Parking & Mobility, December 2020 by International Parking & Mobility Institute

INTERNATIONAL PARKING & MOBILITY INSTITUTE DECEMBER 2020

Function Meets Form The South Boston Waterfront Transportation Center

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INTERNATIONAL PARKING & MOBILITY INSTITUTE DECEMBER 2020 VOL. 2 / N0. 12

FEATURES

Function Meets Form

The South Boston Waterfront Transportation Center plays a vital role in connecting its communities with multi-modal options. By David Potter, AIA, and Brandon Schrenker, PE

Greening Progress

Finding a roadmap to sustainable development and mobility in LEED. By Kurt Steiner, AICP, LEED AP P

TDM & COVID-19

A recap of a special panel discussion by IPMI’s Sustainability Committee on the good, the bad, and potential opportunities.

A Parksmart Snapshot

Breaking down the Standard and finding pathways to Parksmart Certification. By Megan Leinart, CAPP, LEED AP BD&C

PARKING & MOBILITY / DECEMBER 2020 / PARKING-MOBILITY.ORG

/ EDITOR’S NOTE DEPARTMENTS 4 ENTRANCE Curb Your Ideas Here By Robert Ferrin

6 FIVE THINGS Great Stories from 2020 8 THE BUSINESS OF PARKING Crisis, Leadership, and You By Julius Rhodes, SPHR

10 THE GREEN STANDARD Considering Short-term vs. Long-term Savings in Lighting Options By Yasser Jabbari, CAPP

12 PARKING & MOBILITY SPOTLIGHT DFW Airport’s Transportation Business Unit Finds New Roads to Success 16 DIVERSITY, EQUITY, & INCLUSION Continuing the Conversation By Kim Jackson, CAPP

18 ASK THE EXPERTS 47 IN SHORT 49 AROUND THE INDUSTRY 54 PARKING & MOBILITY CONSULTANTS 56 ADVERTISERS INDEX 58 IN CASE YOU MISSED IT

So Long, Year I never could have guessed while writing last December editor’s note that 2020 would have been the wild, weird, and sometimes sad year it turned out to be. “Global pandemic” was definitely not on my year’s bingo card and had you told me life as we knew it would pretty much end—or at least dramatically warp—in March, I’d have given you my best “bless your heart” look. And yet, here we are. Hopes are high for a return to public living this spring as I write this. And among all the sacrifice and weirdness of the year have been opportunities to realize how lucky we are. We at IPMI are immensely grateful for all of you. We shifted this magazine to digital-only. You kept reading. We pivoted our events to virtual. You followed and engaged and were amazing. We scheduled online Shoptalks. You attended—sometimes in droves— and shared with your colleagues in a show of generosity that can only be called remarkable. We moved our face-to-face professional development online. You kept learning, participating enthusiastically on a new-to-all-of-us platform and cheered at the end. We asked for your feedback, your ideas, your expertise and you shared. Over and over. All of us consider ourselves lucky to work in this industry, among such kind, generous, smart, and collaborative professionals. You have made this year more than tolerable—you’ve inspired us, made us smile again and again, and re-imagined the way you all do business in a way that’s truly inspiring. For that, we thank you. And we’ll be with you on the next part of this journey, whatever that looks like. I hope for bright things ahead in 2021. I wish you and your loved ones a peaceful, uplifting holiday season. And I hope the new year is productive, successful, and happy for everyone. As always, please reach out any time—my email address is below. Happy holidays.

Kim Fernandez, editor fernandez@parking-mobility.org

PARKING-MOBILITY.ORG / DECEMBER 2020 / PARKING & MOBILITY

/ ENTRANCE Curb Your Ideas Here PUBLISHER

Shawn Conrad, CAE EDITOR

Kim Fernandez

fernandez@parking-mobility.org TECHNICAL EDITOR

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

Bill Smith, APR

bsmith@smith-phillips.com ADVERTISING SALES

Bonnie Watts, CEM

watts@parking-mobility.org SUBSCRIPTIONS

Tina Altman

taltman@parking-mobility.org PUBLICATION DESIGN

BonoTom Studio

info@bonotom.com For advertising information, contact Bonnie Watts at watts@parking-mobility.org or 888.IPMI.NOW. 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. P.O. Box 25047 Alexandria, VA 22313 Phone: 888.IPMI.NOW Fax: 703.566.2267 Email: info@parking-mobility.org Website: parking-mobility.org Postmaster note: Send address label changes promptly to: Parking & Mobility P.O. Box 25047 Alexandria, VA 22313 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.

By Robert Ferrin

STONE OR CONCRETE EDGING to a street or path is how Goo-

gle defines the term “curb.” The curb is an often overlooked bit of infrastructure. It is worn down in places, a trip hazard to preoccupied pedestrians, a significant barrier for the mobility impaired, and a physical separator between vehicular and non-vehicular modes of transportation. A search of the term “curb” on the IPMI website yields dozens of articles, blog posts, webinars, and case studies. How is something as subtle as a vertical element in the public right of way so often talked about in parking and mobility industry circles? During the last several years, enthusiasm for the curb (pun intended) has skyrocketed. The immense pressure felt at the curb from new arrivals and legacy operators can be observed daily in any city, large or small. This growth in shortterm pick-up and drop-off and loading sessions was on the increase before the pandemic, but COVID-19 has acted as an accelerator for these curbside activities. Moreover, the pandemic has started to fundamentally shift the demand profile of the curb. Our industry, by and large, has historically managed the curb for medium- to long-term vehicle storage. While the technology has changed, the management strategy has remained focused on vehicle storage. Fast-forward to 2020, and this management strategy has been overshadowed by the establishment of commercial pick-up and drop-off zones, rideshare spaces, parklets, shared mobility docking stations, on-street dining, and the list goes on and on. At a dizzying pace, parking practitioners have a front-row seat to an onslaught of new programs that didn’t even exist two, three, or even five years ago. The rapid change we’ve seen at the curb is both exciting and challenging. We are at a pivotal point at the curb. Traditional methods to enforce

PARKING & MOBILITY / DECEMBER 2020 / PARKING-MOBILITY.ORG

and monetize it are changing. The operators we interact with are changing and are numerous. All the while cities grapple with a new post-pandemic transportation reality. IPMI’s membership is uniquely positioned to lead in this space and chart a new course for how we manage our curbs. In fact several IPMI committees are embarking on projects focused on what the future holds for the curb lane. Let’s leverage our relationships and diverse skillsets, roll up our sleeves, and get to work! ◆ ROBERT FERRIN is assistant director for parking services with the City of Columbus, Ohio, and a member of IPMI’s Board of Directors. He can be reached at rsferrin@ columbus.gov.

SHUTTERSTOCK / DUNTRUNE STUDIOS

conrad@parking-mobility.org

COVID-19 Warranty Extension MicroDrive Vehicle Barriers

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Great Stories from 2020 December is a time of reflection and looking back, and we figure it’s a great opportunity to revisit some of the great Parking & Mobility stories that deserve a re-read or a share to colleagues who didn’t see them the first time. Here are some of our favorite stories from 2020.

Electrifying the Transportation System. Electric vehicles are proving power players in the future of transportation, especially as more cities and countries shy away from encouraging internal combustion engine ownership. And that means parking and mobility professionals have some big work ahead. This panel discussion with top experts broke it down.

IPMI’s Roadmap to Recovery series. We started COVID coverage way back in April, and member experts from throughout the industry have shared their thoughts in articles since them. This compilation of all of those pieces is a great resource for operations in every sector—and it’s a free download for IPMI members.

2020

PARKING & MOBILITY / DECEMBER 2020 / PARKING-MOBILITY.ORG

Curb Management: A Team Effort. We knew curb management would be a hot topic this year, but COVID19’s curbside pickup zones skyrocketed it—and this was just the article to get everyone up to speed on what “curb management” means and why everyone in an organization needs to get it.

The Motor City Becomes Comeback City. Detroit has been a little bit battered in recent years, but it’s definitely coming back— and its parking director is playing a huge role in that recovery and rebirth. This profile of Keith Hutchings was definitely one of our favorite stories of the year.

SHUTTERSTOCK / JATUPORN CHAINIRAMITKUL / JOHN MANTELL / MARKET VECTOR / SKY AND GLASS

Moving Up to Parking. We bet lots of parking professionals think working for Tesla is a bit of a dream job. So when a Tesla executive moved into a job in parking, we sat up and took notice. He had lots of insight to share for our industry, earning this piece a spot in our favorites of the year.

/ THE BUSINESS OF PARKING /HUMAN RESOURCES

Crisis, Leadership, and You By Julius E. Rhodes, SPHR

T GOES WITHOUT SAYING THAT 2020 WILL GO DOWN IN HISTORY as one of the most tumultuous peri-

ods of time we have ever experienced. There are many reasons for this such as a global pandemic, issues of racial inequity, political instability, and myriad issues of reform from taxation, to criminal justice, education, and healthcare disparities. The question that we are now faced with—and will be for some time—is how do we deal with the many crises we now face, what challenges do they present to the notion of leadership, and what role do each of us play in this conundrum? We can look at crisis from a definitional standpoint: A time of intense difficulty, trouble, or danger where an important decision must be made. This is a workable definition, but I suggest it does not go far enough because when a crisis occurs, there is usually a downturn, at least

temporarily, in the results one can expect. Because they don’t expect a crisis to occur, most individuals and organizations do not do a good job of planning ahead for them. When a crisis does occur—and it always will—it represents change, which is

never easy for people to accept. Change requires that we examine a litany of issues. As we all contemplate how we will develop the resolve and the resilience we need to address these issues, we should come to a natural discussion about leadership. People expect three things of leaders: ■ Tangible leadership in action they can see and appreciate from someone who is visible and approachable. ■ Leaders they can believe in. ■ Leaders who appreciate the perspectives of those who are going to be the most vulnerable or threatened as a result of the crisis.

While many people use “leadership” and “leader” interchangeably, I believe there’s a unique distinction between the two. Leadership is the what and when and anybody can do anything once, but it does not make you successful. To be successful, you have to be able to replicate your actions consistently. A leader, on the other hand, is about being who you are consistently and why you pursue the course of action you take. A leader is not in it for the glory, although sometimes a robust recognition of the leader’s actions will result in that. Rather, the leader understands and is always willing to put service to others above self and 8

PARKING & MOBILITY / DECEMBER 2020 / PARKING-MOBILITY.ORG

SHUTTERSTOCK / TREETY

Leaders and Leadership

The leader understands and is always willing to put service to others above self and is perfectly content in knowing that a job done well is better than well said.

is perfectly content in knowing that a job done well is better than well said. When it comes to dealing with a crisis, a leader is able to quickly and effectively identify the stakeholders and delineate the appropriate response to address individual and collective concerns. A leader can and does engage others and provides an opportunity for them to feel a sense of stability amidst the onslaught of the crisis. This is accomplished by incorporating one of the most underutilized communication skills: the ability to listen. Leaders understand that even though decisions have to be made, they cannot be made in a vacuum. Incorporating various perspectives builds in commitment from the stakeholders they are trying to serve.

others, and how you value others can and will go a long way in helping you work through any situation. This is all a lot to unpack, but if you want to know more about this area, call me or send me an email and I am happy to discuss it with you. ◆ JULIUS E. RHODES, SPHR, is founder and principal of the mpr group and author of BRAND: YOU Personal Branding for Success in Life and Business. He can be reached at jrhodes@mprgroup.info or 773.548.8037.

