taken in the U.S. are less than five miles long and are conducive to micro-mobility services. The most common micro-mobility services
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in North America today can be broken into three categories: e-scooters, e-bikes, and active transportation.
E-scooters E-scooters have seen explosive growth in cities and campuses throughout North America in recent years. Once exclusively a child’s toy, scooter design has become more robust to support adult use for longer distances, including the addition of electric motors. Many companies offer e-scooters via a shared service/community setup, where the patron uses a mobile app to find and enable the e-scooter and then pays a per-mile fee. These providers have also established an effective community to collect e-scooters each night, charge the batteries, and place them in proper locations at the start of the next day. In addition to shared e-scooters, some patrons own their own electric scooters. These patrons need access to storage facilities during the day and potentially battery charging services to support their vehicles.
micro FIRST- AND LAST-MILE OPTIONS AND THEIR VITAL CONNECTIONS TO PARKING
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GOING MICRO
E-bikes
Integrating Micro-mobility into Parking
E-bike services have been in use in many cities for nearly 10 years. The initial service offerings were docked bikes, where a patron goes to a specific bike station, retrieves a bike, and returns it to a different docking station near their destination. Patrons paid fees based on the time the bike was in use. Dockless bike services enable bikes to be picked up and dropped off at locations convenient to the patron without the need to return the bike to a docking station. Many patrons own and use their own bicycles and need access to storage areas for their bike during trips. Many city and university campuses have promoted the use of bikes by creating infrastructure to support ridership. This includes dedicated bike lanes to separate bikes from pedestrians and larger vehicles, traffic control for bikes to reduce conflicts with pedestrians and vehicles, and temporary bike storage facilities.
How does one integrate micro-mobility services into a parking operation in a way that patrons are aware of their options while avoiding chaos and conflict with the transport modes that already exist? As always, over-communication to patrons of the service options and how to use them is paramount. It is also critical to manage the micro-mobility service partners so they do not litter the campus or community with lightweight vehicles strewn everywhere. The initial step is to recognize that parking and transportation are converging and that the point of convergence is in parking facilities. Nearly all parking facilities interact with cars and have sidewalks, and mass transit and shuttle stops are typically very close. As a result, patrons will naturally migrate to these areas with the expectation that they can quickly switch modes of transportation. It is also where they will expect to find micro-mobility services to meet their needs for first- and last-mile transportation. As shown in the diagram below, micro-mobility services bridge the gap when traditional transit types are not available or economically prohibitive to build. Patrons have more travel options when first- and lastmile transportation modes are available. Parking facilities already have the space and many of the infrastructure needs to support multiple micro-mobility services. This includes storage facilities for bikes, scooters, etc., and in many cases, areas to
Active Transportation The final micro-mobility category is active transportation. These are transportation modes that use always-reliable human power, including walking, skateboards, and even pogo sticks. (Yes, one company is actually promoting shared pogo sticks.) It is important to think about walking, skateboarding, and other human-powered options that may develop as viable options. In many cases, patrons using these methods will need a place to store their “vehicles” along with, possibly, facilities to change clothes.
Micro-mobility Services Bridge the Gap ➔ WALK
CAR ➔ RIDE SHARE ➔ BUS ➔
➔ CAR
Commuter Station
City Train Station
BIKE ➔ TAXI ➔
TRAIN ➔
➔ RIDE SHARE ➔ BUS ➔ BIKE ➔ SCOOTER ➔ TAXI
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allow patrons to change clothes. As mentioned, many parking facilities already enable quick access to core transportation systems and are near roadways, bike lanes, or sidewalks. Parking facilities will likely be useful places for micro-mobility services to be present, and every operation will need to plan for how to incorporate these services. There are many components to consider in this planning, including the role of the management team, infrastructure needs, patron needs, and operations team training.
Role of the Management Team This group is most important to the successful introduction of micro-mobility services and those that manage beyond their parking operation will be more successful. Without a broad view of how patrons travel and their final destinations, a management team will miss the opportunity to provide useful services. Management teams need to think of parking as not just cars, but also bikes, scooters, and skateboards. They also should consider their patrons’ final destinations: Do patrons use the facility because it is close to their school or office? Public transit stops? Restaurants and entertainment? Understanding the role the facility plays in fulfilling a patron’s journey will enable management to develop a better micro-mobility offering that strengthens the value delivered to patrons. Management teams also need to consider how their operations extend outside the facility gates or parking spaces. Patrons using micro-mobility services use sidewalks, bike lanes, and even roadways to travel. Management should monitor how these areas are used by patrons and micro-mobility service providers to ensure they are used appropriately. Is an e-scooter service provider placing too many e-scooters on the sidewalk, creating clutter? Do e-scooter vendors have too many units scattered throughout an area, causing units to sit unused? Are there not enough bikes available for patrons to access in the morning? Are there conflicts between pedestrians on the sidewalk and patrons riding e-scooters? In addition to micro-mobility services, there are many other entities trying to access the same space. Consider how FedEx, UPS, Amazon delivery, food delivery services, ride-share services, mass transit stops, etc., are also accessing the curb space. How should these services and entities be separated to ensure efficiency in movement for all?
