The Parking Professional November 2016 by International Parking & Mobility Institute

B.R.A.K.E.S. Teen Driving Program

Synergy and Municipal Parking

THE INTERNATIONAL PARKING INSTITUTE

Getting Connected

Technology and Parking and the Future

Adaptive Reuse of Parking

Personal Strengths at Work

NOVEMBER 2016

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WAYFINDING NOVEMBER 2016 | Volume 32 | Number 11

24 By Mark Braibanti

id you know drivers waste more than 55 hours every year looking for parking?1 Studies also show that

GETTI G CON ECTED

Motors, “The auto industry is poised for more change in the next five to 10 years than it’s seen in the past 50.” The growing millennial population, in combination

What changes in technology mean for parking and municipalities in the 21st century and beyond.

with rapidly improving technology, is the stimulus for this change. Vehicle miles traveled actually decreased between 2003 and 2014 in the United States, but as a ISTOCK / KAMRUZZAMAN RATAN / CHESKY_W

former traffic commissioner of New York City noted,

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

parking.org/tpp

“It wasn’t caused by the recession. It was millennials. They were driving 20 to 25 percent fewer miles. That was extraordinary, and the trend was that driving and parking [for millennials] was a hassle.” As vehicle miles started to decrease, innovative technology, digitization, increased connectivity, and the millennial generation began fueling the demand for smarter, more integrated driving experiences.3

NOVEMBER 2016 | INTERNATIONAL PARKING INSTITUTE

Getting Connected

By Daniel Fortinberry, CAPP

Tap into this teen driving program and rev up community relations.

n 2008., National Hot Rod Association drag racing star Doug Herbert experienced a family tragety that put his career on a different course. Herbert’s sons, new driver Jon, 17, and James, 12, were driving to a fast-food restaurant when their car slammed into the back of a large SUV, destroying the vehicle and killing both boys. Herbert’s life changed forever, and he soon took action so fewer families would face the same kind of tragedy. He learned that car accidents are the leading killer of teens ages 15 to 19—worse than the next four causes combined—and it was an easy decision to put his unique driving knowledge and skills to use to teach kids how to drive in ways they don’t learn through traditional driver’s education programs. It wasn’t long before Be Responsible and Keep Everyone Safe (B.R.A.K.E.S) was founded as a 501(c)(3) nonprofit to teach teens and their parents how to drive proactively and safely, even in (especially in) crisis situations. Since then, more than 20,000 teens have been trained to drive safer, and more than 20,000 parents have been coached to monitor and help their kids develop excellent driving skills. This year, 45 weekends of B.R.A.K.E.S training will be presented in 25 cities across the U.S. The nonprofit has plans to grow its successful program to more of the country but needs help—and that’s where the parking industry comes in.

that. It’s a AAA-certified advanced driver training. We put kids behind the wheel and teach them to get out of the situations that cause the greatest number of crashes and fatalities for new drivers: controlling a skid, dealing with a wheel dropping off the side of the pavement, using ABS braking in a panic situation, emergency lane changes and avoidance, distracted driving, and some ancillary lessons depending on location.” The class starts with Doug Herbert’s personal experience. “He had the world by the tail,” says McKee. “Eight years ago, his two sons were killed in a car

lthough municipal parking operations may vary slightly and be concentrated to one or more components that make up the system, the general design usually includes a mix of on- and off-street parking and in some cases, a violations-processing department with

parking system remains the same: to ensure adequate and accessible parking for users. Equally important is the underlying and unofficial focus of providing a service to visitors, employees, customers, and business owners without directly competing with private operators. This balancing act has created numerous challenges for municipal parking systems, whether they are operated by a city, a parking authority, or have been outsourced through a public-private partnership. The idea that municipal parking systems are designed to be revenue-expense-neutral is quickly becoming an antiquated notion, and managers are always searching for ways to realize increased financial benefits from their municipal parking operations. The upside to this new reality is that when they’re managed correctly, municipal parking systems are uniquely designed to meet these needs and eliminate traditional obstacles to growth and profitability, significantly contributing to economic development. Thanks to the direct correlation of municipal parking operations and successful economic development, city managers and top officials are taking notice of municipal parking more than ever and demanding much more of the parking professionals responsible for managing municipal parking systems. This has created a need to find innovative and strategic approaches to operating municipal parking.

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

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Tap into this teen driving program and rev up community relations.

By Kim Fernandez

or without operation of a vehicle impound facility. In all cases, the primary goal of a municipal

NOVEMBER 2016 | INTERNATIONAL PARKING INSTITUTE

Got Lot?

GOT LOT?

Creating and maintaining an effective operation requires synergy in the system.

What changes in technology mean for parking and municipalities in the 21st century and beyond.

The idea that municipal parking systems are designed to be revenueexpense-neutral is quickly becoming an antiquated notion, and managers are always searching for ways to realize increased financial benefits from their municipal parking operations.

There have been conversations among parking professionals, structure owners, urban planners, transportation professionals, and architects regarding the current and future effect on parking of technological, mobility, and societal changes such as: ●● ●The migration of suburbanites to urban centers. ●● ●Millennials driving less than previous generations and forgoing car ownership. ●● ●Car-sharing services (Uber, Lyft, Zipcar, etc.). ●● ●Connected and autonomous vehicles. ●● ●The drive toward reducing vehicular traffic and making communities more pedestrian-friendly and walkable.

Meeting Needs Many communities are already taking measures to meet the evolving parking and transportation needs of communities of today and the future. For example, forward-thinking administrators are revising their zoning codes and moving away from minimum parking ratios to maximum parking ratios for selected land uses. In addition, most are recognizing a reduction in parking demand for transit-oriented development (TOD) and shared-use parking. However, most agree that the need for parking structures is not going to go away anytime soon, even as technology quickly changes. Parking may not be the most

glamorous element of a development or community, but many community planners and developers recognize that when it’s done right, parking is key to realizing their vision for an active and vibrant community and a successful development. The service life of many parking structures being designed now is typically about 50 to 75 years. As a result, these buildings are and will continue to be fixtures of our communities’ urban landscape. However, we are realizing that with time, our mobility options and preferences are going to change. The needs of the urban community are going to change. The last thing anyone wants or needs is to build a structure that will be obsolete or severely underutilized. What if parking structures could be designed to not only handle current needs but also adapt to better meet the evolving parking and transportation needs of communities in the future? What if we could future-proof the

KIA / B.R.E.A.K.S.

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

Facilitating immediate or future adaptive reuse of parking structures.

Designing to Adapt I believe it can be done for a new parking structure design, and it may also be possible for an existing structure retrofit. Some would argue that it would be simpler and less costly to demolish an existing parking structure and replace it with a new building more suitable for the new use. But in some circumstances and for many owners taking the long view, this may not be the most environmentally responsible or cost-effective choice. So how do we go about doing this in a creative and economical way? What should we consider and do today to allow parking structures to be multifunctional and adaptable in the future?

Facilitating immediate or future adaptive reuse of parking structures. By Sanjay Pandya, PE

The B.R.A.K.E.S program is presented to teen drivers and their parents at no charge, and there’s frequently a wait list. “This is not a learn-to-drive school,” says Scott McKee, strategic counsel to the organization. “People sometimes misconstrue what we do for driver’s ed. It’s definitely not parking.org/tpp

NOVEMBER 2016 | INTERNATIONAL PARKING INSTITUTE

STRENGTH and

By Diane C. Confer, CAPP, CPA

H RMONY ow many different assessments have we all taken to find out who we are, how we lead, how we learn, and how we handle situations? I can think of several.