Displaying Your Personal Brand So, what does all of this have to do with you? As someone who has a formal position of authority over others or who aspires to have such a role, how you handle your responsibilities during a time of crisis will also determine how you behave in less stressful situations. This leads to a favorite topic of mine: How do you display your personal brand? I define a personal brand as the process of creating a clear, concise, and compelling identity that allows us to execute on our promises while connecting with others. Your personal brand needs to display the following three attributes: ■ It must speak to your standards, which denotes excellence. ■ It must address your values, which are closely held beliefs that guide behavior consistently. ■ It must identify your unique value proposition—what makes you who you are and why should people care? There a few questions you should ask yourself and two I think we should all start with are: What keeps you up at night about your personal brand? Is the personal brand you want to display actually being received in that manner by your intended audience? There are many things we have control over, including how we respond to a crisis. The ability to understand the environment in which you operate, the things you want to project to

ENGINEERING & DESIGN PLANNING & STUDIES RESTORATION

PARKING-MOBILITY.ORG / DECEMBER 2020 / PARKING & MOBILITY

/ THE GREEN STANDARD

Considering Short-term vs. Long-term Savings in Lighting Options By Yasser Jabbari, CAPP

OVID 19 HAS PRESENTED many organizations with challenges some of us have never

had to deal with. Forecasting models mean next to nothing in these trying times and universities such as the one I work for have been forced to look at where we can make financial cuts to try and soften the blow that is sure to come to our bottom line. Lighting Choices Lighting has always been an easily achieved sustainability project that produces results immediately. From LED corncobs to entire retrofit kits, we can easily reach sustainability and maintenance goals. However, does cutting costs up front save in the long run? In my humble experience, more often than not it does not. Let us take for example the standard 10-foot lighting pole many campuses and parks have along pedestrian walkways. A typical LED corncob of similar color and wattage to existing standards can cost around $75. That is a plug-and-play option that usually bypasses the ballast

From LED corncobs to entire retrofit kits, we can easily reach sustainability and maintenance goals. However, does cutting costs up front save in the long run?

PARKING & MOBILITY / DECEMBER 2020 / PARKING-MOBILITY.ORG

SHUTTERSTOCK / VASILY GAMAYUNOV

Deferring sustainability, maintenance, and upgrade programs are now easy targets to save money, but is that really the best choice? Does letting projects like landscaping or lighting go really save money? More and more, we see there may be a short-term benefit to letting these things go but long-term, we spend more money and resources to bring things back to acceptable standards. Finding the baseline in our operations is more essential than ever before. We ask ourselves more and more what needs to be done to keep something operating at the best level it can with little to no maintenance or afterthought.

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.

of the existing fixture (saving energy) and uses the existing glasswork to distribute light. A brand-new retrofit kit, basically a new head that attaches to the existing pole, can cost upwards of $300. This is all new circuitry and glasswork. Something else to consider is that LED light is directional; most corncob LED light replacements end up sending light back into the fixture, not throwing the light out and about like a retrofit light can. To give the LED corncobs credit, you can buy directional models that will help in aiming the light out of the fixture.

Real Savings At first glance, you immediately see the cost savings. You can fix three poles with LED corncobs for the price of one retrofit kit, which does make it the more economical option. Where the retrofit kit wins is the long-term life and maintenance of the entire fixture. Typical field use shows that while LED corncobs do last longer than a typical HID light (three to five years), they do not last much longer than that. The LED lights themselves may last forever, but the cooling fans in these corncob lights, circuitry, and incorrect installation can all play a part in their eventual failure. At the second LED corncob replacement, you have now lost whatever savings you had by not doing a complete retrofit kit through electrician labor costs and the new bulb, not to mention the disposal of the LED corncob itself. There are numerous applications where LED corncobs are a quick and easy fixes that can be implemented quickly, economically, and where easy sustainability goals can be met. LED tubes and downlight are great example of how a LED corncob light can bring immediate energy and cost savings, not to mention completely change the look and feel of an area. However, when you move into areas such as pedestrian lighting and large parking lots with street lights, the costs of labor and equipment to change these fixtures definitely becomes a factor. While shortterm cost savings can be achieved, you end up sacrificing sustainability and budget goals for short term relief. ◆ YASSER JABBARI, CAPP is operations coordinator, transportation services University of California, Riverside, and a member of IPMI’s Sustainability Committee. He can be reached at yasser.jabbari@ucr.edu.

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 / DECEMBER 2020 / PARKING & MOBILITY

/ PARKING & MOBILITY SPOTLIGHT/ORGANIZATION

DFW Airport’s Transportation Business Unit Finds New Roads to Success By the DFW CAPP Team

FW INTERNATIONAL AIRPORT is at the forefront of mobility evolution and revolution. Before

COVID-19, DFW was the fourth busiest large-hub airport in the U.S., served 73 million airline passengers annually, and processed 51,000 vehicles per day on its campus.

DFW Airport’s transportation business unit (TBU) provides mobility solutions to meet the needs of our guests and tenants. DFW is a mobility hub, offering rail service to both Dallas and Fort Worth from two on-airport train stations. Skylink is an automated people mover that provides service for passengers needing to connect with flights at other terminals within the TSA secured area, transporting approximately 5,000 passengers per direction per hour. Aircraft hardstand operations ensure timely deplaning when gates are unavailable. Bus services transports 8 million customers and 6.5 million tenant airline employees annually. With a strategic mission of transforming the travel experience for customers and connecting our community to the world, DFW offers more than 40,000 public and 10,000 employee parking spaces. Parking options include 11 garage struc-

tures, multiple surface lot options, and five parking products that include valet and online pre-paid, parking guidance systems, and electric vehicle (EV) charging stations to meet customers’ needs. Traffic flow efficiency is optimized through active management of 4.25 linear miles of terminal curbsides, ground transportation regulation, and use of AVI and other electronic forms of payment at airport checkpoints.

Parking Control Plaza The North and South Parking Control Plazas are the gateway into DFW Airport. They enhance mobility by utilizing variable message signage to facilitate efficient airport entry and exit. Entry lanes are allocated by access method, i.e. ticket, toll tag (AVI) or QR code (for prepaid parking). Exit lanes are allocated by payment type i.e. cash, credit card, toll

tag, or QR code. Two extra-wide lanes are available at each entry and exit for oversized vehicles. Customers also have the option to use credit card in/credit card out and pay with Apple Pay or Google Pay on exit. The plazas are monitored by a state-of-the-art control room, which ensures that vehicle license plates and the PARCS system record match. LPR is used to record vehicle lane traversal. The TBU evaluates lane allocation annually based on the number of transactions of each type processed during the previous year to determine if reallocation is warranted.

Rail Service DFW Airport is situated between the North Texas region’s two most populous counties: Tarrant County to the west, and Dallas County to the east. DFW’s train station, located between Terminals A and B, is the terminus for two area rail systems.

12 SHUTTERSTOCK / FRONTPAGE

A whole

The Trinity Metro hard rail carries travelers and employees from Tarrant County, and the Dallas Area Rapid Transit (DART) light rail serves ridership for Dallas County. Additionally, a third commuter rail system, the Trinity Railway Express (TRE), spans the Tarrant-Dallas corridor south of the airport. Customers can access bus service between our rental car facility and a parkand-ride TRE station located just a few miles south of the airport.

Parking Guidance System

Skylink

Busing Operations

DFW operates two automated people mover stations. The stations contain four sets of doors on each platform for entering and exiting passengers. The people mover is located at either end of each terminal and is elevated about 50 feet; this system is constructed over the terminals on 375 columns in a 4.81-mile long, bi- directional loop. The longest trip between stations is nine minutes with an average five-minute ride. This allows most passengers to make a connection from any flight to another in around seven minutes. The people mover is free to use and operates clockwise and counterclockwise; you can choose the direction with the quickest route to your terminal. The people mover serves passengers connecting between flights in the secure area so there is no need for passengers to be rescreened when switching terminals.

The TBU operates five distinctive busing services to provide mobility on the non-aviation side of the terminal area. Operating more than 160 compressed natural gas (CNG) buses ranging from 25 to 40 feet in size, this fleet transports more than 9 million passengers and employees annually. Our fleet of shuttle vehicles utilizes a bus tracking GPS, announcement, and automated passenger counting system. This system allows for efficient tracking and management of our fleet and enables planning for future mobility needs.

LOT of innovation from AIMS

To expedite mobility and reduce drive time within the parking structures, DFW utilizes parking guidance systems in most garages to assist customers to quickly find an open parking space. It eliminates the need to drive each aisle searching for a parking space and reduces emissions within the parking structures. Customers can find a space quickly and move on to the next part of their travel journey.

Ground Transportation The TBU regulates all commercial ground transportation on the airport. More than 5 million commercial ground transportation vehicles traverse DFW each year. We deliver quality customer experience

AIMS MobilePay Today’s drivers demand

pay-to-park transactions

via their smart phones. We listened and responded by introducing AIMS MobilePay.

• Compatible with iOS, Android, or even via a •

desktop, AIMS MobilePay (aka: AMP Park) lets your customer find a parking space in your AIMS service area, pay to park, manage their account, and more... All with their smart phone! Like all our innovations, AIMS MobilePay benefits you, too – with new revenue opportunities and a host of operational advantages.

Learn more about the AIMS Parking Management Software suite – and schedule an AIMS MobilePay demo – at

PARKING-MOBILITY.ORG / DECEMBER 2020 / PARKING & MOBILITY

PARKING & MOBILITY SPOTLIGHT

by requiring that all ground transportation vehicles and drivers adhere to DFW’s standards. One requirement that expedites mobility is that each must enter and exit the airport using AVI technology. Our curbside management team ensures that customers experience a smooth transition between the curbside and their terminal, using Segways and technology to regulate the curb.

Airside Bus Operations DFW has an airside bus transportation program that is known in the industry for its innovation and high level of customer service. Since 2013, our TBU Guest Services section has transported more than 700,000 passengers to and from aircraft that do not have assigned gates, using a fleet of seven COBUS people-mover vehicles. Most of these passengers are international travelers, both originating and connecting. Using these large-capacity vehicles helps expedite their movements. The Guest Services team also supports the airport’s response to irregular operations, aircraft diversions, and emergency events. Having the capability to transport our guests in large numbers quickly and safely helps to keep operations running efficiently, maintain compliance with federal regulations, and results in a positive customer experience.

Electric Vehicle Charging Since 2012, DFW has used our valet product to make EV charging available to all customers regardless of their terminal or gate, at no additional cost. A dual headed PEP brand EV charger was installed in our valet storage area. Customers simply drop off their EV at the valet stand closest to their departing gate. The valet takes their EV to the valet storage area, where it is charged and returned to them at their arrival terminal. This provides efficient use of the charger as the EV can be moved away from the charger once it is fully charged. In September 2016, the TBU partnered with Tesla to install four additional stations in the DFW Airport valet storage area. The TBU also partnered with DFW Airport’s sustainability team to install charging stations for our terminal self-parkers at our new garages in terminals A and E. Currently we have 20 EV charging stations available to our terminal parkers. Located in our most convenient parking areas, these EV charging stations are offered as a complementary service. 14

PARKING & MOBILITY / DECEMBER 2020 / PARKING-MOBILITY.ORG

Courtesy Patrol Dallas Fort Worth International (DFW) Airport’s free Courtesy Patrol program aids guests parking in our terminal garages. Members of this team seek out guests who need assistance with jump starts, tire inflations, and locating vehicles. Service is provided seven days a week, 24 hours a day, and keeps customers mobile without having to wait an excessive period of time for expensive roadside assistance providers. By focusing on customer service, the team is prepared to meet the demands of interacting with customers who need assistance. During the 2019 fiscal year they exceeded expectations by assisting 10,239 guests: ■ 3,312 jump starts. ■ 6,328 located vehicles. ■ 599 tire inflations and other services. ■ 602 compliments received from guests. Feedback from guests comes in the form of phone calls, emails, and social media comments. These are received through supervisors, the parking guest relations office, or the DFW corporate communications team. We have received compliments from guests who did not require service but found a notice on their vehicle indicating a light was left on or they had a flat tire. They said it is comforting to know that people are looking after their vehicles and provide them with notices. The team provides an additional layer of security as they are continually driving through the terminal garages, supplementing the department of public safety’s patrols. This courtesy patrol service is provided free to customers and operates without advertising. Employees on the curb and at the valet kiosks can contact the team if a guest asks for assistance. In addition, customers have shared the information through word of mouth and on social media. The Courtesy Patrol program at DFW Airport has been a large success. Our team drives an average of 161,175 miles per year, equivalent to nearly seven trips around the world. When it comes to enhancing the customer experience this program has far exceeded the expectations of the operation and the customer. The future is bright for continued growth of this program and we are very excited to exceed our guests’ expectations day after day.