Is Micro-Mobility Worth the Effort to Adopt? Once an operation understands the needs of its patrons, implementing micro-mobility services creates value. The benefits realized include:
Access to Data from the Micro-Mobility Service Providers As micro-mobility service providers are selected to implement, a management team needs to require the service provider to share usage data. This enables the operation to continue to understand the needs of the patron, adjust to changing demands, identify new needs, and to continue to deliver value to the patrons.
Provides Consumers with Choices to Make Their Trips Every operation has a goal to generate value for its owners. Value is generated by providing desirable services to the patrons of the facility. As more patrons use the facility and are satisfied, more value is created. Providing worthwhile micromobility services to patrons encourages them to return and to continue to use the facility as it delivers value to them.
Sustainability Many facilities strive to improve their and their patrons’ impact on the environment. Offering relevant micro-mobility services is an effective way to improve everyone’s impact while still providing the option to drive on those days that require it.
Revenue from Service Offerings Every facility has a financial budget to meet. Some operations also have revenue targets to achieve. Micro-mobility services provide an operation with new potential revenue services. Revenue can come from: ■ Allowing patrons to rent facilities, such as bike storage lockers. ■ Revenue sharing agreements with the micro-mobility service provider. ■ Receiving an annual license fee from the micro-mobility service provider to access the facility and provide services.
Requires Active Management Micro-mobility service providers require active management by the host city, campus or university. Clutter and rebalancing often require the most engagement.
It’s Fun! Many people view the use of micro-mobility services as fun and a way to be active in their day-to-day activities. Facilities that adopt these offerings will likely be viewed more positively by patrons.
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GOING MICRO
Infrastructure Needs When adding micro-mobility services, it is reasonable to expect infrastructure changes will be required at the facility. There are two key considerations when contemplating infrastructure needs: safely integrating the different modes of transport, and storage and support needs. If offering docked e-bikes, where will you place the docking station? Will the docking station be placed outside of the parking facility, or will it be installed in a couple of on-street parking spaces? Can you convert parking spaces in a garage or surface lot to house the docking station? What about storage for privately owned bikes— will the operation install bike stands or bike lockers? Patrons may desire facilities to change clothes quickly— is there infrastructure to support this need? More importantly, an operation cannot forget the need to separate traffic—whether it be pedestrian traffic, bike traffic, scooter traffic, or vehicular traffic—both within and outside of the facility. To safely integrate different modes of micro-mobility, will you add bike lanes? Do you have room for bike lanes? How will you separate pedestrians using micro-mobility services from the larger vehicular traffic in your parking structures? Should the operation
define new areas for e-scooter and bike/e-bike pickups and drop-offs? Are the changes made to your operation and facilities permanent or temporary? Often, conducting a pilot program can garner valuable insight into operational issues and benefits. The investment in this infrastructure can be significant for municipalities and universities. Developing partnerships with privately owned garages/locations can support the infrastructure need while allowing privately owned garages/locations to offer their services to the community. These partnerships generate questions. How is the revenue from the micro-mobility providers split between government agencies and private owners? Who assumes the liability in a private facility if the micro-mobility service contract is with the government and/or university? Are the new revenue streams sufficient for the privately owned locations to provide infrastructure to support micro-mobility?
Patron Needs Understanding the needs of your patrons will guide decision-making around which micro-mobility services to offer. What are the purposes of your patrons’ trips— are they going to a specific destination, such as work,
Considerations for Implementing Micro-mobility Services Safety Risks for Patrons Using Micro-mobility Services Scooters 1. Should patrons be required to wear helmets? Will the operation provide helmets? 2. Where are privately owned scooters stored? Is security provided? 3. Where should service providers place their e-scooters each morning? 4. How and where should e-scooters be allowed to be charged? For example, a university campus may not want e-scooters charged in residential halls. 5. How should interaction be-
tween e-scooters and pedestrians be managed? Are e-scooters allowed on sidewalks? On campus? Should the speed be governed by the service provider in certain areas? 6. How should interaction between e-scooters and vehicles be managed? Are e-scooters allowed on roadways? In bike lanes? 7. Is there a revenue share? Per ride? Per scooter? 8. Is there a strong contract or service level agreement in place with the service provider?
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Bikes 1. Should patrons be required to wear helmets? Will the operation provide helmets? 2. Where are privately owned bikes stored, where should dockless e-bikes be placed each morning? 3. How should interaction between bikes and pedestrians be managed? 4. What about separating bikes and vehicles? 5. Is there a revenue share? Per ride? Per bike? 6. Is there a strong contract or service level agreement
in place with the service provider?
Active Transportation (skateboards, walking, other) 1. Are there designated areas for pedestrian use only? 2. Should signs be installed to communicate policies to riders/pedestrians? 3. How will the riding culture of an active transportation community (bikers, skateboards, etc.) be merged with pedestrians and vehicles?
Nearly all parking facilities interact with cars and have sidewalks, and mass transit and shuttle stops are typically very close. As a result, patrons will naturally migrate to these areas with the expectation that they can quickly switch modes of transportation.