Myers-Briggs tells me I am an extrovert who uses my senses to take in information, my feelings when making decisions, and likes a planned and organized approach to life called judging. The Management Team Role Indicator says I prefer to be a coach and a sculptor. The Leadership Effectiveness & Adaptability Description scores me as an S2, which says my leadership style is high on supportive behavior and high on task behavior. Last but not least, the Thomas-Kilmann Instrument ranks my conflict-handling mode as accommodating. Needless to say, there are countless assessments that can be taken to tell us who we are. It seems the only thing missing is submitting a DNA swab to find out our ancestry! Personally, I’m just waiting on a Groupon for that one. With all these assessments it seems impossible to remember what you are! Are you an ISTJ, S2, or just R2D2? It all can be just too much. There is one more to add to the mix that is different than the others you know—different because it’s easier to remember, easier to understand, and easier to apply. It’s the Gallup StrengthsFinder assessment, which identifies your natural talents that can grow into strengths. The assessment is powerful because it also gives you the tools to understand the talents and strengths of others, which allows us as leaders to better understand work situations and ensure the right people are in the room to solve the challenges we face every day. Some talents naturally collide—strategic and analytical, for example—but knowing that before the team is assembled makes it easier to anticipate issues. StrengthsFinder was created by Gallup, Inc. based on the findings of the late Donald O. Clifton (known as the father of strengths psychology). The goal is to support people and groups in understanding and applying their individual and collective talents to improve their relationships and increase their creativity, productivity, and overall happiness.

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

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ON THE COVER: BonoTom Studio / iStock / Kamruzzaman Ratan / Chesky_W

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JARED HUCKLE/ SHUTTERSTOCK

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Strength and Harmony

Understanding specific personal strengths and talents to successfully work with all kinds of people.

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

Understanding specific personal strengths and talents to successfully work with all kinds of people.

NOVEMBER 2016 | INTERNATIONAL PARKING INSTITUTE

Creating and maintaining an effective operation requires synergy in the system.

Thinking Ahead

parking structure of today and design it to be adaptable to become a community mobility hub, a community event center, or even some other type of land use? Can this be done physically and economically?

The Program

Managing Municipal Parking

Editor’s Note

DEPARTMENTS

4 Entrance 6 Five Things 8 Consultants Corner 1 0 The Green Standard 1 2 The Business of Parking 1 4 On the Frontline 1 6 Parking Spotlight 2 2 IPI Ask the Experts 5 0 IPI in Action 52 State & Regional Spotlight 5 4 Community Digest 5 9 New and Renewing IPI Members 6 0 Parking Consultants 6 2 Advertisers Index 6 2 Parking Break 6 3 Calendar of Events

DRIVING LESSONS

idway through my second day of the Maryland motorcycle safety course, I nearly had a panic attack. I had the motorcycle up to about 30 miles per hour and was thinking ahead to navigating a turn when one of our instructors jumped right out in front of me and screamed, “Deer!” The number-one rule of the class was simple: Drop the bike (or kill a teacher) and you’re out. I had about a half-second to react. Brake, downshift, swerve, recover. Whew. The class taught me how to drive on two wheels but it also offered invaluable lessons about driving on four, too—lessons more than 25 years behind the wheel of a car hadn’t conveyed nearly as well. I learned to drive as if I’m invisible all the time and anticipate nearly any move someone or something around me might make. When my shiny, new motorcycle license was in-hand, I started advocating for everyone around me to take the class, even if they never planned to drive a motorcycle. It was that good. Few stories in this magazine have seemed as important as our feature on the B.R.A.K.E.S. program, which teaches teen drivers how to safely operate their vehicles in the real world—far beyond lessons offered in traditional driving schools. My soon-to-be-16-year-old will be registered as soon as possible, but that hinges on the program, which has a new relationship with IPI, being offered near me. And that depends, at least in part, on the parking industry providing appropriate space. It’s a huge community service that offers great public relations potential, and I hope all IPI members will consider jumping in. Read the story on p. 28 and raise your hand if you’re able to help. Also in this issue, we debut a new department. Five Things is just that—five quick tidbits of information we hope parking professionals will find helpful. Food for thought in small bites. Check out our first Five Things on p. 6 and let us know your ideas for future lists. This November, I’m thankful for my family, my community, and that I have the privilege to work in the parking industry with so many amazing professionals doing their best to advance their profession and their communities. I wish our U.S. readers a very happy Thanksgiving and a glorious season to everyone else. My email address is below; please get in touch anytime. Until next month…

fernandez@parking.org

parking.org/tpp

NOVEMBER 2016 | INTERNATIONAL PARKING INSTITUTE

ENTRANCE Publisher Shawn Conrad, CAE conrad@parking.org Editor Kim Fernandez fernandez@parking.org Contributing Editor Bill Smith, APR bsmith@smith-phillips.com Technical Editor Rachel Yoka, CAPP, LEED AP BD+C yoka@parking.org Advertising Sales Bonnie Watts, CEM watts@parking.org Subscriptions Tina Altman altman@parking.org. Graphic Design BonoTom Studio info@bonotom.com Proofreader Melanie Padgett Powers For advertising information, contact Bonnie Watts at watts@parking.org or 571.699.3011. For subscription changes, contact Tina Altman, taltman@parking.org. The Parking Professional (ISSN 0896-2324 & USPS 001436) is published monthly by the International Parking Institute. 1330 Braddock Place, Suite 350 Alexandria, VA 22314 Phone: 571.699.3011 Fax: 703.566.2267 Email: ipi@parking.org Website: parking.org Postmaster note: Send address label changes promptly to: The Parking Professional 1330 Braddock Place, Suite 350 Alexandria, VA 22314 Interactive electronic version of The Parking Professional for members and subscribers only at parking.org/tpp. Periodical postage paid at Alexandria, Va., and additional mailing offices. Copyright © International Parking Institute, 2016. Statements of fact and opinion expressed in articles contained in The Parking Professional 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 IPI. Manuscripts, correspondence, articles, product releases, and all contributed materials are welcomed by The Parking Professional; however, publication is subject to editing, if deemed necessary to conform to standards of publication. The subscription rate is included in IPI annual dues. Subscription rate for non-members of IPI is $120 per year (U.S. currency) in the U.S., Canada, and Mexico. All other countries, $150. Back issues, $10. The Parking Professional is printed on 10 percent recycled paper and on paper from trees grown specifically for that purpose.