Business Intelligence

COVID-19 Impacts

The TBU team uses business intelligence (BI) to optimize business performance, operational excellence, and customer experience to ensure seamless mobility for our customers. This provides essential decision-making data to staff ranging from staff and supervisors in the field to executives on a mobile platform such as an iPad. Mobile platforms enable access to information in the field where it is needed in a dashboard-type presentation, allowing the user to drill down from high level to specific data points. MicroStrategy is the primary enterprise solution where data from TBU teams is compiled and stored, providing trending, forecasting, and other operational data. The parking and transportation dashboard provides information that includes facility occupancy, transactions, revenue (actuals vs. budget), bus ridership, industry comparisons, and other operational data, literally at the fingertips of our team, allowing for real-time decision making. Another innovation to enhance operations is the taxi dispatching application used by our curbside management team. It provides efficient communication between the curbside and DFW’s taxi queue while maintaining an electronic record of activity. It also allows our guest assistance to remain with customers until their taxi has arrived and to maintain overall operations. To ensure the most efficient use of BI, enhance overall analytics, and drive employee engagement, the TBU created and fosters an internal citizen intelligence team known as Transportation Business Intelligence (TBI). Staff at all levels and various positions within the TBU represent their workgroups as analysts, who act on behalf of their workgroup, create data solutions and informational displays specific to their business, and provide management the ability to quickly access information and identify trends. With the motto “data that makes sense,” these analysts disseminate essential and usable data throughout the organization to optimize the customer experience and operational excellence.

DFW has been affected, as all airports have, by COVID-19. Despite the pandemic, we are on a path to recovery, seeing growth in parkers and transportation activity. The TBU team has adjusted to the reduced customer demand by repurposing some parking from public to rental car and airport employee use. We continue to prioritize safety and focus decision making on the well-being of our team and customers. ◆ This article was written by the DFW TBU CAPP Team: ■ Sherry Carter, CAPP ■ Thuy Cobb, CAPP ■ Gabriel Dennis, CAPP ■ Eric Harp, CAPP ■ Michael Koenig, CAPP ■ Robert Petersen, CAPP ■ Ziad Tayyem, CAPP ■ David Wilson, CAPP

Happy Holidays from our family to yours.

Federal Government Mobility Partnership DFW Airport is partnering with the U.S. Department of Energy’s ATHENA (Advancing Transportation Hub Efficiency using Novel Analytics) project. The objective of this three-year study is to leverage mobility data to optimize efficiency and reduce the cost of both passenger and freight movement at and around transportation hubs. The TBU is working closely with the National Renewable Energy Laboratory (NREL) and Oak Ridge National Laboratory, providing input for their supercomputers and ensuring that DFW data is accurate and applicable to fit the needs of this project.

Every Ticket Imaginable

800.241.8662

info@southlandprinting.com

PARKING-MOBILITY.ORG / DECEMBER 2020 / PARKING & MOBILITY

/ DIVERSITY, EQUITY, & INCLUSION

Continuing the Conversation By Kim Jackson, CAPP

ARY MEANS, CAPP , began the conversation for our industry of Diversity, Equity

and Inclusion (DEI) in the October issue of Parking and Mobility. I have the extreme pleasure of continuing the conversation for this issue.

Psychologist Derald Wing Sue defines microaggressions as “brief, everyday exchanges that send denigrating messages to certain individuals because of their group membership.”

Microaggressions Upon reflection when I think of having an even playing field of access, I reflect on all the microaggressions I have heard, have been directed my way and that I needed to respond to when appropriate. Psychologist Derald Wing Sue defines microaggressions as “brief, everyday exchanges that send denigrating messages to certain individuals because of their group membership.” Microaggressions can come across as compliments, but they are not. They reveal the negative beliefs or assumptions held by the individual and in our society. They are often connected to stereotypes. Microaggressions happen below the level of awareness, often committed by well-meaning members of 16

PARKING & MOBILITY / DECEMBER 2020 / PARKING-MOBILITY.ORG

the dominant group or culture. Although there may be no intention of offense, the following examples are still problematic: ■ Statements that repeat or affirm stereotypes about a minority group or subtly demean that group. ■ Statements that position the dominant culture as normal and the minority one as aberrant, or pathological. ■ Expression of disapproval or discomfort with a minority group; assuming all members of that group are the same. ■ Minimizing the existence of discrimination against a minority group. ■ Minimizing the real conflict between the dominant culture or group and a minority group. Everyday examples many colleagues have faced: ■ Surprise that a person of African or Latino descent makes an insightful, profound, or intelligent remark. “She was really well spoken.” ■ Remarking how well-mannered or behaved a group of African-American children are. ■ Referring to how well persons of South East Asian “speak English.”

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DEI is a topic I am and have been passionate about throughout my career, mostly looking at the subject of equity. As a woman of color, I have never been afforded the same access as men or white women in parking and transportation and while breaking some barriers, I have had to make a conscious commitment to reduce those barriers for others, if at all possible along my journey.

Moving Away from Bias The question we need to begin asking ourselves is how we move away from bias and reduce microaggressions. Here are some possible approaches: Become more culturally literate. Learn about people who are different from yourself—gender orientation, class status, culture, and ethnicity Make the unconscious conscious— increase your awareness: ■ Understand that bias is a normal part of the human experience; yet we do not need to wallow in it, nor do we need to carry inordinate shame about it. ■ Explore your own personal narrative. What values and behaviors did you learn growing up? How have those shaped how you see the world? What other cultures, classes, sexual orientation, and genders were you exposed to as a child? ■ Develop the capacity for self- observation. Compassionately see yourself in action, see yourself as others might. Share with others what your thoughts are (in a non-judgmental safe setting). Move away from kneejerk reactions and habitual reactions Create the PAUSE*, before you react: • Pay attention to what’s happening beneath the judgments and assessments. Slow down and really see what is happening. • Acknowledge your own reactions, interpretations, and judgments. Recognizing interpretations as interpretations moves you away from constructing them as fact. • Understand the other possible reactions, interpretations and judgments that are possible. • Search for the most constructive,

■

empowering, or productive way to deal with a situation. • Execute your action plan. Explore awkwardness or discomfort Am I reacting to what is happening now? Is this person or situation currently threatening to me? Is there any immediate action that needs to be taken? How do people or situations like this affect my behavior on a regular basis? Is there somebody with whom I should talk about the circumstances? Get out of your comfort zone and engage with people who are different from you.

Get feedback and information from others. We are hopeful this column in the magazine is helping you think about and begin to conduct these conversations within your organization. Please send any feedback on this article to me—my email address is below. Some of this information comes from Everyday Bias by Howard Ross. ■

KIM JACKSON, CAPP, is director of parking and transportation at Princeton University and former chair of IPMI’s Board of Directors. She can be reached at kimj@princeton.edu.

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ASK

THE

EXPERTS What do you think was the greatest lesson learned in parking, mobility, and transportation this year?

Andrew Sachs President Gateway Parking Services The necessity to be agile in both thought and process is the vital lesson to hit home in 2020. The ability to adapt to a rapidly changing economic landscape has been key to survival as we slog through the depths of the COVID crisis. Versatility will be the differentiator between the operations that thrive and those that dive when the recovery comes.

Jennifer Tougas, PhD

Scott C. Bauman, CAPP

Christina Jones, CAPP

Irma Henderson, CAPP

Interim Vice President, Business Services Western Kentucky University

Manager, Parking & Mobility Services City of Aurora, Colo.

Parking Analyst Walker Consultants

Director, Transportation, Parking, and Fleet Services University of California, Riverside

Be nimble and creative. Be prepared for the unknown so you can respond quickly. Embrace disruptive change to come out stronger on the other side. Take advantage of down time to invest in your program or yourself.

Despite how robust and technology driven our profession has become, our industry is not immune to outside disruptors that can seriously impact and redefine our business and day-to-day operations.

PARKING & MOBILITY / DECEMBER 2020 / PARKING-MOBILITY.ORG

Stay connected and be flexible. The industry has experienced explosive growth in recent years and 2020 has reinforced how important it is to be able to adapt to and think creatively about new challenges. Regularly engaging with our industry partners gives us an opportunity to learn from and appreciate one another’s unique experiences and expertise.

Typically, culture eats change or strategy for breakfast but 2020 has upended our cultural norms and behaviors. It has given us the freedom to redefine ourselves and take risks that we would have never before thought possible.

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John Hammerschlag

Casey Jones, CAPP

Kim Jackson, CAPP

President Hammerschlag & Co., Inc.

Senior Parking and Mobility Planner DESMAN

Cleanliness is a virtue, staying positive lessens one’s own stress load and brightens someone else’s day, and parking facilities can satisfy other needs (think medical) during a crisis.

2020 has taught me that there is no going back to the old way of doing things. What the new norm will be is difficult to say with certainty, but our future success depends upon a willingness to adapt and not just in incremental ways.

Director, Transportation & Parking Services Princeton University The greatest lesson learned is a reminder that our organizations and staff are resilient, adaptable, creative, and genuinely concerned for our communities’ well-being.

Brian Shaw, CAPP

Larry Cohen, CAPP

Executive Director, Transportation Stanford University

Executive Director Lancaster, Pa., Parking Authority

Plan for a rainy day. Build a financial reserve to help buy time during uncertain times and protect it. And don’t stop charging for parking. We sell a temporal commodity that only has worth on the day it is sold. Any day parking is free is revenue that will never be recovered.

Have enough money saved for an emergency. Prior to COVID-19, you may have been thinking to have reserve funds for acquisitions, capital repairs, and program upgrades. Unfortunately, many of us had to pivot our reserve funds and use them for the basics, like salaries, in this devastating financial year.

/ HAVE A QUESTION? Send it to editor@parking-mobility.org and watch this space for answers from the experts.

The opinions and thoughts expressed by the contributors do not necessarily reflect the opinions and viewpoints of the International Parking & Mobility Institute or official policies of IPMI.

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OUTH BOSTON’S SEAPORT DISTRICT

has seen more than 19 million square feet developed in the past 10 years. The South Boston Waterfront Transportation Center (SBWTC) was conceived as a vital infrastructure node, providing connectivity to the bourgeoning Seaport District. The SBWTC provides parking to support numerous user groups, including employees, residents of the neighboring condominium buildings, parking and valet needs for the future Omni hotel, and patrons visiting the Seaport. The structure includes: ■ 1,650 parking spaces. ■ A 600 square foot parking office suite.

A 700 square foot transportation concierge space. ■ An 850 square foot enclosed bicycle storage space. ■ Public bathrooms. The structure is located above and supported by a section of the I-90 tunnel structure built as part of the Central Artery and Tunnel Project. ■

The South Boston Waterfront Transportation Center plays a vital role in connecting its communities with multi-modal options.

PARKING-MOBILITY.ORG / DECEMBER 2020 / PARKING & MOBILITY

Multi-mobility The structure is located adjacent to the MBTA Silver Line World Trade Center transit stop, which provides service to South Station and Logan Airport. Shuttle service is provided from the SBWTC to the Flynn Cruise Terminal, where cruise ships depart for Canada, the Caribbean, and other destinations. The SBWTC’s lowest level is designed for the potential of a future shuttle bus stop. The garage structure is sited to allow for the potential for future buildings on east side along World Trade Center Ave. and west side along D Street. A pedestrian path links D St. to the World Trade Center to break down a large city block (east-west), and a pedestrian bridge over the Silver Line leads to the neighboring apartment building to the north. The structure was designed to accommodate a pedestrian bridge over the Haul Road to connect to the future Omni Hotel to the south which has subsequently been constructed. Public use is supported by a landscaped public plaza along World Trade Center Avenue, access to a flexible-use public lobby, indoor bicycle storage and repair, and a 20 ft by 10 ft LED media wall indicating local transportation options. The media wall and

PARKING & MOBILITY / DECEMBER 2020 / PARKING-MOBILITY.ORG

kiosks relay real-time information for bus service, water transportation, and Silver Line headways and maps with point of interest information. Sustainability features include rooftop solar panels, high-efficiency LED lighting, potential rainwater collection, and electric vehicle (EV) charging stations.

Architectural design elements A covered walkway connects a nearby MBTA station and stair to the SBWTC entrance and plaza and protects pedestrians from the elements with a landscaped buffer. Building and canopy share a language of vertical orienting elements with large scale building façade louvers that direct views and shade the building. Orange and yellow louver and canopy columns pay homage to the origins of the neighborhood, pulling from the historical brick colors of the surrounding neighborhood. The folded aluminum plate façade acknowledges the neighborhood transformation from working Seaport to Innovation District. Sustainability features include rooftop solar panels, high-efficiency LED lighting, and potential rainwater collection.