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Use of Existing Infrastructure in a Controlled Manner Changes to Parking Allocation and Use 1. Which areas of parking are going to be converted to support the micro-mobility services? 2. What is the impact to the parking patrons using the facilities whose areas are being converted to support micro-mobility? 3. How will the new areas be identified and communicated to the public? 4. How will traffic be enabled and directed to access the new areas?
Data Ownership and Operating Expectations 1. Has the facility negotiated access to data and usage information from the third-party service provider to understand trends? 2. If assets are owned by the facility, how will usage be tracked? 3. Is there an operating agreement in place with the third-party service provider to govern responsibility and limitations of the third-party?
Introduction of Services 1. How will micro-mobility services be presented to the community? Are training and marketing programs part of the rollout? Is there a defined plan, or will the micro-mobility options just show up? 2. When will the services be rolled out? In the middle of a semester or in the summer? During winter or spring? 3. What are the key communications and messages to current and prospective patrons?
Displacement of Parking to New Areas Because of Micromobility Services If the desired outcome is to reduce parking in a certain area, it’s possible that converting certain parking areas to support micro-mobility services simply moves the people parking their cars to different locations. Therefore, it is important to understand the patrons and their journeys when developing plans.
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Management teams need to think of parking as not just cars, but also bikes, scooters, and skateboards. They also should consider their patrons’ final destinations: Do patrons use the facility because it is close to their school or office? Public transit stops? Restaurants and entertainment?
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school, or home, or just having fun riding around? How often will patrons take trips in a week? Are there weather conditions to consider? All of these affect the type and quantity of micro mobility services an operation should offer to support its patrons. If the operation is supporting business workers, simple, effective micro-mobility services will be preferred—such as e-scooters. However, if the operation is near a university campus with students, more varied and fun-to-use services may be acceptable, like bikes, skateboards, and other active transportation methods. (Maybe even pogo sticks!)
Operations Team Training The operations team should also understand the micro-mobility offerings, especially how each works and can be accessed. The operations team in a facility is a key enabler of patrons adopting and using micro mobility services, and they assist patrons in understanding how to use and return the e-scooter or e-bike. They are also best suited to market and promote the services as they identify recurring patrons using the facility. Ensuring that the operations team is aware of and knowledgeable on the micro-mobility services offered and how their patrons will use them will improve the value of the facility to the community. 48 PARKING & MOBILITY / MAY 2020 / PARKING-MOBILITY.ORG
Potential Challenges and Risks While there are many benefits to offering micro-mobility services, doing so without assessing the potential challenges can lead to unintended consequences for a management team. Devoting time to address areas of concern and potential rollout frustrations will both improve the success of the micro-mobility offerings and help minimize negative reaction in the community or media, which can be time-consuming to resolve. Each operation should evaluate and discuss the potential risks for their operation. While there are many common risks, there will also be unique issues for each facility depending on facility layout, proximity to transportation sites, and customers using the services. See p. 47 for a sampling of issues and questions to help an operation start its evaluation.
Summary Implementing micro-mobility services will improve your customers’ transportation options and make your facility more useful to the community, both of which will increase the value of your operation. This piece reviewed various micro-mobility services, discussed their benefits, and highlighted areas to consider when evaluating and implementing micro-mobility services in your facility.
In summary, use the following suggested steps to evaluate and implement micro-mobility services in your operation: 1. Understand your customers’ needs and their destinations and use data to guide your decisions. 2. Analyze the data to define the appropriate micro-mobility services to implement. 3. Determine the facility changes required to adopt micro- mobility services. 4. Evaluate the challenges and issues that might develop by implementing micro-mobility services, and prepare plans to minimize those issues. 5. Educate your operations team on the customer needs and proper use of the micro-mobility offerings. 6. Have a marketing and communications plan. 7. Evaluate usage and adjust to meet changing customer needs. Go back to step 1 and repeat. 8. Evaluate revenue streams both existing and new possibilities from micro mobility providers. The parking and transportation industry has changed dramatically in the last five years. Ride-sharing, bike-sharing, escooters, and other alternative transportation services are disrupting the way we manage our facilities, streets, airports, and
campuses. Parking operations have the opportunity to keep their facilities relevant and meet their customers’ needs by deploying services that address patrons’ first and last mile transportation needs. ◆ *Editor’s note: This article is a product of the work of IPMI’s Technology Committee. Co-chairs Mike Drow, CAPP, and Peter Lange will present the Technology Committee’s work at #IPMI2020.
MICHAEL DROW, CAPP, is executive vice president, sales, with T2 Systems, Inc., and co-chair of IPMI’s Technology Committee. He can be reached at michael. drow@t2systems.com. NATHAN DONNELL, CAPP, is director of curbside management systems with Conduent Transportation. He can be reached at nathan.donnell@conduent.com.
PETER LANGE, co chair tech, is associate vice president, transportation services, with Texas A&M University—College Station and co-chair of IPMI’s Technology Committee. He can be reached at plange@ tamu.edu.