THE LIVING LABORATORY By Bridgette Brady, CAPP

niversities have begun to more widely adopt the concept of the living laboratory: a commitment to conducting research and instruction within a framework of partnerships across a spectrum of disciplines, both academics and administration. The classroom is transported from desks and projectors to real-world applications and a place where students, faculty, and staff work together to problem-solve through applied research and analysis. Although defined in a territorial context, laboratory sites are not limited to the campus proper. They can span regions, involve the public sector, or involve public-private relationships. If we’re willing to see past our conventional relationships, we could also benefit from the living laboratory. Perhaps professorial will join the vast list of descriptors for our industry. Until recently, involvement with students was defined by department employment, specific programs for transportation demand management, transportation funding, and the never-ending advocacy for “free” parking. Relationships with faculty have often been adversarial; we are seen as barriers to progress in research by denying access directly next to buildings. A faculty member once told me we’d robbed him of precious memory space he had to use to think about parking that should otherwise have been applied to his research. How will our industry benefit from these academic partnerships? Students are provided the opportunity to think beyond convention as innovative problem-solving is the primary goal of the living laboratory. Parking lots have practical purpose but also create challenges for our communities, particularly in the areas of water management and energy use. For example, the effects of integrating multiple green infrastructure techniques—tree planting/preservation, porous pavement, structural soil, and bioretention to mitigate stormwater runoff—can be monitored over time by new classes. Similarly, the effects of incorporating lighting controls and efficient lighting systems can be metered. In a semester’s time, students and their instructors can design systems that create efficiencies and mitigate environmental impacts. Partnerships in academic research provide opportunities to secure grant funding for solutions to address environmental impacts and inefficiencies in energy consumption created by the traditional design and construction of parking lots. If the tangible benefits are not convincing, it’s important to remember these partnerships will provide an audience that can otherwise be difficult to find. You can help these generations understand why what we do is so important. As a beneficiary of such partnerships in the living laboratory, I encourage you to reach out to your local academic institutions to brainstorm potential research opportunities.

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

BRIDGETTE BRADY, CAPP, is director of transportation and mail services at Cornell University and a member of IPI’s Board of Directors. She can be reached at bb635@cornell.edu.

FIVE THINGS

FIVE GREAT GIFT IDEAS FROM THE PARKING INDUSTRY The December holidays are quickly approaching, and it’s a great time of year for parking organizations to give back to their communities. Giving back puts everyone in the spirit and helps advance the parking profession locally and around the world. Here are five ideas we love.

Green parking

M76

Can al

M40

Stre et

Holiday Parking

area = free parking

M41 M40 M93 Wa ll Stre et

Map

(no permit required )

Fuller Pool

Parking Area Fuller Road

Make it easy for people to find parking with a holiday-season map. We love the one produced every year by the University of Michigan. See it at bit.ly/UMparkingmap. M71

Building

Museums Annex

Towsley

Taubman Center

(Taubman

Drive

(Simpson Circle Structure)

-Jan. 2016

1331 Ann

Stockwell

C.S. Mott Children's and Von Voigtlander Women's Hospital

HOLIDAY

Arbor Heights Center

Markley Hall

North Univ

South)

Wall St. Express Bus Route - Special season bus and Dec. 28-31 service on Dec. 24 - Runs every 7-8 minutes 6:15 am - 7:30 am - Runs every 15 minutes 7:30 am - 3:30 pm - Runs every 7-8 minutes 3:30 pm - 6:00 pm

SPH I

School of SPH II Public Health II

Hill Dining

Central Campus Recreation Bldg

Dr.

Washington

M28

To Central Campus

Reader Urban Hts Environmental Education Center

M79 Ronald

McDonald House

M34

Legend

Kinesiology

North Hall

Dental and Kellogg Inst

Simpson Bldg

Medical Professional Bldg

Detroit Observatory M44

Alice Lloyd

Palmer Field

Center Mosher-Jordan

Central Power Plant

Palmer Drive

Undergraduate Science Building

Palmer Structure Life N26 Sciences Inst.

Simpson Circle

E Hospital

(CVC Structure)

M29

(Taubman MCHC North)

Holden Women's

Observatory

lC e

W. Me dic a

Glen Avenue

Health Mang Res Ctr Assn for Asian Studies

Plant Services Bldg.

Health Service

Med Inn Bldg

Mott

M47

Couzens Hall

N13 Fletcher Structure

Palmer Commons

Thayer S t.

N. Ingalls

M57

M56

LSA Annex

Biomedical Science Research Bldg

Power Center

Alumni Ctr.

Michigan League

M10

‘ER’

Drive

M27

Cardiovascular Center

UpJohn Center

East Huron

Mendelssohn Theatre

M29

MedSci 1-C

Buhl

MBNI

Ann StructureM86

Dec. 2015

University Hospital

Cancer Center

Med Sci 1-A

Med Sci 1-B

Taubman Medical Library

Catherine Structure

Holiday Schedule

NC78

M75 Mitchell Field Building

Nichols Drive

(Cancer Center Structure)

MSRB 1

MSRB 3

M36

Catherine

Ann

MSRB 2

M69

Victor Vaughan

Bldg

ve Dri er nt

M54

l Center E. Medica

M61

Glen Structure

MedSci II

Glen Court

M67

M65

300 North Ingalls

Place

M64

School of Nursing Bldg

Zina Pitcher

1018 Fuller

Future School of Nursing Addition M66

Cornwell Place

Lawrence

Cedar Bend Road

Kel Eye log Cen g ter

M50

ane den L Mai

1 3 4

Medical Campus M87

Requires Permit or Parking Fee Free Parking (No Permit Required) Special holiday parking will be in effect Bus Stops Inbound to CVC Outbound to Wall Street Structure December, 2015

pts.umich

.edu

Run a Food for Fines program and let people pay off parking citations by donating to the needy. The Lexington, Ky., Parking Authority collected more than 10,000 cans of food last year! Check it out at bit.ly/lexpark.

Up your managerial A game PO by haworks raised the Ho w do Orgaing toward Accredited Parking you measure bar. up? nization certification. Everyone will appreciate your stellar service. Visit parking.org/ F apo to learn how.

ind out toda y. This new prog ram recognizes a comprehensi ve standard of excellence base d on best practices and industry benc hma rks across 14 majo r categories and more than 150 crite ria.

Designed for institutional, municipal, medical, univ ersity, airport, commercial, private, and other parking prog rams, both Acc redited and Accredi ted with Dist inction criteria will guid e you and your organization to greater succ ess and recognit ion. Relevant and practical as well as goal-oriente d and visionary , APO will advance the parking indu stry and your organiza tion.

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

Required read ing: Downloa d the Second Edit ion of the APO Matrix and Manual for Applica

Stress your smiles! No research needed—just embrace your inner elf and spread cheer to everyone in and out of the office. Just like that, happier holidays for all courtesy the parking industry.

ISTOCK / CATHYREECE / KEKO-KA / TIGATELU

Deploy parking ambassadors to help people find their way around town (and its parking!). The Hartford Parking Authority runs a great program—learn about it at bit.ly/hartfordparking.

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CONSULTANTS CORNER

PARK-N-PLAY MULTIFUNCTIONAL STRUCTURES By Sanjay Pandya, PE

ntentional pedestrian-friendly places for residents of urban communities to gather, play, and celebrate are increasingly getting harder to provide due to infill developments and a shortage of suitable available land. In response, some new urban developments are incorporating roof gardens and plazas for residents, and many communities are using surface parking lots as public venues for neighborhood farmers markets, art fairs, flea markets, and other similar community events. A number of universities with urban campuses that wish to repurpose land for academic or administrative functions have developed parking structures with athletic fields or green space on their top levels. Some examples of these types of parking structures are the San Diego State University Parking Structure 5; the University of California, Berkeley, Underhill Garage; the Millennium Park Underground Parking Structures in Chicago; and the Cira Green Rooftop Park situated on top of the parking structure serving the mixed-use Centre South development in Philadelphia, Pa.