SBWTC is accessible to vehicles from two major routes: Congress Street with an entrance and signage capturing vehicles exiting the highway system, and an entrance at World Trade Center Avenue integrated into the design of the public plaza. The plaza-level entry is integrated into the public gathering space, and a singular unifying roof structure shelters the lobby area, bike storage, vehicular entry, and mid-block pedestrian connection. The SBWTC’s unique relationship to the abutting roadways allows entry/ exit to occur on multiple levels. The pedestrian connection is identified through integrated large-scale ‘SBWTC’ lettering which highlights the pedestrian connection, and serves as district-wide signage, identifying the Transportation Center from the eastbound I-90 tunnel corridor and from glimpses throughout the district. Artists for Humanity produced a 10-foot x 45-foot transportation mural for the bike storage area, which carries the vibrant colors of the façade to the interior and serves as a backdrop for the public gathering plaza.

and on each level, and license plate recognition technology at entry and exit lanes. It features a pay-on-foot system for daily users, while monthly parkers use proximity cards. Parking specials and promotions are available through the SBWTC website, and users have the option to reserve parking beforehand. There are special rates for cruise parking and patrons attending events at the BCEC, the World Trade Center, or the Pavilion. In the future the facility will incorporate valet services for the Omni Hotel, scheduled to open in 2021. The precast parking structure is designed with a high-performance concrete mix for long-term durability, as well as stainless steel connections, galvanized steel framing, and similar measures to withstand the city’s harsh weather. The facility also includes a snow-melt system for snow maintenance. User safety was a priority to the owner. The facility was designed in accordance with IESNA and NPA lighting standards, and includes an active CCTV security system and blue phone emergency call stations at the stair and elevator cores.

Walker Congratulates Massport for its New Multi-Modal Marvel South Boston Waterfront Transportation Center

Operational Design The SBWTC is centrally located within the South Boston Waterfront District. Popular nearby destinations include the Boston Convention and Exhibition Center (BCEC), the World Trade Center, the Rockland Trust Bank Pavilion, and the Flynn Cruise Terminal. Patrons have the option of using different transit options including the MBTA Silver Line, water taxis, or complimentary shuttles to the Cruise Terminal. Active display kiosks and a media wall provide local transportation information. The facility contains a level-by-level automated parking guidance system with dynamic signage at entrances

Parking Consulting and Functional Design by Walker Consultants

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PARKING-MOBILITY.ORG / DECEMBER 2020 / PARKING & MOBILITY

Functional Design The SBWTC was sized and sited in the east/west direction to accommodate future buildings, maximizing the usable area on the site for more than just parking and transportation. The garage is a 3-bay, center ramp structure with flat floors on the perimeter to allow for horizontal facades. The design primarily promotes a one-way flow during normal operations but can accommodate two-way flow during special conditions. Primary stair/elevator towers are provided on the north of the site, the direction in which a significant portion of pedestrian travel. These elements provide

connections to the Boston Convention and Exhibition Center, hotels, Silver Line, and cruise terminal shuttles. A pedestrian path through the structure links D Street and World Trade Center Avenue, breaking down the scale of this block. Another stair/elevator core is provided on the south of the structure for a future pedestrian bridge to the future Omni Hotel. An additional pedestrian bridge connects the facility and the adjacent condominium building. Three vehicle entry/exit locations are provided. The primary entry/exit passes through an adjacent apartment tower and spans over the MBTA’s Silver line, providing a convenient link to the Interstate 93 and South Boston. The second connects the third level of the facility to World Trade Center Ave., providing a direct link to Summer Street. The third is on the first level of the parking structure providing access to the Massachusetts Turnpike.

User Amenities The parking experience is enhanced with an automated parking guidance system (Park Assist). Dynamic signage provides real-time vehicle occupancy per level to direct users to available parking. Stationary signage directs vehicles to the three exits, including references to the local streets and highway system connections. Interior pedestrian signage directs users to appropriate exits depending on their destination. Interactive transit information kiosks provide real time information for public transportation, and directions to surrounding destinations. Users are able to acquire these 26

PARKING & MOBILITY / DECEMBER 2020 / PARKING-MOBILITY.ORG

directions on their cellphones via text or QR scan. Primary stair and elevator cores are open, visible, and bright to promote passive security. Public restrooms are available. Once outside the facility, patrons have access to the landscaped public plaza along World Trade Center Avenue. The facility includes a 700 square foot office suite for onsite staff. This enclosed conditioned space includes a private break room, bathrooms, a valet office, server room, and storage space. The office suite is located with direct visibility of the primary entry/exit to Congress Street, with limited duration parking spaces for users visiting the office.

MBTA Silver Line system. The design and construction required careful coordination with the adjacent property’s design team and the MBTA. For resiliency purposes (given flooding potential and sea level rise in the area), the critical systems of the SBWTC are all positioned above the design flood elevation. Critical rooms such as the electrical room are located on the second level. ◆ DAVID POTTER, AIA, is an associate with Fennick McCredie Architecture. He can be reached at dpotter@fmarchitecture.com.

BRANDON SCHRENKER, PE, is a project manager with Walker Consultants. He can be reached at bschreneker@walkerconsultants. com.

Innovative Features The function of the facility, while promoting one-way traffic, provides sufficient vehicle width to accommodate two-way traffic throughout. In special event conditions in which the Omni Hotel will need additional parking or valet parking, the function of the garage can be altered to allow got typical self-park operations and separated special event only parking and valet operation bays to accommodate the variable capacity needs. The parking facility is located above and supported on the existing I-90 tunnel. The tunnel was originally designed for a future air-rights project, however, still required a significant design effort and coordination to successfully implement the project above the tunnel. The primary entry/exit from Congress Street requires a vehicular ramp and bridge that pass through an adjacent apartment building and over the existing

SBWTC Project Team ■ ■ ■ ■ ■ ■ ■ ■ ■ ■

Owner—Massachusetts Port Authority Architect—Fennick McCredie Architecture Parking Consultant—Walker Consultants Landscape Architect—Sasaki Associates Inc. Structural Engineer—McNamara Salvia Civil Engineer—VHB Mechanical, Electrical, Plumbing, and Fire Protection Design—RDK Engineers (NV5) Geotechnical Engineer—GZA Transportation Engineer—VHB Construction Manager - Skanska

PARKING-MOBILITY.ORG / DECEMBER 2020 / PARKING & MOBILITY

PROGRESS

Finding a roadmap to sustainable development and mobility in LEED.

PARKING & MOBILITY / DECEMBER 2020 / PARKING-MOBILITY.ORG

By Kurt Steiner, AICP, LEED AP

HE LEED GREEN BUILDING RATING SYSTEM recognizes mobility

as one of the key factors influencing building performance and sustainability outcomes. Compact, human-scale development with access to a balanced, multimodal transportation system performs better on key indicators for equity, affordability, public health and safety, and carbon emissions.

ISTOC EET K / TR ON Y / BL DIEGIR VELVIN L / PA NIK

But how do building owners and operators demonstrate a meaningful improvement in transportation performance? LEED helps practitioners prioritize investments in infrastructure, guide implementation of best practices in design and operations, measure performance, and verify outcomes for buildings. LEED and the Arc performance platform provide the tools to evaluate project location efficiency and promote low carbon mobility during operations. Let’s explore how LEED is connecting buildings to the sustainable transportation system of the future.

Better Buildings, Better Lives Institutions, investors, local governments, and the building industry

have embraced LEED and its framework for delivering healthy, highly efficient, cost-saving green buildings. The rating system has transformed building design, construction, and operations and become the most widely used green building certification in the world. There are more than 104,000 projects participating in over 180 countries and territories, with more than 2.2 million square feet certified every day. LEED buildings are using less energy and have lower greenhouse gas emissions compared to typical commercial buildings.1 For owners, a LEED building means improved building efficiency, reduced operational costs, and increased asset value while supporting occupant health and well-being. Employers in LEED-certified spaces report higher recruitment and retention, and increased productivity from workers. Investors see LEED’s robust green building criteria as a mechanism for helping them meet their ESG (environmental, social, and governance) goals. All around, LEED green buildings help people, businesses and communities thrive and they provide a profound opportunity to encourage more sustainable mobility. Every trip begins and ends in a building, so where and how we build helps ensure that commuting and other travel is safe, affordable, and sustainable. The Location and Transportation credit category in LEED encompasses 16 out of 100 available points for new construction—that means 16 percent of all LEED points are tied to a building’s location, access to sustainable transportation modes, and support for low-carbon mobility.

Accelerating the Tipping Point Transportation accounts for 23 percent of global greenhouse gas emissions.2 In the U.S., the

PARKING-MOBILITY.ORG / DECEMBER 2020 / PARKING & MOBILITY

The Location and Transportation credit category in LEED encompasses 16 out of 100 available points for new construction—that means 16 percent of all LEED points are tied to a building’s location, access to sustainable transportation modes, and support for low-carbon mobility.

transportation sector is the largest source of carbon emissions, contributing nearly 30 percent of total greenhouse gas emissions, and more than half of those emissions are from personal driving.3 De-carbonizing the transportation sector is among the most urgent priorities for mitigating climate change. A major shift in priorities for public investment in footprint infrastructure and land use policies is needed to meet global emissions reduction targets. The good news: Cities are already helping usher in a new era for sustainable mobility. Market research experts with Kantar predict that private car trips in the world’s largest cities will decrease by 10 percent over the next decade and that nearly half of all urban trips will use walking, bicycling, or public transportation by 2030.4 That’s a reflection of new technologies, public policies, and shifting preferences and behavior. These trends point to broader disruption on the horizon. Several revolutions in transportation technology are converging and could redefine mobility in the next 10 to 20 years. Electric, shared, interconnected networks are rapidly maturing and have the potential to reverse the negative consequences of car-centric mobility during the past century. McKinsey suggests that improvements in battery technology and renewable energy, along with tighter regulations aimed at carbon emissions, will hasten the transition to electric vehicles (EVs). Some level of safe automation could be the key innovation that enables more efficient vehicle and ride-sharing models to finally displace private 30

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ownership.5 Instead of increasing congestion and pollution, new mobility systems will ease travel for everyone and lead to dramatic improvements in social equity and economic opportunity with a smaller environmental footprint. Now for the bad news: the pace and scale of electrification of personal vehicles is probably inadequate to meet emissions targets. Researchers from both Carnegie Mellon6 and the University of Toronto7 estimate that the U.S. will need 90 percent of cars, light trucks, and SUVs on the road to be EVs by 2050 to meet carbon reduction targets. Even with policy incentives, calculations suggest that will be difficult. Cars, which are usually the second highest household expense, have an average lifespan of 12 years. In other words, to realistically reach the required levels of EVs on the road by 2050, all new car sales would need to be EVs starting in 2035 or much sooner, depending on factors that include the carbon intensity of the electricity grid and growth in vehicle miles traveled. This means that society needs to pull out all the stops to support EVs while also reducing vehicle miles traveled now. Buildings will play an important role in helping advance both of those objectives.

Benchmarking LEED’s enduring relevance as a voluntary third-party verification program and its success as a catalyst for market transformation are rooted in its simplicity. LEED is a concise framework for identifying and

ISTOCK / TREETY / BRANDSOFTHEWORLD.COM

™

implementing practical and measurable green building design, construction, and operations strategies. LEED v4.1, the latest version, was introduced in 2019 and includes several important updates aimed at accelerating de-carbonization. From a new carbon emissions metric for building energy consumption to encouraging building life-cycle assessment, LEED v4.1 shows projects how to reduce their carbon footprint. Location and Transportation credits in the LEED v4.1 for Building Design and Construction rating system, which includes new construction and major renovations, encourage location efficiency. Several credits recognize building projects on sites that avoid sensitive areas, like habitat and agricultural land, and are located near existing, compact development and public transportation and bicycle networks. The remaining category credits encourage smart infrastructure onsite, including smart parking management strategies, bicycle storage and showers, and electric vehicle charging infrastructure. The Electric Vehicles credit now focuses exclusively on supporting the transition to EVs by recognizing building owners that install Level 2 electric vehicle supply equipment (EVSE) or make parking spaces EV Ready, saving costs down the road. For existing buildings, using the LEED v4.1 for Operations and Maintenance rating system, every project must survey occupants on their commute travel behavior, at least once per year. The collected data is used to estimate average carbon intensity of travel to and from the building (average CO2e) that, in turn, is used to derive an Arc Transportation Performance Score and corresponding LEED points. This methodology highlights travel-related carbon emissions from occupant commutes. The score reflects buildings with efficient locations and access to multimodal transportation options, as well as robust transportation demand management (TDM) policies that help reduce single occupant vehicle (SOV) trips.