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/ IPMI IN ACTION / COVID-19
New COVID-19 Resources for Parking & Mobility By Rachel Yoka, CAPP, LEED AP BD+C, WELL AP
I
PMI’s members are leading the way through the COVID-19 crisis, sharing best practices, education, programs, and policies that assist their communities now and help people and organizations plan ahead. We’ve highlighted a few resources here that address our industry’s response and provide helpful information in the days ahead. New IPMI COVID-19 Resource Clearinghouse This new online clearinghouse compiles COVID-19-specific news and information in one place. Posts are sourced from IPMI and our partners, state and regional associations, and our members. These resources are grouped by featured resources, resources and documents, events and education, and useful websites and links.
Featured Resources Parking & Mobility Feature: COVID-19 & Our Industry’s Response. The April issue of Parking & Mobility magazine shared members’ responses to the health crisis. The feature focuses on shifting priorities and directives; remote work and human resources; and the ways parking, transportation, and mobility professionals are responding to the challenges in our cities and campuses. The Parking Podcast Episode 26: An Interview with Industry Leaders and a Conversation about Encouraging Stories During COVID-19. Parking and mobility professionals from around the industry discuss the positive things their organizations are doing and the good news around during COVID-19. Episode 25: An Interview with Industry Leaders and a Conversation about COVID-19. Leaders from around the
parking and mobility industry discuss the impact of COVID-19 and provide best practices and solutions for the interim. Industry Shoptalks Download and listen to your colleagues discuss the industry response to the COVID-19 crisis, from multiple perspectives, including discussions with municipal and academic leaders, airport, and mobility providers. Also register for upcoming Shoptalks, scheduled for May 6 and May 13 at press time. Frontline Fridays IPMI training specialists offer live, online training for frontline parking professionals every Friday, or on a schedule customized for your organization. These deeply dis-
50 PARKING & MOBILITY / MAY 2020 / PARKING-MOBILITY.ORG
counted courses cover everything from customer service to communication to conflict and more, just for the frontline employee. See the whole schedule or contact us for a custom program.
Resources & Documents There are too many to list, but we selected a few to share here—be sure to check out the full list online. It’s easy to share yours here. ■ Supervised self-driving shuttles are moving COVID-19 tests in Florida, Shared by Carnegie Mellon University; ■ REEF Technology Helps Create Coronavirus Test sites, Shared by REEF Technology. ■ IPMI Professional Development Video: I’m Working from Home (Now What?).
■ CVS
partners with Georgia Tech for rapid COVID-19 testing, Shared by Georgia Tech. ■ Testing Center Conceptual Layout, Shared by Kimley-Horn. ■ Adapting Parking Structures for COVID-19 Screening and Testing, Shared by Walker Consultants. ■ Market Watch Daily Digest: COVID-19 Impact on US Parking Industry, Shared by Smarking.
Events & Education ■ IPMI
Online Shoptalk: Mobility Options and COVID-19 ■ MAPA/SWPTA Webinar, Parking, Pandemics, and the Road Ahead ■ IPMI Online Shoptalk for Airports: COVID-19 & Our Industry’s Response ■ IPMI Online Shoptalk for Universities & Campuses: COVID-19 & Our Industry’s Response
■ IPMI
Online Shoptalk for Municipalities & Transportation Providers: COVID-19 & Our Industry’s Response
Useful Websites & Links ■ Harvard
University: Ongoing tracking of latest information from Harvard MD’s and researchers for COVID-19 ■ Construction Dive: Vital actions every construction project needs to take to tackle COVID-19 now ■ Centers for Disease Control and Prevention Launches New Weekly COVID-19 Surveillance Report ■ Centers for Disease Control and Prevention: Resources for Businesses and Employers ■ National Association of City Transportation Officials (NACTO) COVID-19 Transportation Response Center
■ National
Association of College & Auxiliary Services (NACAS) Novel Coronavirus (COVID-19) – Resources ■ U.S. Small Business Administration: Coronavirus (COVID-19): Small Business Guidance & Loan Resources ■ United States Chamber of Commerce: COVID-19 Emergency Loans: Small Business Guide IPMI is proud to support the industry, and our community of parking, transportation, and mobility professionals. We are here— and we want to hear from you. Contact us anytime to share resources, suggest ideas, and tell your story. Stay well, stay connected. ◆ RACHEL YOKA, CAPP, LEED AP BD+C, WELL AP, is IPMI’s vice president of program development. She can be reached at yoka@parking-mobility.org.
Made in the USA
PARKING-MOBILITY.ORG / MAY 2020 / PARKING & MOBILITY 51
IN
short
Highlights Highlights from from thethe IPMI IPMI Blog Blog
Reshaping Parking By David W. Burr The Coronavirus crisis has thrown our lives into disarray and has shaken up our industry. While the economic impact will linger, the public health crisis will likely pass in a matter of weeks. But even as it passes, it will be important that we as an industry learn from this crisis. This pandemic provides a stark reminder that people are susceptible to illness, and we should endeavor to find ways to minimize the risk.