Design Considerations

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

Cira Green Rooftop Park provided on the concrete floor slab for protection. For user comfort, cooling the playing surface during hot summer days may also be desired. An irrigation system should be considered. ●● Pedestrian access from street level to parking levels and the top green space level of the parking structure is an important design consideration that requires careful study. Pedestrian circulation facilities such as stairs, walkway ramps, and elevators need to be sufficient in number, size, and layout to meet the needs and provide a suitable level of service for users. These facilities will need to meet Americans with Disabilities Act requirements and means of emergency egress requirements of the applicable building codes for occupant life safety. A local building official should be consulted to determine the minimum emergency egress width requirements for the green space/playing field level. With proper planning and design, multifunctional parking structures can be constructed and serve the needs for activating a community and for providing pedestrian-friendly places for residents to gather and play. ●●

BRANDYWINE REALTY TRUST

SANJAY PANDYA, PE, is a parking practice builder and senior project manager with Kimley-Horn and Associates and a member of IPI’s Consultants Committee. He can be reached at sanjay.pandya@kimleyhorn.com.

Ever wonder about the design considerations that need to be addressed for a multifunctional parking structure with a podium-level green space/athletic field? There are some key design issues to consider: ●● The overall weight of the green space/ athletic field turf system is a key consideration for building structure framing mass, economy, and performance (durability, vibrations, etc.). Synthetic turf systems help minimize overall weight and are becoming more common. There are several different types of synthetic turf systems available that are distinguishable through the use of different fibers and different construction (e.g. tufted or knitted). They are comprised of synthetic fibers with primary and secondary backing systems and a resilient shock-absorbing system. The synthetic turf system and all of its components should provide for user safety and comfort; be resistant to moisture, rot, mildew, bacteria, fungus growth, and ultraviolet ray degradation; and meet local code and environmental requirements. ●● An efficient and effective subsurface drainage system should be an integral component of a synthetic turf system. The drainage system typically includes a permeable synthetic turf, filter fabric, pad, base materials, and collector pipes that collect and remove stormwater from the field. A waterproofing coating should be

THE GREEN STANDARD

SOLAR ROADWAYS UPDATE By Isaiah Mouw, CAPP

emember the keynote speakers and general session presentation at the 2013 IPI Conference and Expo? (See the February 2013 issue of The Parking Professional or search Solar Roadways in the Resource Center at parking.org for a refresher.) Scott and Julie Brusaw introduced their concept of Solar Roadways and what it can do for the parking industry and then the world. If you had the opportunity to sit in on the presentation, you may remember the little company from Idaho with big aspirations of installing solar panels on roadways or parking lots across the country.

The First Solar Lot The installation met some challenges as several of the panels were not working due to a production error and are not producing energy yet. Scott and Julie plan to swap those units with new ones as soon as those production errors are fixed. The 150-square-foot lot consists of 30 panels that include heating elements to melt snow and ice along with more than 300 daylight-readable LEDs that can create more than 16 million color combinations. The city has provided a livestream of the lot at cityofsandpoint. com so people all around the world can see it in action. Future plans for the town square include free public

ISAIAH MOUW, CAPP, is senior vice president of Republic Parking System and a member of IPI’s Sustainability Committee. He can be reached at imouw@ republicparking.com.

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

Wi-Fi and electric vehicle (EV) charging stations that will draw their power from the solar panels when they are repaired.

The Panels What do solar parking lots mean for the rest of us? Lots of great things. The glass panels consist of heating elements that will melt away any snow or ice—no more snow plows! In addition, the LED lights form parking space lines so no more need to restripe the lot every year. Parking owners can change their lot layout with a press of a button on their laptop or cellphone. Imagine needing an additional 20 ADA spaces during the day and being able to flip those spaces to regular spots for nightlife customers. The same holds true for reserved spaces—they go from reserved to unreserved with the press of a button. This takes shared spaces to a whole new level. Parking lot owners will be able to advertise with the LEDs embedded in the parking lot panels. A grocery store could advertise the price of a pound of bananas on that day. Stadium parking lots could put their team logos in the parking lot or directional arrows directing traffic to the next space. Of course, the most important benefit is the additional and abundant energy production offered by the panels where asphalt used to be. While the City of Sandstone is testing the concept in the real world, they aren’t the only trailblazers with cards in the game. Solar Roadways is also preparing for a similar project in Missouri, where they plan to install a solar-panel sidewalk area near a welcome center along historic Route 66. While Solar Roadways still has many obvious hurdles and decades of work ahead of them, their progress is clear and promising.

SOLAR ROADWAYS

I admit that I lost track of Solar Roadways’ progress until I received an email from Julie last month with an update that the company was completing an installation of the first solar “lot” in Sandstone, Idaho. It isn’t a parking lot but rather walkable panels in the town square.

THE BUSINESS OF PARKING HUMAN RESORUCES LEGAL

THE PROBLEM WITH PERFORMANCE MANAGEMENT By Julius E. Rhodes, SPHR

wise person knows when he or she makes a mistake and admits any wrongdoing so everyone can move on. For years, I’ve said we need to do away with performance management systems. I say this because I believe performance management is a flawed system that doesn’t adequately manage performance or fairly compensate the people it is designed to assist.

Communication

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.

When my wife of 26 years and I first began dating, she was in Illinois and I was in Georgia. This went on for about 18 months. Imagine if I said after six months that I wanted to marry her (which I did). What if between month six and month 18, our communication was limited to group meetings or sporadic electronic communications? What is the likelihood we would have gotten to the altar? If people know what is expected of them (think goal setting) but there is no consistent communication that makes goals part of their daily routine or focus, they won’t be able to accomplish their assigned goals. But wait, you say, these are adults. If they are informed of expectations once, shouldn’t they be expected to meet those objectives? Not necessarily. Think of a spinning top. Upon its initial spin, it has a tight spiral, but without any intervention it quickly loses momentum and falls off track. It needs periodic reinforcement. We need to periodically reinforce our team members’ goals by communicating so they have a chance to correct course during the year. At a minimum, we need formal quarterly conversations that are connected by ongoing, less formal, monthly discussions. This will remove the

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

check-box mentality of the annual review and restore the social and human elements we all need.

Compensation We all need to understand something at the outset: No organization will ever have enough financial resources to fully compensate all its employees as they’d like. Cash-in-hand compensation, however, has never been a significant motivator of performance and typically ranks no higher than fourth or fifth on lists of employee needs. Many more people are concerned about corporate social responsibility or better work-life balance than compensation alone. We need to decouple compensation from performance management and tie it to the overall attainment of business and strategic objectives. Under that model, there are difficult decisions; sometimes, not everyone will merit salary increases in a given year. I’m a fan of profit sharing based on the execution of a strategic plan and the hard work of people on the front line every day. I further believe this would aid a more unified team concept by giving everyone a more vested interest in the overall health of the business. When you think about it, we’ve treated performance management as a project with a definitive start and end date. What we should be doing is treating this area as a project that implies continual effort. I hope I’ve unpacked the issues many of us have with performance management and provided a road map for more fruitful efforts in this area moving forward. That’s my view, and I’d love to hear yours. Keep hope alive!

ISTOCK /ERHUI1979

It’s nearing the end of the year, and many employees are preparing for the dreaded annual performance review. This is when they are summoned to meet with their managers to review their performance during the year. For many, this is the formal meeting with a manager, and it’s a check-box exercise with little or no real meaning.