Green Buildings LEED continues to monitor developments in transportation impact analysis and routinely refreshes rating system criteria as new metrics and methodologies mature. Vehicle miles traveled (VMT) impacts of development projects are rapidly gaining attention in the industry, for example. Whatever methodology is used to evaluate a building’s location, ongoing performance is crucial. That’s why LEED also recognizes best practices for TDM that reduce the carbon footprint of commutes. Arc integration partners, such as Commutifi

and B-Line, are showing how building owners and employers can optimize employee travel behavior, saving time and money while reducing emissions. LEED projects can leverage those platforms, through Arc, to help reduce SOV trips and improve their scores. Looking ahead, LEED Location and Transportation criteria will continue addressing four key objectives that directly support LEED’s goals for decarbonizing the economy and improving public health, social equity and thriving communities: ■ Reduce greenhouse gas emissions from occupant travel. ■ Improve equitable access to jobs, housing, and daily needs, and support affordability and social equity in the local community. ■ Protect sensitive areas and promote project resilience through smart locations. ■ Support public health, well-being, and safety by prioritizing resilient, people-oriented development.

Mobility at a Crossroads The global pandemic has highlighted both opportunities and challenges that will determine the future of mobility. On one hand, stay-at-home orders and closed offices led to unprecedented drops in VMT as regular commutes evaporated overnight. Streetlight Data’s COVID-19 VMT Monitor8 showed sustained reductions in county-level VMT up to 90 percent. Unfortunately, as travel restrictions were lifted, driving measurements rose again and even exceeded pre-pandemic levels in some areas. Driving alone is the mode of choice for many and, in some places, continues to be the only viable option. An explosion in quick-build walking and bicycling infrastructure are a bright spot during the pandemic. Streets and parking re-claimed for active travel and public space demonstrate what’s possible when priorities shift toward sustainable mobility. Public transportation use has plummeted, though, as perceptions about safety persist in spite of evidence to the contrary.9 Many transit agencies are in dire straits financially and have been forced to reduce service levels, stranding essential workers and others who benefit from safe and affordable public transportation. We don’t know what the future holds for offices or for our commutes. Telecommuting will likely persist to a much larger extent after the pandemic as employers and local governments seek to leverage the potential of remote work. In California, Bay Area planners have considered a telecommuting mandate for larger

PARKING-MOBILITY.ORG / DECEMBER 2020 / PARKING & MOBILITY

employers post-pandemic.10 While mandates might not gain traction in the near-term, perhaps “superstar cities” grappling with housing affordability crises will see some relief as some workers take advantage of geographic flexibility offered by their employers. Employers stand to benefit, too, from expanded access to job markets far from their offices. Development and economic growth outside of metropolitan centers can lift the fortunes of communities that have sometimes been left behind. But it’s an opportunity to seize by retrofitting car-dependent development patterns around sustainable mobility. Otherwise, communities will continue to face growing traffic congestion, inequitable mobility, and degradation of our natural and built environments. I’m hopeful, though. Technology, culture, and perhaps corporate and government leaders are ready to meet this moment. It hasn’t been easy but we’re adapting to a “new normal” in all facets of life. The roadmap for building communities that are ready for sustainable mobility exists. Are we ready to meet that future? ◆ KURT STEINER, AICP, is a LEED specialist with the United States Green Building Council. He can be reached at ksteiner@usgbc.org.

IPMI’s 2021 Marketing & Media Kit offers innovative vehicles to meet your prospects and clients right where they are.

REFERENCES 1. Re-Assessing Green Building Performance: A Post Occupancy Evaluation of 22 GSA Buildings. Kim M. Fowler. Emily M. Rauch. Jordan W. Henderson. 2. Global Alliance for Buildings and Construction, International Energy Agency and the United Nations Environment Programme (2019): 2019 global status report for buildings and construction: Towards a zero-emission, efficient and resilient buildings and construction sector. 3. Fast Facts on Transportation Greenhouse Gas Emissions. U.S. Environmental Protection Agency (2018). https://www.epa.gov/greenvehicles/ fast-facts-transportation-greenhouse-gas-emissions 4. Mobility Futures: How mobility will be shaped by the world’s great cities. Kantar (2020). https://www.kantar.com/inspiration/mobility/ mobility-futures-shaped-by-the-worlds-great-cities/ 5. Mobility’s second great inflection point. Rajat Dhawan, Russell Hensley, Asutosh Padhi, and Andreas Tschiesner. McKinsey (2019). https://www.mckinsey.com/industries/ automotive-and-assembly/our-insights/mobilitys-second-great-inflection-point 6. Decarbonizing US passenger vehicle transport under electrification and automation uncertainty has a travel budget. Abdullah F Alarfaj et al 2020 Environ. Res. Lett. 15 0940c2. https://iopscience.iop.org/article/10.1088/1748-9326/ab7c89 7. Electrification of light-duty vehicle fleet alone will not meet mitigation targets. Milovanoff, A., Posen, I.D. & MacLean, H.L. Nat. Clim. Chang. (2020). https://doi. org/10.1038/s41558-020-00921-7 8. https://www.streetlightdata.com/VMT-monitor-by-county/ 9. “COVID-19 and transit: What we think we know may be wrong.” The Star (Toronto). 18 June 2020. https://www.thestar.com/news/gta/2020/06/18/covid-19-and-transit-whatwe-think-we-know-may-be-wrong.html 10. “ Bay Area Leaders Reject Proposed MTC Telecommute Mandate.” San Francsico Public Press. 20 October 2020. https://www.sfpublicpress.org/ bay-area-leaders-reject-proposed-mtc-telecommute-mandate/

International Parking & Mobility Institute

2021

Marketing & Media Kit EFFECTIVE JANUARY 1, 2021

Find out more, download the latest, and set up a meeting with our team to build your custom package designed to showcase your company and expertise.

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How Do You Transform a Tangled Web of Parking Data Terminology into One Cohesive, International Standard?

The Alliance for Parking Data Standards, founded by the International Parking & Mobility Institute, the British Parking Association, and the European Parking Association, has developed global specification that will allow organizations to share data across platforms worldwide. Specifications available for immediate download. Visit our website and subscribe for updates.

allianceforparkingdatastandards.org

TDM &

COVID-19

Good, Bad, and Potential Opportunities

A recap of a special panel discussion by IPMI’s Sustainability Committee

PARKING & MOBILITY / DECEMBER 2020 / PARKING-MOBILITY.ORG

ISTOCK / MLADENBALINOVAC

HIS PAST SUMMER,

IPMI’s Sustainability Committee discussions were focused on the effects the COVID-19 pandemic has inflicted on transportation demand management (TDM). While parking has certainly seen revenue and utilization impacts from the pandemic, TDM has been and continues to be negatively impacted by COVID-19. To help share concerns, predictions, and silver linings, the Sustainability Committee commissioned a panel discussion to provide context and validate the experiences the industry has faced since the pandemic began in the U.S. this past March.

The Discussion The first panelist was Dion Knill, parking consultant, Sensen Networks, New Zealand. He described how as New Zealand emerged from lockdown after 100 days, the norm had become working from home. Many buildings in the Auckland central business district (CBD) continue to have multiple floors sitting empty. Business continue to suffer from lack of customers. Parking revenue recovered to 50 to 60 percent of pre-COVID levels. Storefronts feature lease signs and many sit empty. The lockdown resulted in a move toward online and deliveries for shopping. Universities are moving away from monthly permits and to daily permits with reservations as people only work on site two or three days a week. There continues to be an aversion to riding transit and shared modes. He believes there will likely be more use of parking and more driving as New Zealand emerges from COVID The next panelist was J.C. Porter, CAPP, assistant director, commuter services, Arizona State University. He discussed how the campus has seen the proliferation of food delivery robots on campus. This complements the fact that the campus population mainly stays in their residences. They have pivoted their parking team to safety and security, becoming the “eyes Dion Knill and ears team” to help police monitor campus with a lower population. These added duties are a positive development as they are now the “ask me” people, handing out masks and being helpful. More ASU staff are working from home—up to 97 percent. Many are not returning to campus. Students have the choice to learn online or in person. As a result, parking occupancy is 15-40 percent versus 95-100 percent and revenue

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J.C. Porter

Brian Shaw

is taking a hit. ASU had plans to go to daily permits but they have not as most commuters keep buying monthly permits. They have also seen a decrease in bus ridership and transit use. Will that recover? In Tempe and the Phoenix region, it continues to be easy to drive with no traffic and plenty of parking. That makes it hard to do TDM. The third panelist, Josh Naramore, mobile GR and parking manager, City of Grand Rapids, Mich., provided a city operation perspective. Josh noted that as a city, they cannot shut down. However, the city had to change ways of doing business overnight. They quickly pivoted to remote working despite years of opposition. The parking group’s budget was hit hard as the pandemic occurred during the peak of event season. Twenty to 25 percent of their annual revenue comes from events. Enforcement was halted. They saw a need to increase curb management. Transit has been impacted. People who need transit the most are hit the hardest with service cuts, reduced frequency, etc. They city has realized that a low-income transit pass is sorely needed, which COVID has revealed. They have seen a number of folks working from remote vacation cabins versus in town. Bike-share and scooters are moving forward to facilitate socially distant travel. The city created social zones, using streets for outdoor dining, and being done at no cost to the businesses. The city is rethinking public space and have made changes to traffic patterns with road diets, flashing signals, etc. The final panelist was Brian Shaw, CAPP, executive director of transportation, Stanford University. His opening anecdote described having to store belongings from 8,000 undergraduate student in hundreds of storage units parked in campus lots. In March, the campus cancelled parking charges only to restart enforcement and permit fees in July. This was brutal—hard to do and for the campus to accept. The university’s hospitals never ceased operating and were affecting parking use on

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campus. There are no undergraduates on campus this fall and 80 percent of Stanford staff now work remotely. Caltrain ridership is down 95 percent; Marguerite shuttle bus ridership is down 80-95 percent. The university has eliminated Marguerite routes; some routes may never come back. Cornerstone TDM programs Clean Air Cash and carpool parking, were suspended indefinitely. On the bright side, vanpools are doing well and continue to be in use. Why? Most commuters in vanpools cannot afford to live nearby and use the vans to commute from further away. The team at Stanford has set up protocols in place to help the vans during COVID. They are evaluating trip tracking apps to bring back TDM incentives due to the high level of remote working. As a result, Stanford’s TDM incentives can no longer be tied to parking. COVID accelerated this happening. Stanford has moved to contactless parking, bagging all meters and pay stations. Bike training moved online and people like it. Daily parking permits are available but are not highly used. Those working onsite continue to buy monthly permits. The university is not promoting TDM during COVID, which is Josh Naramore very strange, but it cannot promote modes that could cause virus exposure due to liability. On the bright side, the team is developing bike cage design guidelines for future bike cages. Bottom line: COVID makes it hard to do TDM.

Micro-mobility and Transit During the Q&A section of the panel discussion, a question was posed about COVID effects on micro- mobility and transit. Dion said micro-mobility devices were removed due to necessary cleaning. They are not seeing use of transit in New Zealand due to most people working remotely. Josh said Grand Rapids is auto- oriented—transit was used for short trips, but Grand Rapid has no traffic congestion. As a result, transit users tend to be dependent riders who do not have their own cars. It is unlikely choice riders will come back to transit, but transit is necessary for non-drivers. Josh suggested that transit needs to be rethought on lines and routes and where they go.