The parking process exposes people to many common touchpoints, forcing drivers to touch surfaces that others (often many others) have already touched. This is how illness spreads, and as we are learning during this pandemic, viruses can live for several days on surfaces. This is an important issue, not just now, but in normal times too. We are constantly coming into contact with flu and cold viruses as well as many types of bacteria. Perhaps we can reduce this risk within parking facilities. As a parking facility designer, I’ve always considered safety to be one of the most important design elements. Until recently, though, these types of healthcare issues
weren’t part of the equation. So, the question is, how can we reduce the risk of viruses being introduced to high-use surfaces with the structure? Technology can play an important role. There are a number of technologies already in use that can reduce touchpoints. Perhaps the most common and useful are frictionless parking suites that use LPR to recognize a vehicle as it enters and exits, and automatically bill the driver’s credit card. These suites eliminate the need to stop and pull a ticket or physically pay at exits. These suites can be installed during a garage’s initial development, or as part of a retrofit. There are also technologies that allow parkers to reserve a space and pre-pay before they leave the house or use their cell phones to pay while they are at the parking facility. Pre-booking and mobile payment platforms don’t just promote public health, but they also make parking more convenient and they don’t cost owners a penny to offer. From a design point of view, the most common touchpoints are in elevators and elevator towers, stairways, and door handles. It’s difficult to eliminate these types of touchpoints since people need to push elevator buttons, use railings as they climb stairs, and open doors. However, there are materials, such as copper, that actually kill viruses and bacteria. Perhaps we should start sheathing touchpoints like stair railings, door handles, and even elevator buttons with copper. While copper is more expensive to use than stainless steel or plastic, the public health benefits may make it worth taking on the cost. The Coronavirus crisis has disrupted our lives, but hopefully, it is also making us look at parking in new, more creative ways. Ultimately, even when this crisis is over, these types of solutions will continue to provide public health benefits. DAVID W. BURR is parking planning director with Rich
& Associates.
Ready for more? Read IPMI’s blog every business day in your daily Forum Ready for more? Read IPMI’s blog digest every business your daily digest email (10 a.m. Eastern) or at email (10day a.m.inEastern) orForum at parking-mobility.org/blog. parking-mobility.org/blog. Have something to say? Send post submissions to editor Kim Fernandez at Have something to say? Send postfernandez@parking-mobility.org. submissions to editor Kim Fernandez at fernandez@parking-mobility.org.
52 PARKING & MOBILITY / MAY 2020 / PARKING-MOBILITY.ORG
COVID’s Effect on TDM Programs By Perry Eggleston, CAPP, DPA With the COVID-19 crisis in full effect, I started to look at the post-crisis impact on traditional transportation demand planning. I work on a large university campus with an active TDM program that’s been successful in the reduction of the number of single-occupant vehicle (SOV) trips. However, how will the COVID-19 crisis fears change the community’s perception of safety in using multi-passenger modes like mass transit and carpools? When classes return to campus, I believe there may be a significant increase in SOV trips as affiliates want to travel in environments they control. If this spike occurs, how will campuses deal with the sudden vehicle increases, which were effectively reduced in the past, and how long will this “temporary” spike last? With those questions in mind, I am taking this downtime to consider countermeasures. Keeping in mind the affiliate’s safety concerns, the campus administration’s desire to provide campus access, and maintaining carbon reduction mandates, how will we address what may be only a relatively temporary situation? With the assistance of an industry expert on parking demand shifts, we are taking a serious look at addressing these potential SOV spikes when classes return to campus. Solutions being discussed are parking permit sales caps,
prohibiting additional categories of students from purchasing permits (first-year students are not allowed to buy a permit at present), to reassessing our permit structures to include a zonal component that moves more parkers out of the campus core to its extremities. I found the zonal suggestion interesting as I was looking to implement this in about three years, but I am amazed how a sudden circumstance change requires its consideration now. PERRY EGGLESTON, CAPP, DPA, is executive director
of transportation services with the University of California Davis.
Staying In Touch By Nicole Chinea, CAPP The last couple of weeks have been an adjustment for the entire world. I realize that many of our parking community are considered essential personnel. Not only are they adjusting to a new way of life at home, but they are keeping operations afloat and meeting the needs of their community. While transitioning to a totally new work/life structure myself, I received a text message from a fellow mom friend,
with a photo of hospital beds lined up in a parking garage and note that she never thought our industries would meet like this. I am sure that everyone has seen the news piece related to this photo, along with others circling the internet. Travel restrictions have changed the way I am able to support my clients when they need it the most. However, when I got this text message two things came to mind: It was so thoughtful of my friend to think of me and my parking talk with everything going on right now. People really do listen to my parking talk. If you haven’t done so already, take a few minutes to reach out and check in on your neighbor, client, or a random contact from your phone. Parking has always been a people business and with the luxury of technology, we have the ability to keep it that way during our current circumstances. Stay well. NICOLE CHINEA, CAPP, is senior project manager with
WGI.
PARKING-MOBILITY.ORG / MAY 2020 / PARKING & MOBILITY 53
/ Mark Santos, PE, Joins DESMAN’s Fort Lauderdale Office MARK SANTOS, PE. has joined DESMAN’s Fort Lauderdale office as a Practice Leader. He brings 20 years of parking industry experience and is highly skilled in the planning, functional and structural design, and rehabilitation of parking facilities. Santos specializes in both public and private-sector projects with an emphasis on complex parking projects in the municipal, higher education, mixed-use, and healthcare markets. He will help support and continue DESMAN’s growth in the Florida and southeast markets. Santos plays an active role within the parking industry serving on the FPTA’s Board as past president and participating in IPMI’s Awards of Excellence and Professional Recognition Program committees. He graduated from the Pennsylvania State University with a bachelor’s degree in civil engineering.