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THE BUSINESS ON THE OFFRONTLINE PARKING

HERDING CATS By Cindy Campbell

‘

is the season … for giving thanks, breaking out the fleece and scarves, leaves turning bright with fall colors, and the weather turning cooler. It’s even time to start considering upcoming holiday plans. On many college campuses, it’s also the season for home football games and all of the associated events that go along with them.

Cowboys and Cats

CINDY CAMPBELL is IPI’s senior training and development specialist. She is available for onsite training and professional development and can be reached at campbell@parking.org.

I was recently reminded of this fall football phenomena. A friend of mine shared an entertaining little video that had been making its rounds on the internet. The video depicts a group of range-weathered cowboys talking about the challenges of cat herding (yes, I just said cat herding). I’d certainly heard this term used before in reference to trying to manage an assortment of unmanageable issues. I’ll even admit I’ve personally used that term a time or two in reference to running a campus parking operation. I believe it accurately describes the challenges we frequently encounter in the world of parking program management. Many people outside our industry incorrectly assume that what we do is rather simple. After all, how hard can it be? Anyone who drives a

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

car should be able to manage parking, right? In reality, we know that it’s far from simple. Parking management can actually be fairly complex. When it comes to largescale events, consider all the aspects of service we need to successfully manage: competing priorities for space and vehicle access, limited budgets and staffing challenges, the variety of safety considerations associated with largescale events that go hand-in-hand with ease of access for patrons, and the overarching expectation of service deliverables—both the realistic and the unrealistic. It’s a complex balance of creating a positive customer experience while managing chaos prevention.

Camaraderie Beyond the humorous message the cat herding video offered, it also reflected another parallel with the parking industry. It depicted camaraderie between the cowboys as well as an appreciation for the challenging yet rewarding career they had chosen. That sentiment was illustrated in the video by a particularly grizzled cat-herding cowboy: “Don’t let anybody tell you herding cats is easy. Not everyone can do what we do … but I wouldn’t do anything else.” That cowboy ’s statement sums up my personal experience in our industry. The career we’ve chosen isn’t easy and is frequently misunderstood. Having said that, I can’t imagine working with a finer group of professionals than I do in parking.

ISTOCK / VASILIKI VARVAKI

Like many of our campus colleagues in the parking industry, I spent many a game day (and let’s face it, many days, weeks, and months prior to the game) as part of the campus services team. Together, we spent countless hours planning and preparing campus for the onslaught of tailgaters and game-day patrons. We worked tirelessly with athletics staff, campus food services, game-day broadcast logistics crews, security personnel, and a variety of private outside vendors getting ready. It was all part of the job. If I had to boil it down to a one-sentence description about a parking program’s role in university event management, I would say that our efforts were focused on trying to manage game-day service level expectations with limited resources and personnel.

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PUTTING THE PARK IN PARKING Around the world and down the street, IPI members thought outside the box on Park(ing) Day 2016 Compiled by Monica Arpino

ot everyone has the vision to see beyond the blacktop of a parking space, but then again, not everyone can be a parking professional. Parking is a backdrop for communities and that’s what Park(ing) Day is all about. The international event challenges the public to reimagine metered parking spots as mini parks for one day every September. This year, on Sept. 16, IPI members dreamed up ways to incorporate art, play, conversation, rest, civics, laughter, and other creative activities into parking spaces. Here are some of their designs. McCarthy Building Companies The Dallas, Texas, office of McCarthy Building Companies, Inc. has constructed over 6,500 parking spaces and more than $133 million in parking projects, giving it plenty of preparation for Park(ing) Day 2016. The Dallas office is currently building a five-level parking garage to include more than 3,920 new parking spaces at Dallas/ Fort Worth (DFW) International Airport. This state-of-the-art garage aims to bring a “parking paradise” to Terminal E, which

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

led to the inspiration for this year’s parking space theme. In the middle of downtown Dallas at the corner of St. Paul and Main streets, McCarthy created its very own Paradise Park. The parklet was equipped with Adirondack chairs, a sandy beach, cooler, and umbrella. To complete the atmosphere in paradise, the McCarthy team was equipped with sunglasses and leis to share with visitors.

Winpark Winpark participated in Park(ing) Day 2016 by taking three on-street parking spaces and creating a tailgating theme in front of the 1001 McKinney Building in Houston, Texas. Passersby were invited to play tailgating games such as cornhole. The time spent with friendly people in the mini-park allowed staff to talk about parking, commuting, and the industry. People left with a positive impression of what parking is about. Even members of the city’s parking enforcement stopped by and enjoyed a game of cornhole and some freshly popped popcorn.

parking.org/tpp

NOVEMBER 2016 | INTERNATIONAL PARKING INSTITUTE

ParkHouston For the past two years, ParkHouston has helped other organizations with the permits required to create a parklet on the public street. We enjoyed traveling around Houston, Texas, and visiting the installations and seeing their creativity. Well, we caught the fever, and Park(ing) Day 2016 was the first time that ParkHouston created our own parklet. With the assistance of the Houston’s Parks and Recreation Department, we placed live plants around the perimeter. Staff members brought lawn furniture, decorations, and treats from home. We gave all visitors Hawaiian leis to help them get in the spirit of our theme. This was also a great opportunity to connect with the public and educate them on our parking programs and parking regulations. We passed out collateral explaining pay-by-plate and pay-byphone. We took some of the most common violations and created a bean bag game. A staff member would ask a question, and the participant would toss the bag to the correct answer. Learning important parking tips to avoid future parking citations was their best takeaway.

ParkCloud This Park(ing) Day, the ParkCloud team turned the office’s car park into an “urban allotment,” growing plants in the lead-up to the event and going head-to-head to create the best green space to raise money for Stockport Mind, a mental health charity. Growing plants has fantastic psychological benefits, including reducing stress and improving concentration, and the money raised by ParkCloud on Park(ing) Day will be used to help people

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

affected by mental health issues in the Stockport and District area of the United Kingdom. We don’t have a final number on how much money was raised as we’ve received quite a few late donations, but it definitely exceeded last year’s total! Alongside the allotments, there was a barbecue enjoyed by local businesses and members of the community—plus Stockport’s member of Parliament, Ann Coffey.

Montgomery County Department of Transportation (MCDOT) The Montgomery County Department of Transportation (MCDOT) welcomed the public to celebrate and enjoy the Park(ing) Day festivities in four of the Maryland county’s largest urban districts—Bethesda, Silver Spring, Wheaton, and Takoma Park. By repurposing parking spaces for a day, the county hoped to encourage residents to rethink their transportation choices and support transit-oriented, bikeable, and walkable infrastructure. Park(ing) Day participants were given options of more than 80 locations in the county’s parking lot districts to choose from. The spots were identified with safety and pedestrian exposure in mind, and participants were not charged for their spaces. To generate awareness for Park(ing) Day, MCDOT’s Division of Parking Management created and administered a website promoting the event. Participants from this year’s successful Park(ing) Day event included Docs In Progress, Spotluck, Toole Design Group, Dewberry, Sinberg Levinas Architects, Bethesda Urban District, Green Wheaton, Montgomery County Department of Transportation’s Commuter Services, Montgomery County Department of Environmental Protection, Montgomery Parks, the Mid-County Regional Services Center, and Takoma Park Main Street Program.