Brian remarked that transit is in trouble and was already in trouble before the pandemic. COVID exposed flawed thinking with weak funding for transit. Transit cannot pay for itself. He pointed out that Caltrain is at risk to shut down and noted that people who need transit are not politically powerful and not being heard. He agreed with Josh that transit needs to be reinvented. Brian also remarked that in essence, people are not going places. The virus needs to go away for folks to want to travel and go do things. Josh added that transit should play a bigger role in managing micro- mobility and right of way management. Transit needs new roles to play. Brian added that active mobility has seen a resurgence with streets closed to cars for people to bike and walk. He hopes that becomes a legacy of streets being safer when not driving for those biking and walking. And this approach is cheap to do.

Shared Streets A question was posed to Josh about the social zones taking up right of way areas. If demand goes down or restaurants move inside, why is this business getting this for free? Josh said the whole city was designated as a special-event zone through the end of November. This has helped the businesses avoid fees. Josh noted that the businesses should have skin in the game to pay for traffic control required.

Permanent Change Another question asked what long-term lasting programs have been established under COVID? Brian pointed out that Stanford is set with contactless parking for this point forward. Daily oriented parking will likely be another legacy. There is also the need to move away from parking-based eligibility for TDM and switching to trip tracking app approaches without folks coming to work every day. Dion said at universities, annual permits being replaced with half or full day permits as well as reservations before arrival. Waitlists are gone and parking is going unused. Josh pointed out that the lack of enforcement early in the pandemic showed the public why parking enforcement is so important—it helps avoid bad behavior. Dion noted they were in a false sense of security in New Zealand after the 100 days. The longer the lockdown lasts, the more likely changes will become permanent. Brian proposed there will be a move way from commuting every day except at hospitals, retail, etc. JC wants to see the greater use of bikes and walking stick after the pandemic. IPMI is collecting data to see how the pandemic continues to impact the industry. Another round of surveys is taking place soon. ◆

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PARKING-MOBILITY.ORG / DECEMBER 2020 / PARKING & MOBILITY

Parksmart SNAPSHOT Breaking down the Standard and finding pathways to Parksmart Certification.

SHUTTERSTOCK/ KOVALOV ANATOLII / LEONE V

By Megan Leinart, CAPP, LEED AP BD+C

INCE THE LAUNCH OF THE PARKSMART certification standard nearly a decade

ago, the program has transformed the way owners and operators look at the development of their parking and mixed-use facilities. It has also served as inspiration for consultants, contractors, and solutions providers to look at parking more broadly and consider the many opportunities to incorporate sustainability and measure results. Parksmart was and is a groundbreaking program— one of the first true collaborations to incorporate the ideals and concepts of parking, transportation, and mobility together into one standard. It serves as a roadmap for institutions and organizations that aspire to leadership in sustainable development while creating facilities that positively affect the people and communities they serve. Originally developed as Green Garage Certification, Parksmart gained momentum when it was officially acquired by the Green Building Certification, Inc. (GBCI) in 2017. Parksmart remains the world’s only rating system aimed at advancing sustainable parking, transportation, and mobility solutions through design, construction, and operations strategies. As a complement to LEED and other sustainable rating systems, Parksmart supports one of the largest uses of land in cities— parking—which will continue to serve as essential infrastructure worldwide with the number of motor vehicles expected to reach 2 billion by 2030. The Parksmart standard aims to not only accommodate the large number of vehicles on global roadways, but encourage solutions that will enable cities to achieve their environmental goals: ■ Build greater efficiency into all travel modes, including active transportation. ■ Reduce vehicle miles traveled. ■ Reduce carbon emissions and waste.

Support alternative fuel vehicle solutions. Integrate sustainable mobility infrastructure. ■ Build stronger communities. ■ Incorporate sustainable design and construction. To date there are dozens of Parksmart parking facilities worldwide, with many more in the pipeline. Of course, the goal is to encourage the implementation of Parksmart standards into as many new and existing parking and mixed-use facilities as possible, while providing owners and operators with the tools and resources to make that happen. Further, it is essential that design team members, including architects, engineers, contractors, and subcontractors, stay educated and up to date on the Parksmart standard. While Parksmart mirrors LEED in many ways, there are also a number of credits and requirements unique to this program, utilizing the strengths and opportunities brought by these unique building types to their advantage. Like any certification, setting out in unfamiliar territory can be overwhelming and intimidating. Whether you are an owner or operator looking to incorporate Parksmart into a new or existing parking facility or you’re a project team member facing a Parksmart project in your near future, it’s important to understand the goals and requirements so you can work with your team to successfully achieve this goal, as well as understand the objectives and requirements for these strategies. Parksmart standard credits are divided into three primary categories: Management, Programs, and Technology & Structure Design. They also include a fourth category—Innovation—for achievements not incorporated into the first three sections. Outlined here are some of the most popular and relevant Parksmart credits. While each requirement is important to the overall picture, these examples are some of the more commonly applied (or credit rich) measures for Parksmart projects to date, and may help provide a greater comfort level for those interested in applying the standard to their facilities. ■ ■

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Nashville Airport

S ECTI ON A

| Management

A1: Parking Pricing Objective: Parking structure charges for the use of parking spaces, allowing for economic and market conditions to impact patrons’ decisions on mode of travel.

Parking should be friendly, but not free. While many parking facilities charge for parking, particularly in more dense areas or where land value costs are high, parking is still free in many areas. The purpose of this credit is to encourage, when possible, the use of alternative forms of transportation. Individuals who are required to pay for parking (especially daily versus monthly) are more likely to make the decision to utilize alternative transportation options such as biking and public transit for at least some of their trips. Not only does this help to reduce traffic congestion on roadways, but it also helps reduce carbon emissions. Parking prices should be set at a level to not only recover parking facility costs, but also maximize revenues, encourage the use of alternative transit, and balance supply and demand. Revenues from parking can also be used to support more sustainable mobility solutions such as bike-shares, bike parking, EV charging, shuttles, and more. 40

A2: Shared Parking Objective: Shared parking manages spaces more efficiently among users with different destinations within walking distance of the parking facility. Shared parking maximizes turnover and use of the spaces throughout the parking facility’s operating hours.

Shared parking is essential to maximizing land utilization and preserving often limited space for better uses, particularly the preservation of green space. Implementing shared parking strategies reduces the number of total spaces needed by dedicating various groups for buildings that will use the facility at different points during the day, such as offsetting residential, office, and entertainment and retail destinations. Shared parking credits may be earned in a number of ways including implementing a shared parking program, and oversubscribing parking permits. In addition, the project team can perform a shared parking analysis documenting the complementary uses, and showing evidence that the shared parking strategies exercised for the project resulted in at least 25 percent reduction of required parking spaces.

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A4: Recycling Program Objective: Implement and adhere to a comprehensive recycling program for the parking structure’s operations and staff patrons.

Many institutions already implement an in-house recycling program, providing areas for their patrons and employees to recycle their waste within their buildings. This credit brings that opportunity to the parking facility. The organization may already have the tools and resources in place to manage their building’s recycling program and will need to apply those same techniques to the parking areas. Requirements include designating a parking structure employee as sustainability coordinator, installing recycling bins and proper signage, and complying with federal, state, and local recycling laws. Options also include measuring and recording the amount of waste removed from the facility, by weight, and showing at least 25 percent removal.

A6: Proactive Operational Maintenance Objective: Encourage preventative maintenance to increase facility lifespan and minimize premature structural deterioration.

NJIT

The Proactive Operational Maintenance measure outlines a number of strategies to help extend the life of parking and mixed-use facilities. Parking facilities are by nature at greater risk of premature damage due to their exposure to natural elements. The concrete (and sometimes steel) structures face accelerated rates of wear and tear due to weather impacts such as snow, rain, and salt, as well as damage from vehicles. Parking facility owners and operators should work with their project teams to develop a proactive maintenance plan to preserve the quality of their parking facility for as long as possible. Strategies include regular structural surveys, diligent identification and repair of concrete cracks and steel erosion, regular systems maintenance, and regular cleaning.

A10: Construction Waste Management Objective: Discourage the use of landfills and incineration for the elimination of nonhazardous waste materials associated with new construction renovation.

In the United States, building demolitions deliver more than 65 million tons of waste per year to landfills. The goal of this credit is to limit this stress on landfills. Achievement and credit level are based on the percentage of construction materials diverted from landfills. Levels start at 20 percent diversion and go up to more than 85 percent diversion of waste from the construction site. Alternatives include recycling or repurposing of the common materials used during construction including asphalt and concrete, copper wiring, plumbing materials, wood, and lighting.

A16: Life-cycle Assessment Objective: Perform a life-cycle assessment (LCA), before undertaking new construction or major renovations and retrofits, that validates the construction decisions.

The “Management” section of the Parksmart standard highlights a number of credits and strategies aimed at extending the useful life of the parking or mixed-use facility, thereby significantly reducing the environmental impacts of renovation and new construction projects. The final credit in this section—Life-cycle Assessment—requires the development of a formal assessment demonstrating that the project team was able to reduce natural resource consumption, embodied energy, maintenance, waste creation, and emissions. Projects pursuing this measure must show at least a 20 percent reduction of these environmental impacts.

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S EC TI ON B

| Programs

B1: Placemaking Objective: Parking structures exist within the context of a community. As businesses, these facilities can contribute to the social wellbeing of a community and serve as a positive neighborhood feature.

Parking facilities are often located in dense communities and neighborhoods. Traditionally, they have been merely a storage site for vehicles to sit while their owners visited various nearby destinations. However, their potential to contribute to economic and community development are now fully recognized and should be realized.

IPI Museum Place

a bus or transit stop can change the travel behaviors of many in the community for some if not all of their trips. The purpose of this credit is to offer more convenient access to transportation alternatives to drivers, helping reduce vehicle miles traveled, traffic congestion, and the resulting carbon emissions.

B5: Traffic Flow Plan Objective: Minimize traffic delays for egress (exit) from parking structure, especially during special events and high-traffic periods.

Approximately 35 percent of vehicle emissions in a parking facility is a result of engines idling while waiting to exit. The Traffic Flow Plan credit offers strategies and incentives to incorporate simple technological and operational modifications within a garage to eliminate this idling and reduce the environmental impacts. To successfully meet the requirements of this measure, the facility must include at least two efficient traffic flow techniques into their facility. Options include enhanced signage, gate barriers, in-garage or on-street assistance, single direction traffic lanes, manual or electric signal controls, and pay-on-foot stations.

B9: Alternative Fuel Vehicles Objective: Promote the use of alternative fuel vehicles.

STEINBERG

The Placemaking credit is certainly no rubber stamp; there are technically no requirements for the credit, but submissions must prove that the structure contributes to economic development and neighborhood vitality. Examples includes integrating art installations or programming, using the facility to support local events, incorporating green space, or reinvesting parking revenues into community programs.

B2: Access to Mass Transit Objective: Parking structure is located within a one half-mile walking radius of, or provides shuttle service to, at least one operational rail, bus, light rail, trolley, ferry, or other mass transit system/station.

While public transit is not readily available to everyone, locating a parking facility in close enough proximity to 42

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The goal of this credit is to support those who choose to use alternative fuel vehicles or provide those considering such a vehicle the option to do so at their chosen parking facility. At this time, the majority of alternative fuel vehicles on the road are electric vehicles, though the credit does allow for others including ethanol, hydrogen, and more. The parking facility must reserve a minimum of 2 percent of parking spaces for drivers using alternative fuel vehicles or provide a discount to monthly or reserve patrons of at least 20 percent.

B11: Bicycle Parking Objective: Encourage bicycle commuting as an alternative to the single occupant vehicle.

If drivers in the U.S. increased the number of bicycle or pedestrian trips by 12-15 percent each year, we could save 2.8 billion gallons of gas and reduce emissions by up to 33 million tons.

Main Street Cupertino

Installing bicycle parking within a parking facility provides drivers with the option to change or supplement their trips by biking. This credit includes two tiers for success. Tier 1 includes, but is not limited to, providing one bicycle parking space for every 20 vehicles, incorporating sufficient lighting in the area, and covering at least 50 percent of the bikes. Tier 2 raises the bar by including free bike parking, providing showers and changing rooms, hosting bike clinics, and more. S ECTI ON C

| Technology & Strucure Design

C1: Idle Reduction Payment Systems Objective: Implement a payment system that reduces idling upon exit.