Park Assist Chosen to Upgrade Parking for Salmaniya Medical Complex PARK ASSIST® WAS AWARDED the Parking Guidance System (PGS) contract for Salmaniya Medical Complex’s new car park development, located in the Salmaniya district of Manama in the Kingdom of Bahrain. Owned by Edamah (the real estate investment arm of the Bahrain government) and operated by Bahrain Carparks, the facility will serve one of the largest and busiest hospitals in the country. This installation will be the second project with Edamah and the third PGS deployment in Bahrain, all of which are Park Assist systems. Due to Park Assist’s previous success at The Terminal in Adliya, Edamah chose to implement Park Assist’s parking guidance technology at this groundbreaking carpark as well. Equipped with Park Assist’s camera-based M4 PGS, this new facility aims to provide the Salmaniya Medical Complex community with a sustainable parking facility that will both relieve congestion and facilitate a smooth flow of steady traffic. Park Assist’s exclusive M4 PGS will be used to help quickly and seamlessly steer visitors to available parking spaces. Upon entry, the patented, camera-based
technology guides parkers using color-coded smart-sensors. The smart-sensor’s LED lights are triggered to change from red to green when spaces become available, allowing visitors to pinpoint exactly where to park, saving them valuable time and providing a more efficient parking journey. “We are honored to again be working with Edamah on another prestigious project in Bahrain. We thoroughly believe
54 PARKING & MOBILITY / MAY 2020 / PARKING-MOBILITY.ORG
that the deployment of our technology will significantly improve the user experience for patients, visitors and staff whilst simultaneously achieving the sustainability objectives of the project,” says Adam Fitzgerald, regional account manager, MENA. Partnering with BAK Group’s Mantech Commercial services company, Park Assist’s site work began in March 2020 and is slated for completion by July.
Autonomous Shuttles Help Transport COVID-19 Tests Collected at Mayo Clinic Drive-thru Site FOR THE FIRST TIME in the U.S., autonomous vehicles are
strengthened all of our teams through community collaboration,” says Kent Thielen, M.D., CEO, Mayo Clinic in Florida. “Using artificial intelligence enables us to protect staff from exposure to this contagious virus by using cutting edge autonomous vehicle technology, and frees up staff time that can be dedicated to direct treatment and care for patients. We are grateful to JTA, Beep, and NAVYA for their partnership in these challenging times.” The JTA, Beep, NAVYA and Bestmile teams partnered to create, test and deploy the routes for the autonomous vehicles at Mayo Clinic in Florida to address the fluid developments of the COVID-19 pandemic. The routes are isolated from pedestrians, traffic, and staff. Beep, Mayo Clinic and the JTA will closely monitor the service from a mobile command center to maintain safe operation. “Mayo Clinic is known as a leader in innovation and technology for providing world-class healthcare services to their patients in so many important areas of medicine,” says Joe Moye, CEO, Beep, Inc. “It is both humbling and exciting to partner with them in bringing this innovative solution to support such a critical challenge facing our country. We are equally as proud to work with our partners at the JTA, NAVYA and Bestmile, a fleet orchestration and optimization software company, in making this happen and doing our part to support this important cause.”
SHUTTERSTOCK / JONI HANEBUTT
being used to transport medical supplies and COVID-19 tests at Mayo Clinic in Florida. The Jacksonville Transportation Authority (JTA) partnered with Beep and NAVYA to use autonomous vehicles to facilitate the safe transport of COVID-19 tests collected at a drive-thru testing location at Mayo Clinic in Florida. “This deployment is a historic moment for the Jacksonville Transportation Authority,” says JTA Chief Executive Officer Nathaniel P. Ford Sr. “Along with our partners, Beep, NAVYA, and Mayo Clinic, we are leveraging our learnings from three years of testing autonomous vehicles through our Ultimate Urban Circulator program. Our innovative team saw this as an opportunity to use technology to respond to this crisis in Northeast Florida and increase the safety of COVID-19 testing.” In late March, up to four autonomous vehicles began operating along an initial route, in full autonomous mode without attendants or other people onboard, to transport COVID-19 tests from a drive-thru testing site to a processing laboratory on Mayo Clinic campus. The COVID-19 test samples are placed in secure containers prior to Mayo Clinic healthcare professionals loading the samples onto the shuttle. “During a time of rapid change and uncertainty, the ability to think innovatively alongside the Jacksonville Transportation Authority, NAVYA, and Beep during the pandemic has
PARKING-MOBILITY.ORG / MAY 2020 / PARKING & MOBILITY 55
/ EnSight Technologies Chosen to Install Integrated Parking Guidance Technology ENSIGHT TECHNOLOGIES was selected to install its smart, simple, and scalable parking guidance technology at 601 Marshall Street, a Class A office building in the heart of Redwood City, Calif. EnSight’s pioneering parking occupancy management and guidance technology will be installed in the complex’s five-story parking garage to help tenants and visitors find available parking quickly and conveniently. “We are excited to be bringing our technology to the iconic 601 Marshall complex,” says Chris Scheppman, managing member of EnSight Technologies. “Parking guidance is the perfect technology for developers and building owners who want to improve the parking experience with guidance equipment, without spending a fortune.” EnSight Technology’s intelligent, camera-based solution will replace an existing system that is no longer functional. Through this unique project, EnSight Technologies will install its industry-leading parking guidance software into the garage’s existing infrastructure, utilizing existing cameras and dynamic signage. By
utilizing existing infrastructure, the complex’s owners were able to add the most advanced parking guidance technology at considerable savings. The system will count vehicles entering and exiting the garage and transmit that occupancy information to signs located at garage entrances. “As cities throughout the United States continue their evolution into smart cities, parking guidance suites like this will play a critical role,” Scheppmann
says. “Parking guidance is the essential infrastructure for the success of smart cities because it guides drivers directly to available parking. Ultimately, this will make transportation much easier and city streets much less congested and safer.” Installation of the software is expected to take a week to complete, followed by a short fine-tuning period to optimize the software for use with the complex’s equipment.