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Lexington Parking Authority Lexington Parking Authority partnered with an architect from the local chapter of the American Society of Landscape Architects (KYASLA) and a professor from the University of Kentucky’s Department of Landscape Architecture to transform 14 parking spaces into pop-up parks in downtown Lexington, Ky. The three partners came together to pair local design firms with university students for Park(ing) Day 2016.

KYASLA recruited design firms and organizations around town that have an interest in or deal with environmental issues and understand the underlying theme and intent of Park(ing) Day. Then each group of students worked with local designers to provide feedback and advice on their designs. It’s an ideal situation for the students because it not only gives them the opportunity to network with professionals in their field but allows them to take a design, figure out how to execute it, get public feedback and see how they react, and then evaluate their successes and downfalls. Students addressed ways to overcome auto-centered planning and design practices by emphasizing the needs and visions of the public. To contribute to a sustainable effort, the projects emphasized the use of reused, found, and borrowed materials. The student designs attracted participants from youths to seniors and individuals to groups. This year was so successful that several of the design firms have already reached out after the event requesting to be put on the list for Park(ing) Day 2017!

Texas A&M University Students led Texas A&M University’s Park(ing) Day efforts by convincing a professor to give up his reserved on-campus parking space for the day. MONICA ARPINO is IPI’s special projects coordinator. She can be reached at arpino@parking.org.

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

IPI’S ASK THE EXPERTS

We hear a lot about shared parking, especially in urban areas. How is it actually working? Brett Wood, PE, CAPP Kimley-Horn In Houston, churches, movie theaters, and shopping centers will lease parking spaces to the local transit agency for commute-based parking trips. The peak demand for that usage is 8 a.m. to about 4 p.m. weekdays. The double benefit for the shopping center or movie theater is that patrons come back to their cars with access to adjacent retail, restaurants, or entertainment, which draws some of them to spend money.

Maria Irshad, CAPP, MPA

Dan Kupferman, CAPP

Assistant Director

Director of Car Park Management Systems

ParkHouston The most creative use of shared parking I know of is a business that couldn’t find any parking nearby for its employees. There was a gym with a large parking garage around the corner. The business paid for gym memberships for its employees and the employees were able to store their vehicles in the gym garage while at work. I’m not sure the gym knew it was sharing its parking, but it’s creative!

Vicki Pero, SPHR Principal

Marlyn Group, LLC Big data is such a buzz term, and this is a prime case where operators are putting it to use. Operators now utilize the data available to predict where spaces within their portfolio will be available and the price they can charge to fill the spaces. The spaces are then sold through online reservation app providers.

Walker Parking Consultants On weekdays, the Longwood Medical area in Boston leases all of Fenway Park’s parking for hospital employees, who can then walk or ride a shuttle less than a mile. Nights when there are no ball games and in the off-season, it’s less busy, but there is still some demand for restaurant and nightclub parking. And during ball games, retail and residential facilities capitalize on overflow ball game parking.

Roamy Valera, CAPP Senior Vice President, Municipal and Institutional Services SP+ In many cities, shared parking is the key parking management strategy for economic development success. A church parking lot is a perfect example of a noncompeting use that can support daytime parking demand and activity. Many municipalities sign interlocal agreements with these entities to ensure proper share of revenues and enforcement.

Have a question for IPI’s experts? Send it to fernandez@parking.org and watch this space for answers!

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

The opinions, beliefs, and thoughts expressed by the contributors do not necessarily reflect the opinions and viewpoints of the International Parking Institute or official policies of IPI.

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GETTI G CON ECTED

What changes in technology mean for parking and municipalities in the 21st century and beyond.

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

By Mark Braibanti

id you know drivers waste more than 55 hours every year looking for parking?1 Studies also show that

up to 30 percent of traffic in urban areas is a result of drivers circling the block in search of that elusive parking spot.2 This figure doesn’t even account for the number of times drivers have abandoned their search for a parking space entirely. The point is, finding parking can be painful and is one of the biggest issues facing drivers, automakers, parking operators, and municipalities. What can ease this pain? Widespread access to dynamic real-time information is key. As the connected car continues to evolve, real-time parking information is becoming a staple of innovation and a necessary component of the overall driving experience. Cars are no longer just for getting from point A to point B—drivers want to know where, when, and how to park. As emphasized by Mary Barra, CEO of General Motors, “The auto industry is poised for more change in the next five to 10 years than it’s seen in the past 50.” The growing millennial population, in combination with rapidly improving technology, is the stimulus for this change. Vehicle miles traveled actually decreased between 2003 and 2014 in the United States, but as a ISTOCK / KAMRUZZAMAN RATAN / CHESKY_W

former traffic commissioner of New York City noted,

parking.org/tpp

NOVEMBER 2016 | INTERNATIONAL PARKING INSTITUTE

By 2020, BI Intelligence estimates that 75 percent of cars shipped globally will be equipped with internet connectivity.

Poised for Change In 1908, Ford Motors’ Model T was released to the public and became the first mass-produced commercially available automobile. As explained by Mashable’s James O’Brien, this was the “technological starting point for the car as not only a thing people could go out and buy, but also as a medium for new ideas with which future developers could work.”4 From then on, the auto industry took off, from performance improvements such as electric ignitions, four-wheel brakes, and power steering, to the adoption of an entire driving experience with the advent of cigarette lighters, car radios, and CD players. We are now in an era of data-centricity, with complex technology and algorithms improving diagnostics, navigation, and hybrid vehicles. Among the technological innovations surfacing in the auto industry right now are what we call the ACES: autonomous, connected, electric, and shared vehicles. Autonomous cars are defined as vehicles capable of sensing their environments and navigating without human input, such as those being tested by Google, Tesla, and Uber. They rely on connected car technology to safely drive themselves. Relatedly, connected cars are, as the title infers, connected to the internet. Connected cars provide a wide array of services for safety, navigation, convenience, and entertainment. All of these services rely on analyzing large amounts of big data so these cars are constantly collecting and analyzing information for the greater good. Electric cars are the oldest current trend, but ownership of these vehicles continues to increase. Lastly, shared vehicles have recently taken off and are causing a slight panic in the auto, taxi, and parking industries. The millennial generation is showing a preference for using services such as Uber and Lyft over car ownership. Ironically, this trend is actually pushing automakers toward creating better connected cars to compete.

Finding Its Own Parking By 2020, BI Intelligence estimates that 75 percent of cars shipped globally will be equipped with internet connectivity.5 That equates to more than 250 million connected cars on the road in just four years. Compared with 25 million connected cars in 2015, this movement toward connected services represents a significant shift in technological needs for the auto industry. Manufacturers

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

are increasing their production and working quickly to offer connected features to stay competitive and on pace with consumer demand. In addition to improving our lives through more efficient mobility, improved safety, and less environmental damage, connected cars are dramatically affecting how people park. The current parking experience can be one of frustration, wasted time, and often, disappointment. It’s painful for drivers who are faced with a non-uniform experience across lots and cities—experiences that include complicated non-standardized rate structures, limited payment options, and the stress of spending more than 20 minutes on average trying to find a parking spot during peak hours.6 Cities suffer too as uninformed drivers cause traffic delays as they circle the block looking for spots. As much as real-time traffic is now viewed as being a necessity, drivers in the near future will expect their cars to help them easily find the closest and cheapest available parking, compare parking prices, types, etc., and pay conveniently and seamlessly.