As discussed, vehicle idling in parking facilities can have a significant environmental impact. Implementing payment options that reduce the amount of time spent waiting to exit can reduce vehicle emissions and improve air quality, while reducing wait times and enhancing customer satisfaction.

This credit requires the integration of one or more of numerous types of idle reducing payment systems including pay-on-foot stations, mobile payment applications, and automated vehicle identification (AVI) technologies such as LPR or toll readers. Not only does the implementation of these systems help to reduce the impact on the environment, but they also create a more efficient and pleasant parking experience for users.

Gold 1 Garage

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Stanford University Roble Field Parking Structure

C5: Electric Vehicle (EV) Charging Stations Objective: Parking facility is outfitted with electric vehicle supply equipment (EVSE), commonly referred to as EV charging stations.

The adoption of electric and hybrid vehicles has increased in recent years. However, one of the challenges that could hold back individuals who may choose to invest in one of these vehicles is the lack of infrastructure to accommodate their needs. Drivers may be more likely to choose to purchase an electric or hybrid vehicle if fuel sources were more readily accessible. This credit encourages owners and operators to install electric vehicle charging stations (of numerous levels) in their new or existing facilities to meet the growing needs of these drivers. By 2024, it is anticipated that there will be more than 6 million electric vehicles on the road. This won’t be possible without the infrastructure to support these vehicles.

C7: Ventilation Systems—Parking Decks Objective: Utilize energy-efficient ventilation systems to reduce energy consumption in enclosed parking structures while maintaining or exceeding existing garage air quality standards.

Ventilation systems within buildings and even within parking facilities are significant users of energy. By design, many parking facilities are open-air, and therefore do not have ventilation systems. This results in an automatic max point value for this Parksmart credit. However, parking facilities that are closed or underground must incorporate solutions that can optimize 44

ventilation efficiency, reduce energy use, and improve air quality. Technologies have come a long way, and parking facilities now have numerous options for reducing their impact on the environment, including variable air flow systems, demand- controlled ventilation, and schedule and occupancy controls. Points are awarded for this credit depending on the type of system installed, as well as a commitment to regular calibration and maintenance.

C15: Roofing Systems Objective: Employ roofing technology that provides environmental benefits.

Building roofs can create a significant heat island effect, as well as cause stormwater management issues, particularly in urban areas. Parking facilities are no exception, but also have numerous options for innovative roofing systems and technologies that can alleviate these issues, and even offer significant environmental and community benefits. This Parksmart measure awards points based on the type of innovative roofing system installed including: ■ Green roof. Include the installation of soil beds and vegetation to reduce stormwater runoff and heat island effect, as well as provide an attractive option for public space. ■ Blue roof. Mitigate stormwater runoff by temporarily retaining rainwater and slowing dispersing it into the storm system. ■ High Solar Reflective Index (SRI) Material. Reduce the heat island effect by topping the parking facility with a lighter color, higher reflecting sealant, coating, paint, tile, or other surface.

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■

Solar Panels. Provide shade and protect vehicles from the elements, while serving as a power source.

C17: Design for Durability Objective: Employ a precautionary design approach to increase the parking structure’s lifespan and minimize the risk of premature deterioration.

Cal Poly

As mentioned throughout, one of the most sustainable contributions a parking facility can make is to last for many years. While at a great risk of exposure, there are many (relatively simple) strategies that can help to extend their useful life and reduce the impact of demolition and construction. This credit provides guidance for numerous proactive design measures organizations can take to extend the lifespan of these structures. Depending upon the structural system, the credit requires documentation of strategies for cast-in-place, post-tensioned concrete, precast concrete, and steel parking facilities. Strategies extend to a wide range of components including drainage systems, expansion joints, specification of protective coatings, and much more.

Looking Ahead Since its inception, the goal of Parksmart and the countless industry leaders who led the way has been to bring to the forefront the many inherent opportunities

Obiićev Venac

that parking and mixeduse facilities have to minimize their negative impacts and make positive contributions to the environment and the communities that surround them. Pursuing Parksmart certification for renovation or new construction projects can seem like an overwhelming task. However, many of the measures described here, as well as those outlined in the full Parksmart standard have become much more commonly integrated into projects in recent years. An early, proactive understanding of the process and a dedicated team of professionals can help to make the process much smoother. As Parksmart continues to grow in popularity, with many municipalities, universities, and other institutions mandating sustainable certifications for all project types, it’s important to understand the benefits, objectives, and requirements of the program in order to ensure a knowledgeable approach and successful outcome. Parking, transportation, and mobility professionals continue raise the bar when it comes to innovating and advancing our industry. Parksmart is just one example of this, but it has and will continue to play an essential role in the future development, integration, and contribution of parking and mixed-use facilities into our communities. To see how organizations throughout the world have incorporated these and many more sustainable measures into their parking, transportation, and mobility projects and initiatives check out previous Parking & Mobility issues from 2019, 2018, and 2017. ◆

MEGAN LEINART, CAPP, LEED AP BD&C, is president of Leinart Consulting and a member of IPMI’s Sustainability Committee. She can be reached at megan@ leinartconsulting.com.

PARKING-MOBILITY.ORG / DECEMBER 2020 / PARKING & MOBILITY

IPMI MOBILITY & INNOVATION SUMMIT: The Changing Landscape Join us online for two half-days of exploring trends and tech, discovering practical solutions, and expanding perspectives. KEYNOTE SPEAKER: Steve Lerch, President, Story Arc Consulting “Innovation Through Culture – Stories from a Decade at Google.” Sponsored by:

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Highlights from the IPMI Blog

Dude, Where’s My Wallet? By Chris Elliston The events industry has begun to crawl back to life and venues are reopening their doors to the public. Sports teams, entertainment and recreation sites, and universities have been busy pivoting processes to offer a safe return. As fans and guests start to revisit these familiar grounds, one personal item will likely be less prevalent: a traditional wallet. Prior to COVID-19, consumers and businesses had a good grasp of the available technology even if they didn’t incorporate it into their own processes. The pandemic ushered in a newfound urgency to adopt contactless payment to safeguard the our and others’ well-being and sustain our businesses. According to a recent PYMNTS and PayPal survey, six in 10 consumers say merchants that do not offer digital payment options in stores will not get their business. A Mastercard study reported that 79 percent of consumers worldwide are using some form of contactless payment in light of the pandemic, and contactless transactions around the globe rose 40 percent in the first quarter. Savvy professionals are eager to support contactless transactions at all stages of the customer journey. Through technology, they will not only provide more sanitary processes but also create more efficient ones. In the background, technology companies are collaborating to deliver a more seamless, integrated experience. Parking is often the first experience a customer has at a destination, so it’s critical that the parking industry works together to create a safe and satisfactory impression. At venues across the U.S., fans and guests can make purchases using a mobile wallet hosted on a team or venue app. In one place, they can secure

a ticket and a parking pass, order concessions, and stock up on merchandise before or during an event. No paper to handle. No cash required. No line. On the operations side, it makes sense, too. No cash to manage. Safer, slicker processes, and ultimately happier customers. This is just the beginning. The pandemic has proved consumers of all ages are willing to try something new. In this case, a trial by fire led to a universal convenience. When technology’s end goal is to serve the consumer better (perhaps even better than they can even imagine) adoption is really quite simple. Moreover, it is a timely opportunity for us as an industry to future-proof operations, understand parking customers, and cater to their growing needs with actionable data. It’s about transforming to fast, reliable, easy-to-use technology. And your guests are ready for it. The knee-jerk reaction of “Where’s my wallet?” will pass. We’ll forget the leather accessory that once seemed to make all things possible. If new tools serve us better, we will adapt. And it looks like we’re well on our way.

CHRIS ELLISTON is SVP enterprise with ParkHub Inc.

Ready for more? Read IPMI’s blog every business day in your daily Forum digest email (10 a.m. Eastern) or at parking-mobility.org/blog. Have something to say? Send post submissions to editor Kim Fernandez at fernandez@parking-mobility.org.

PARKING-MOBILITY.ORG / DECEMBER 2020 / PARKING & MOBILITY

Finding Improvement Through After-action Reviews By Matthew Hulme, CAPP, MPA The after-action review (AAR) is extensively used in the military to garner feedback on how teams performed during an incident or event. In fact, it was used so often that it became the standard by which any task was deemed to be complete. We’ve even AAR’d an AAR, providing feedback on what could be improved during the next AAR to gain even more insight into the team’s performance. Despite the eye rolls when everyone was gathered up to conduct one of these reviews, I learned to embrace the value of the AAR later in my military career. Now, I strategically use the AAR when I want to evaluate the performance of my team on the civilian side of the house. It’s important to set ground rules during an AAR session. Most importantly, the forum is open to everyone involved in the event and all individuals have a voice no matter their

title or position. Participants should feel free to share ideas and questions respectfully and there should not be a rush to find a solution. Finally, the focus should be on problem-solving and collective improvement, not individual performance. With the participants gathered and the ground rules set, dive into the event to be reviewed. Compare what was supposed to happen with what actually happened, remembering that perceptions of success may differ between participants. Leadership may guide the session but should generally take notes and refrain from interjecting. Remember, the value of an AAR is to learn how to perform better next time, not defend the decisions made this time. Go into the session with an open mind, committed to become an organization that continuously learns from effective feedback.

MATTHEW HULME, CAPP, MPA, is parking services supervisor with the City of Cincinnati.

Celebrating Veterans Working in Parking By Allen Corry, CAPP A veteran is a person with long service or experience in a particular occupation or field. It can also be a person who has served and is no longer serving in the military. Military veterans who have served directly in combat in a war are further defined as war veterans. We have numerous military veterans and war veterans in our parking and transportation industry. Technological advances in parking have created tremendous industry opportunities for future employment and career development for the many veterans who have served in the many branches of the Armed Forces. It is the intent of the Veterans In Parking (ViP) organization, which is affiliated with IPMI, to leverage the unique skills and talents of those with military service to help fill the ranks of our industry. My 30-year logistics experience in the U.S. Army was an ideal fit for the parking and transportation industry. This industry’s collaboration, teamwork, and the numerous facets of the many unique organizations and operations sparked my curiosity and drew me to the parking and transportation business. These parking and transportation organizations remind me of the military. The parking industry, like every industry in the United

States, owes a debt of gratitude to our veterans and benefits greatly by taking advantage of their courage and leadership skills to help guide companies into a profitable future. The veterans we have in the industry stand out positively among other applicants when competing for positions due to the experience, dedication, and discipline they acquired during their military service. They are trained to be effective leaders, focused on being a team, working in unison to accomplish a task. Our industry also looks for veterans because of their many skills and talents. Our veteran employees give back to their organizations and are recognized for their accomplishments and their military service. We should salute and thank all of our parking and transportation veterans because of their sacrifices and the sacrifices of their families while serving and protecting our country–especially those service members who paid the ultimate price with their lives. If you know a veteran, when you see them, thank them for their service to our country and protecting our nation.

ALLEN CORRY, CAPP, is AVP, Transportation Business Unit, with DFW International Airport, a member of IPMI’s Board of Directors,

and retired from the U.S. Army as a Command Sergeant Major. 48

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/ Metal Mesh from Cambridge Architectural Provides Day-Night Design Element for Hospital Garage STAINLESS STEEL FABRIC from Cambridge Architectural creates a unique design feature on the new eight-level, 820-space parking garage at Jefferson Washington Township Hospital in New Jersey. Included in the first phase of the medical center’s redevelopment, the project consolidated hospital campus parking into one location. CallisonRTKL selected Cambridge’s Mid-Balance metal mesh for the garage. Senior Associate Vice President Mark Palmer says they were looking for a material with a clean and modern aesthetic that still blended well with more traditional elements like brick and pre-cast concrete on the rest of the campus. “The Cambridge Architectural mesh allowed us to add a design element to the prominent corner of the garage that had a rhythmic and layered effect during the day, and a bold and transparent effect at night when it is lit via color-changing LEDs.” Cambridge wove 13 panels—4,600 total square feet of metal mesh with 50 percent open area—for the project. The company’s Eclipse attachment hardware was used to secure the mesh to the garage façade.

ptc Names Stephen Naughton Head of Civil Engineering ptc announced that Stephen Naughton was named head of Civil Engineering. “We are very excited to welcome Stephen to the team and look forward to the expansion of our multi-disciplinary offering to both existing and new clients” says Andrew Morse, ptc.’s partner and Senior Traffic Engineer. “Stephen’s reputation in the market is excellent and will contribute to the continuing improvement of our team culture and professional development.” From the company’s release: Finding the right people is everything. So, when Naughton came along with the right experience, influence and passion for developing the next generation of engineers—we knew the timing was right. He is a highly respected chartered engineer who has more than 15 years’ experience

in the management and design of civil engineering developments in a wide range of sectors. We also noticed a change in opportunities. Our clients are seeking more integrated solutions and we’ve seen increased demand not only for parking planning and traffic engineering but also how this translates into the construction process. Under Stephen’s leadership, our team of engineers will provide strategic and technical civil advice to assist clients during the entire life cycle of the development, from preliminary assessments for master planning stage through to detailed design, construction and certification. Lastly, we know that our people and their experience are our most important assets. Therefore, finding a leader who

cares about the careers of others and who wants to grow our business together has given us momentum. We’re excited to expand our offer to a full suite of civil design services including flooding, stormwater, drainage, earthworks and road design.