SKIDATA Completes Installation at Delta Hotels by Marriott Dallas Allen & Watters Creek Convention Center SKIDATA COMPLETED the installation of a cutting-edge parking technology suite at the Delta Hotels by Marriott Dallas Allen & Watters Creek Convention Center. The parking technology suite includes advanced parking access and revenue control (PARCS) equipment, pay-on-foot kiosks, and an integrated validation system. The system is also paired with Marriott’s PMS system to provide full room key access. The new parking suite is designed to improve the parking experience for hotel guests and visitors. “We are excited to be working with Delta Hotels by Marriott Dallas Allen & Watters Creek Convention Center, along
56 PARKING & MOBILITY / MAY 2020 / PARKING-MOBILITY.ORG
with BENCHMARK®, A Global Hospitality Company, to improve the parking experience at the hotel,” says Steve Menrath, senior manager of SKIDATA in Dallas. “The hotel hosts many events and it’s also a popular property among visitors to the Dallas area. This new technology suite will dramatically improve the parking experience for hotel guests and visitors.” SKIDATA is a long-time parking technology partner of Delta Hotels by Marriott and Benchmark Global. The company was also a sponsor of the Delta Allen Craft Beer & Spirits Festival, which was held on February 29, 2020 to benefit Big Brothers Big Sisters Lone Star—Greater Dallas.
Rytec® Introduces Spiral® LP Low-Profile High-Performance Door
Hanwha L Series Cameras Supported by Genetec Stratocast Cloud-based VMS HANWHA TECHWIN AMERICA , a global supplier of IP and analog video surveillance solutions, announced that Hanwha’s Wisenet™ L series cameras are now compatible with the Genetec Stratocast™ cloud-based video surveillance-as-a-service (VSaaS). Through this technology partnership, customers across a broad range of industries will now be able to reap the benefits of an easy to install true-cloud solution whether they want to support hybrid-cloud deployments, add new cameras in remote locations, or serve the needs of small and mid-sized installations in a cost-effective way. Stratocast requires no software installation, port forwarding or network setup, allowing organizations to significantly reduce installation and on-going maintenance costs, making it an ideal solution for sites where IT staff, resources, and budget are limited.
RYTEC CORPORATION introduced a new addition to its Spiral® product line—the Spiral® LP. Combining a low-profile side column and headroom configuration, the Spiral LP features a reduced profile allowing it to fit into even tighter spaces than other models. With side columns requiring only 6.5 inches of side room clearance, the Spiral LP provides a solution for commercial applications challenged with extremely limited space. As a result, high-performance door operation is now assured in locations where conventional sectional and rolling steel doors typically have been used. Standard features include double-walled anodized aluminum slats, integral rubber weatherseals and a continuous heavy-duty hinge system, providing a tight seal and resilience to inclement weather conditions. The variable speed AC drive system—with soft acceleration and deceleration—provides unparalleled performance. The Spiral LP is ideal for parking, automotive, commercial, institutional and residential applications, and is also available in models designed with 9-inch tall full-vision or full-ventilation slats. With another innovative high-performance door, Rytec continues to better serve the needs of its customers.