Data-Centric, Dynamic Occupancy Models Many connected cars already offer parking information through their navigation systems, but dynamic parking information is currently one of the strongest developing trends in the connected auto industry. Drivers want to know more than where a parking lot is—they want to know if there are spots available in lots near their destinations, in real-time. As you likely read in the news recently, during the past five years, companies that focus on technology are beginning to transform the way people park their cars. In 2013, INRIX Parking launched the industry’s first parking navigation service to provide real-time parking information in connected cars. Two years later, it launched the first integrated on-street parking solution in partnership with BMW. Since then, automakers, including Lexus, Mercedes-Benz, Toyota, and Volkswagen, have implemented the technology to help drivers save time, fuel, and frustration. Developers have also begun to integrate dynamic parking information into their existing products through partnerships with existing platforms such as Google’s Waze. The technology used to determine occupancy levels instantaneously requires complex aggregation of a variety of data sources—from integrating with existing infrastructure such as smart parking meters, to analyzing historical occupancy data, to collecting data directly from vehicles. For example, our company has a portfolio of data gathered from a network of 275 million vehicles and connected devices that incorporates anonymous real-time insights from partners in the auto industry. By collecting, refining, and analyzing all of this big data,

we can accurately predict where parking is available and incorporate the information directly into a car’s navigation system. Connected vehicles transmit a wide range of data that can be collected and used to predict current parking availability on city streets and at off-street parking facilities. Cars equipped with light detection and ranging sensors, usually used to let you know if you are getting too close to objects in the road, can be used to detect where open parking spaces are located as you drive. For off-street parking, technology can tap directly into occupancy information from gates, loops, and pay stations. Partnerships with equipment makers help convert this massive amount of data into a format that can be used by automakers, cities, government agencies, and app developers. For the development of on-street parking occupancy technology, driver-generated data such as vehicle location, speed, and direction help create a reliable, real-time availability model. A myriad of connected-car data points are processed into individual anonymized trips with distinct starting and ending points to understand vehicle location in relation to metered zones. Initial tests showed that this model achieved 80 percent accuracy when the zone size was optimized to capture as many arrivals and departures as possible, without capturing driving behavior unrelated to parking. The addition of GPS navigation and city data further optimize both the on-street and off-street parking experience for drivers of connected vehicles as they are routed in real-time to the location of available parking spaces and forewarned of any parking restriction for a given spot, ensuring drivers are not led to an inaccessible or illegal parking space.

Digital Payments As business and consumers alike increasingly transition to a variety of forms of digital payment, the auto industry is taking note and integrating the ability to pay for parking, both off- and on-street, via a vehicle’s navigation dashboard. With payments available via smartphone and car, drivers can easily handle parking transactions on the go.

The Future According to analysts at Frost & Sullivan, searching for parking costs consumers and local economies nearly $600 million in wasted time and fuel every year.7 The connected car will affect every facet of the transportation, parking, and city planning industries. This makes connecting every component of the parking eco- system to cars an essential part of the path forward. If not, parking lots risk being invisible to drivers if they aren’t integrated into the next generation of connected cars. parking.org/tpp

Cars equipped with light detection and ranging sensors, usually used to let you know if you are getting too close to objects in the road, can be used to detect where open parking spaces are located as you drive.

Much as cities were unprepared for ridesharing services such as Uber and Lyft, we cannot overlook the importance of connected cars. A new study conducted by the National League of Cities recently revealed that 94 percent of the world’s cities are not prepared to deal with autonomous cars.8 Cities and parking operators will soon begin to feel the effect of connected vehicles on their parking facilities. As an industry, we must embrace the connected car, or we will miss out on a whole host of benefits, from increased revenue to optimized parking management and reduced congestion. Collaboration is the key to innovation, so we must all work together to be at the forefront of the connected car revolution to drive parking into the 21st century. 1

Strategic Analysis of Smart Parking Market in Europe and North America, Frost & Sullivan, April 2015.

Donald Shoup, The High Cost of Free Parking, Chicago: Planners Press, 2005 and 2011.

Millennials’ Choice of Car or Transit Mode is Driven by Cost and Usability Report, Strategy Analytics, April 2016.

Tech Time Machine: Car Tech, Mashable, James O’Brien, January 2015.

The Connected Car Report, BI Intelligence, June 2016.

Strategic Analysis of Smart Parking Market in Europe and North America, Frost & Sullivan, April 2015.

City of the Future, Technology & Mobility, National League of Cities Center for City Solutions and Applied Research, 2015.

MARK BRAIBANTI is director of marketing at INRIX. He can be reached at mark.braibanti@inrix. com.

NOVEMBER 2016 | INTERNATIONAL PARKING INSTITUTE

GOT LOT? Tap into this teen driving program and rev up community relations.

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

By Kim Fernandez

n 2008, National Hot Rod Association drag racing star Doug Herbert experienced a family tragety that put his career on a different course. Herbert’s sons, new driver Jon, 17, and James, 12, were driving to a fast-food restaurant when their car slammed into the back of a large SUV, destroying the vehicle and killing both boys. Herbert’s life changed forever, and he soon took action so fewer families would face the same kind of tragedy. He learned that car accidents are the leading killer of teens ages 15 to 19—worse than the next four causes combined—and it was an easy decision to put his unique driving knowledge and skills to use to teach kids how to drive in ways they don’t learn through traditional driver’s education programs. It wasn’t long before Be Responsible and Keep Everyone Safe (B.R.A.K.E.S) was founded as a 501(c)(3) nonprofit to teach teens and their parents how to drive proactively and safely, even in (especially in) crisis situations. Since then, more than 20,000 teens have been trained to drive safer, and more than 20,000 parents have been coached to monitor and help their kids develop excellent driving skills. This year, 45 weekends of B.R.A.K.E.S training will be presented in 25 cities across the U.S. The nonprofit has plans to grow its successful program to more of the country but needs help—and that’s where the parking industry comes in.

KIA / B.R.E.A.K.S.

The Program The B.R.A.K.E.S program is presented to teen drivers and their parents at no charge, and there’s frequently a wait list. “This is not a learn-to-drive school,” says Scott McKee, strategic counsel to the organization. “People sometimes misconstrue what we do for driver’s ed. It’s definitely not parking.org/tpp

NOVEMBER 2016 | INTERNATIONAL PARKING INSTITUTE

crash a mile and a half from his house while going to McDonald’s. The problem was inexperience—a new driver who didn’t have the skills to recognize the danger of what he was doing and get himself out of the situation.” After an introductory talk, B.R.A.K.E.S. students get behind the wheel with trained and experienced instructors to face common situations that require more advanced driving skills. Twenty-one instructors are onsite each weekend of the program, offering a student-to-teacher ratio of three to one, so each student gets lots of time driving and practicing. Many are former professional race car drivers, some teach race car drivers, and some are driving instructors from the FBI, CIA, U.S. State Department, and armed services. “Doug started by training James and Jon’s classmates,” says McKee. “He trained 50 kids the first year. He’s a racer, and he has contacts and friends who make a living being good drivers, and by the end of that year, he had another 300 parents lined up so he could train their kids.” All students must be accompanied by a parent or guardian, and many bring both. “At the end of this year,” says McKee, “including parents, we’ll be knocking on the door of 50,000 safer drivers on the road because of B.R.A.K.E.S.” Teens in the program aren’t just starting out. They must have their learner’s permits and at least 30 hours behind the wheel themselves. Many students are older teens but because new drivers are trending older than they used to, haven’t been driving very long when they arrive at B.R.A.K.E.S.