PARKING-MOBILITY.ORG / DECEMBER 2020 / PARKING & MOBILITY

/ Secure Parking UAE Named IPMI’s First International Accredited Parking Organization with Distinction

THE INTERNATIONAL PARKING & MOBILITY INSTITUTE (IPMI) has announced Secure Parking UAE to have achieved the first international accreditation under its Accredited Parking Organization (APO) program. Secure Parking exceeded all thresholds under both Accreditation and Accreditation with Distinction, the highest accreditation available in the parking, transportation and mobility industry. The APO establishes national and international standards for professionalism, accountability, innovation, responsibility and performance. Secure Parking’s vision, expertise and flexibility of working towards maximizing the value and potential of your car park, has helped it earn this global recognition. Commenting on the achievement, Pamela Chikhani, general manager, Secure Parking UAE said, “At Secure Parking, we are passionate about unlocking the true potential of your car park facility. It is our tryst with technology that ensures we select the best innovations and apply them in a way that serves the ever-changing needs of consumers. Our avant-garde approach is what makes us the game changers of the parking industry. Our constant endeavor is to set new benchmarks in product innovation, service quality and timely delivery, and that is what helped us get recognized with this unique international accreditation.” IPMI launched the APO program in 2015 after more than three years of rigorous and comprehensive development of criteria and requirements covering every aspect of the industry. The accreditation demonstrates that Secure Parking UAE has met and exceeded this exceptional standard of excellence, 50

addressing all aspects of parking, transportation and mobility operations. These include innovative and progressive practices in responsible management and operations, finance, planning, professional development, sustainability, security and risk management, technology and more. “IPMI is thrilled to celebrate our first international APO with Secure Parking UAE. Their pragmatic approach has helped them optimise technology and develop a series of unique and flexible solutions that emphasise on customer experience,” said IPMI CEO Shawn Conrad, CAE. He further added, “They have demonstrated the leadership and commitment to excellence that serves as the hallmark of the APO program.” Established in Australia in 1979, today, Secure Parking operates over 1.2 million parking spaces in over 11 countries around the world. With 1,700 car parks across Airports, Shopping Malls, Hotels, Hospitals, Commercial & Financial Centres, it has operations in Australia, Indonesia, Malaysia, Singapore, China, India, New Zealand, US, UK, Lebanon and UAE. Incepted in the UAE in 2005, Secure Parking UAE is owned by Al Shirawi Group of Companies, one of the largest private business conglomerates in the region. The Al Shirawi Group has 34 companies in diverse business sectors, with over 10,000 employees and annual turnover in excess of USD 1 billion. Some of the landmarks operated by Secure Parking UAE are Citywalk, Madinat Jumeirah, The Beach, Index Tower DIFC, Dubai Chamber of Commerce, AWR M Square, Aldar Shams Boutik, Abu Dhabi World Trade Center, Aldar HQ and many more.

PARKING & MOBILITY / DECEMBER 2020 / PARKING-MOBILITY.ORG

Zenitel Promotes Bruce Czerwinski to Vice President, Sales and Business Development Zenitel is pleased to announce the promotion of Bruce Czerwinski to vice president of sales and business development. Czerwinski has more than 15 years in the security communications industry, having joined Zenitel in 2018 as western regional sales leader In his time with Zenitel, Czerwinski has helped to contribute to unprecedented company sales growth and has established solid relationships with Zenitel customers. In his new role, Czerwinski will be responsible for Zenitel’s North American go-to-market strategy and all sales-related functions, including sales engineering and sales operations. His reputation as a team player, passionate listener and strategist has earned him recognition from his colleagues.

“It is my extreme pleasure to share this news,” says Dan Rothrock, president of Zenitel Americas. “Since joining Zenitel, Bruce has built a world-class sales territory that is designed to grow into the foreseeable future. I am thrilled with the progress he has made, and I am confident that his sales leadership will guide Zenitel to even greater success.” “This is a great opportunity to continue to strengthen Zenitel’s reputation as the leader in intelligible communications in the marketplace,” says Czerwinski. “We have an excellent team and great partner network in place that we can continue to build new capabilities with, offering our customers world-class audio solutions.” Czerwinski will remain based out of the Seattle, Wash., area.

Curbside Pickup Pilot Program Becomes a Permanent Service in Anchorage EASYPARK, Anchorage, Alaska, has added the Curbside Pickup program to its list of permanent parking services for downtown Anchorage due to the growing need of delivery services, such as GrubHub, Uber Eats, and Doordash. “The 15-minute parking service is meant to increase the ease of to-go operations at local businesses by designating on-street parking spaces for delivery services or customers,” says Chris Kersbergen, Operations Manager for EasyPark. “Priced at $2 a day, this affordable parking option supports businesses that have been able to offer pick-up service for their customers.”

PARKING-MOBILITY.ORG / DECEMBER 2020 / PARKING & MOBILITY

/ Flowbird Continues Momentum with Mobility App FLOWBIRD ANNOUNCED a record number of new Flowbird App partnerships across the United States this October. The app, a touchless payment option for cities and universities around the world, remains critical to the successful management of multiple types of parking, transit and admission pass systems. As of October 2020, in the midst of an interrupted economic state, the Flowbird App has officially launched in 14 cities and universities. The company is currently in the process of launching the Flowbird App platform in seven other locations around the U.S. “The need for a multi-solution application remains prevalent throughout 2020,” says Benoit Reliquet, president of Flowbird North America, “More and more cities and universities are looking for convenient, touchless options and the Flowbird App gives them a personalized, seamless user experience.” The Flowbird App broke into the mobility app sector in 2018 as a complete mobile solution, combining four applications into one for a true one-of-a-kind experience. Since then, it has continuously evolved to exceed today’s fast-paced technology enhancements. This year, the app became the first to combine cloud-based communication with off-street parking reservations, event parking, occupancy visibility and congestion optimization to deliver a seamless, personalized parking experience. West Hartford, Conn., a town known for its local dining and shopping destinations, is among one of this year’s new Flowbird

App clients. After several years of successful parking management using Flowbird’s multi-function smart parking kiosks, the Town took a step further by adding the Flowbird App as an additional mobile payment option for visitors. “We are so thrilled to be able to add the Flowbird app. It’s a big win for the consumers who park in West Hartford,” says Brooke Nelson, operations manager of the Municipal Parking Division of the Town of West Hartford. “We’re here to support the local businesses, provide parking availability, and make it easier for the end-customer. With COVID-19, it stressed both of these things [local business and parking availability]. With Flowbird’s help, we were able to offer as many ways as possible to pay for parking.” Flowbird North America President Reliquet says, “Like our counterparts around the world, we’re spending a great deal of time and energy to make sure our employees and clients are safe and that our projects carry on as seamlessly as possible I am very happy to see that we can continue to deploy systems this year that truly solve mobility and safety issues at the same time.” Currently, the Flowbird App is active in 15 countries and over 600 cities. The platform has over 2.5 million users worldwide, and offers an easy, fast and secure option to make mobile parking payments.

PARKING & MOBILITY / DECEMBER 2020 / PARKING-MOBILITY.ORG

Parkvia & Wroclaw Airport Seal Ancillaries Deal PARKVIA has finalized a new partnership with Port Lotniczy Wrocław S.A. that will see the airport’s parking, fast-track, and lounge products delivered across the global ParkVia network. The deal will allow passengers flying from Wroclaw (WRO) to book ancillary services online at parkvia.com and surfaces the airport’s products to new customers across hundreds of partner sites including the Eastern European giant Wizz Air. The agreement covers nearly 4,000 parking spaces in four pre-booked car parks, including the airport’s competitively priced premium car parks that are within walking distance of the terminal.

Also included are the WRO Executive Lounge and the airport’s fast-track service. Exposure to ParkVia’s 4m registered users supplements the airport’s existing online booking function for these services. Crucially the deal will allow WRO products to be shown in-path across the ParkVia network of airlines and travel agents so customers can book parking at the same time as their flights. Sales and Marketing Director Jarosław Sztucki says, “We aim to deliver a seamless airport experience for our passengers and that starts before they book their flight. Bringing this new digital route-to-market online allows our

passengers to book and pay for services on the platform and device of their choice. This year it is more important than ever to maximize passenger monetization and we believe that ParkVia’s exciting ecommerce platform will help to this end.” ParkVia’s Head of Strategic Accounts, Ilaria Vacca says, “We are delighted to be working directly with Poland’s friendliest airport. Wroclaw Nicolaus Copernicus Airport has an enviable record of growth and the new collaboration will enhance the airport experience for many passengers, presenting them with additional options to pre-plan more elements of their journeys.”

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PARKING & MOBILITY / DECEMBER 2020 / PARKING-MOBILITY.ORG

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Members-only: Purchase 2021 webinars shown below for $299 before December 31, 2020. That’s 30% off to train your team all year long!

JANUARY 13, 2021

Curbing COVID-19 at the Curb

Presenter: Matthew Darst, JD, Director of Curbside Management, Conduent Transportation

FEBRUARY 10, 2021

Frictionless Parking: Smoothing Out the Edges for a Seamless Mobility Experience Presenter: The IPMI Technology Committee

MARCH 17, 2021

Using Social Listening to Improve Your Customer Service Presenter: Melonie Curry, Communications Manager, ParkHouston

APRIL 21, 2021

Teleworking: An Alternate Mobility Mode Presenters: Perry H. Eggleston, CAPP, DPA, Executive Director for Transportation Services; and Ramon Zavala, Transportation Demand Manager, UC Davis Transportation Services, University of California at Davis

MAY 19, 2021

Operational Measures that Produce a Positive Customer Experience and Drive Organizational Success Presenters: Tammy Baker, Vice President of Client Experience; and Brian Wolff, President & CEO, Parker Technology Inc.

JULY 14, 2021

The Parking Study is Done. Now What? Presenter: Jennifer McCoy, PE, PTOE, Senior Traffic Engineer, Bolton & Menk, Inc.

AUGUST 11, 2021

Ask Better Questions, Get Better Answers: Improve Your RFP Procurement Process to Receive Quality Proposals Presenter: Mandy Bowers, Senior Marketing Specialist, Kimley-Horn

SEPTEMBER 15, 2021

Collecting Lost Revenue: The Payment Behind the Parking Payment

Presenters: Andrew LaMothe, Regional Director of Sales, Passport; and Brian Shaw, CAPP, Executive Director of Transportation; Stanford University

OCTOBER 20, 2021

How U.S. Cities can Learn from Smart City Innovations in Europe

Presenter: David Parker, Chief Operating Officer, Cleverciti

NOVEMBER 10, 2021

The Truth Behind Common Parking Myths Presenters: Michael Pendergrass, AIA, Associate Principal; and Matt Davis, Associate Principal; Watry Design, Inc.

DECEMBER 15, 2021

Getting Smart: Strategies to Get Started Creating Smart Communities Presenter: Thomas Szubka, CAPP, Senior Consultant, Walker Consultants

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PARKING & MOBILITY / DECEMBER 2020 / PARKING-MOBILITY.ORG