To make the enrolment process easier than ever before, customers can simply scan a QR code to bring L series cameras into the Stratocast portal in one simple step instead of logging into multiple webpages. “We are pleased that Hanwha is first to market with a Stratocast-ready QR code enrollment option,” says Oktay Yildiz, product line manager for Genetec Stratocast. “At Genetec, we believe strongly in building a network of trusted partners that have our customers’ cybersecurity best interests at heart. By extending our deep strategic partnership with Hanwha into the cloud, we are offering a solution that is cyber secure, cost-effective and easy to install.” The L series consists of affordable cameras with essential features ideally suited for the needs of small and mid-size installations. The broad lineup includes fixed and varifocal lens, and bullet, dome and vandal-resistant dome cameras that are designed for both indoor and outdoor use. “With the L series now Stratocast-ready, and other camera families soon to follow, we will be offering our joint customers a comprehensive line-up of video surveillance solutions, that satisfy the needs of projects across a wide range of market sectors, from small/medium businesses and retail chains to city-wide surveillance,” says Ray Cooke, vice president, products, solutions and integrations at Hanwha Techwin America. PARKING-MOBILITY.ORG / MAY 2020 / PARKING & MOBILITY 57
/ PARKING & MOBILITY CONSULTANTS Architecture | Engineering | Consulting
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/ CALENDAR
2020 JUNE 1-2 IPMI Parking & Mobility Virtual Conference & Expo IPMI.parking-mobility.org MAY 6
IPMI Free Online Shoptalk Leadership on Their Terms to Ease Stress and Enable Focus parking-mobility.org/professional-development/ education-and-training/ipmi-webinars/
MAY 13
IPMI Free Online Shoptalk Municipalities, Finance, & Recovery parking-mobility.org/professional-development/ education-and-training/ipmi-webinars/
JUNE 16
APO Site Reviewer online course begins parking-mobility.org/APO
JUNE 17
IPMI Webinar ASU’s Campus Access Management: Student Safety, Curb Management, and Multi-modal Access parking-mobility.org/upcoming-webinars
JULY 15
IPMI Webinar Reimagining a Sustainable, Resilient Workforce for Curbside Management parking-mobility.org/upcoming-webinars
JULY 28
IPMI Online, Instructor-led Course Analysis and Application of Technology parking-mobility.org/calendar
AUGUST 4
Parksmart Advisor Online, Instructor-led Training Begins parking-mobility.org/parksmart
AUGUST 12
IPMI Webinar Considering an Alternative to Adaptive Reuse parking-mobility.org/upcoming-webinars
Frontline Fridays Live, online training for frontline employees by IPMI’s in-house trainers, at a deep discount. Register at parking-mobility.org/frontline-fridays. May 1, 1:00 p.m. (Eastern): How to Succeed in a Changing Workplace (Three-part Series) – Session 2: Identifying the Phases of Change May 1, 2:00 p.m. (Eastern): Key Components to Composing Effective Emails May 8, 12:00 p.m. (Eastern): How to Succeed in a Changing Workplace (Three-part Series) – Session 3: Changing Group Dynamics May 8, 2:00 p.m. (Eastern): Effective Communication: The Importance of Active Listening May 15, 12:00 p.m. (Eastern): Effective Business Communication May 15, 2:00 p.m. (Eastern): Our Role in Resolving Workplace Conflict May 22, 12:00 p.m. (Eastern): Developing Workplace Resilience
Stay up to date on industry events and activities! Visit parking-mobility.org/calendar for the latest updates and additions.
60 PARKING & MOBILITY / MAY 2020 / PARKING-MOBILITY.ORG
May 22, 2:00 p.m. (Eastern): Team Dynamics and Their Effect on Organizational Agility
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A podcast about parking, mobility, and the people who make it all go. Hosted by Isaiah Mouw with new episodes every other Tuesday at 10 a.m. Eastern. Listen on Spotify, Apple Podcasts, Google Podcasts, SoundCloud or any other major podcast provider. parkingcast.com
Strategic Partner PARKING-MOBILITY.ORG / MAY 2020 / PARKING & MOBILITY 61
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In Case You Missed It... #IPMI2020 than 40 sessions and 100 speakers in five tracks of industry specific education, with ➚More recordings available to attendees and exhibitors for a full year. Expo hours, with product and service experts online to answer questions and share their ➚Live knowledge one-on-one.
➚GameChangers and a keynote that’s sure to change the way you work. Smart Cities and Startup pavilions, showcasing all the newest, latest, and greatest technology ➚The and thought leadership. ➚Live networking and great ways to expand your contact list and advance your career. ➚CAPP points. happening wherever you are, June 1-2. Learn all about it, register, and get ready: IPMI.parking ➚All mobility.org. JOIN THE CONVERSATION
➚Hotel loading zone fees. ➚Valet operators, rules and regulations. ➚Staff professional development during COVID-19. ➚Oversized vehicles in cities/urban environments. ➚Scofflaw collections. you’re an IPMI member, you can ask and answer questions, share information, and grow your ➚Ifnetwork, 24/7, on Forum. Log in at forum.parking-mobility.org. ON THE BLOG
➚The Parking & Mobility Industry Comes Together in a Time of Need, by Brett Wood, CAPP, PE ➚New Curb Management Challenges, by Casey Jones, CAPP. ➚Is Sustainability Only About Going Green? by David Karwaski. ➚COVID’s Effect on TDM Programs, by Perry Eggleston, CAPP, DPA. ➚Read up on the hottest industry topics: parking-mobility.org/blog and in your daily Forum email. All from your desk, on your time, at parking-mobility.org. 62 PARKING & MOBILITY / MAY 2020 / PARKING-MOBILITY.ORG
POWERFUL, SYSTEM-WIDE CONTROL.
IPS delivers a fully-integrated parking management ecosystem. Request a demo at ipsgroup.com/demo © IPS Group, Inc.