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

The program has proven extraordinarily popular. “In Charlotte where we are based and where we do a school once a month, we have 500 to 1,000 people on the wait list at any time,” says McKee. “There’s a whole big country out there. We’ve gone to 18 different states and have had students from 40 states and three countries. People get on planes so their kids can do this.” Once word gets out about the program in a city, he says, the wait list starts growing. “If we can go to a city three or four times a year, word of mouth takes over,” he says. “We then have a situation where we have a nonstop wait list.” And while that seems like a good thing to most businesses, for B.R.A.K.E.S., it means more kids need training in less time. “It’s a huge program,” says McKee. “Massive.” What’s preventing the scheduling of more classes to meet demand? A shortage of parking facilities, for one thing. That’s why, B.R.A.K.E.S. and IPI are forming a collaborative effort to help spread the program and do good in individual communities, which is a win-win for everyone.

Parking and B.R.A.K.E.S. The first thing that’s needed for a B.R.A.K.E.S. weekend is a large, empty parking lot. A lot of about 400,000 to 500,000 square feet of open space is ideal for advanced driving maneuvers. B.R.A.K.E.S. trucks in its own vehicles and provides instructors, but there are other things they need to make the program happen:

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Tent or building for classroom instruction. Restrooms or four port-a-potties. ●● Available hotel rooms for instructors close to the instruction site. ●● Snacks and drinks, which can be donated by restaurants or grocery stores, along with lunch for instructors and volunteers on Saturday and Sunday. ●● Volunteers: The program requires five to six for each weekend. ●● Close proximity to an airport. ●● Permits: Many sites require permits from local fire departments or municipalities. ●● Tables and chairs for classroom work. B.R.A.K.E.S. provides insurance and registration for each program. “The goal for 2017 is to have 50 weekends of programs in 38 cities that want us to come,” says Mimi Sabates, executive vice president. “We need financial and other support on the ground, which means donating money or a facility, and we need feet on the ground, meaning a team of people to get the word out locally.” She says it’s helpful to have a local sponsor who can help offset costs, including transporting vehicles and instructors to accommodate more teens in each class. Local media frequently cover the program, she says, which is nice publicity for parking facilities that are able to host it. ●● ●●

KIM FERNANDEZ is editor of The Parking Professional. She can be reached at fernandez@parking.org.

The Difference McKee says B.R.A.K.E.S.’s program is proven and that parents and teens say it may be the best thing they ever did to help kids become better, safer drivers. “There’s this light-bulb moment and transformation when kids realize how little they know and how much more they can learn,” he says. “Some of the kids are really annoyed when they show up. You can tell who’s had a fight in the car on the way there. But by the end of the class, the parents and teens have had this bonding, common experience. they’re all smiles, and they realize how much they didn’t know before and that their parents brought them there out of genuine love and concern.” B.R.A.K.E.S. is eager to talk with parking organizations that are interested in partnering to present teaching weekends in communities around the U.S. To learn more and get involved, visit PutOnTheBrakes.org.

My Son and B.R.A.K.E.S. By Larry Cohen, CAPP

ike many millennials, my son didn’t see a need to drive (as long as Mom or Dad drove him around). But with an impending full-time summer job, he needed to get his license. My training with him was very difficult at times, with too much screaming and yelling; overall, it was not a very good experience for either of us. I knew there had to be a better way to learn the traits of good driving. My son needed some confidence and advanced driving experience but more

than a typical driver school would offer. I wanted to find a program that teaches new drivers how to deal with emergency situations. I did research and found the B.R.A.K.E.S. program. Formed by drag racer Doug Herbert, it has a very tragic but powerful story in its beginning, but I knew this was the right program for my son, taught by the right people. Luckily, the program was coming to my area, and as you learn when you attend

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

the class with your child, the program is as much for the parents as it is for the kids. Overconfident or timid kids are brought into balance after going through this program. And the behind-the-wheel experiences and simulations with trained professionals are first class. I don’t just recommend this program for anyone new to driving; I would require it. LARRY J. COHEN, CAPP, is executive director of the Lancaster Parking Authority.

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Creating and maintaining an effective operation requires synergy in the system.

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

By Daniel Fortinberry, CAPP

or without operation of a vehicle impound facility. In all cases, the primary goal of a municipal parking system remains the same: to ensure adequate and accessible parking for users. Equally important is the underlying and unofficial focus of providing a service to visitors, employees, customers, and business owners without directly competing with private operators. This balancing act has created numerous challenges for municipal parking systems, whether they are operated by a city, a parking authority, or have been outsourced through a public-private partnership. The idea that municipal parking systems are designed to be revenue-expense-neutral is quickly becoming an antiquated notion, and managers are always searching for ways to realize increased financial benefits from their municipal parking operations. The upside to this new reality is that when theyâ&#x20AC;&#x2122;re managed correctly, municipal parking systems are uniquely designed to meet these needs and eliminate traditional obstacles to growth and profitability, significantly contributing to economic development. Thanks to the direct correlation of municipal parking operations and successful economic development, city managers and top officials are taking notice of municipal parking more than ever and demanding much more of the parking professionals responsible for managing municipal parking systems. This has created a need to find innovative and strategic approaches to operating municipal parking.

parking.org/tpp

NOVEMBER 2016 | INTERNATIONAL PARKING INSTITUTE

Cross-trained Staff

The key to operating a successful municipal parking operation is leveraging the system design and creating synergy within the structure.

Cross-training your parking staff to work at a high level in all the functional divisions of the parking system is critical to leveraging the system design of a municipal parking operation. A cross-trained parking staff reduces downtime in garages and on the street by ensuring fully trained backup employees are at the ready, thus maintaining and, in some instances, increasing the time during which revenue can be collected. Operationally, a cross-trained staff benefits the organization by allowing for a more efficient staffing and scheduling process; cross-training employees also creates career paths for high-performing, motivated employees. This allows the management team to utilize employees where they are most suited and enjoy working while increasing employee satisfaction and retention by varying work assignments and reducing monotony.

The Business Model The key to operating a successful municipal parking operation is leveraging the system design and creating synergy within the structure. This can be accomplished by creating a business model that places the responsibility and decision-making authority within one department with a leader and management staff who are empowered to drive results by: ●● Maximizing revenue. ●● Eliminating, reducing, and controlling expenses. ●● Removing traditional causes of inefficiency and ineffectiveness. ●● Creating and implementing customer service programs that best serve the users of the parking system. Creating synergy by leveraging the system design of a municipal parking operation has multiple benefits, and the system design creates an environment that allows for cost savings and maximized revenue. This same design and approach to managing municipal parking places the parking professional strategically in the middle of economic development activity, which is essential due to the direct effect of parking on successful positive growth within a developing market. A centrally controlled decision-making model allows the parking professional to operate the system as a business instead of an amenity. Although labor and management agreements may create special circumstances that limit taking full advantage of the system design, some strategies can create synergy that will lead to long-term sustainable growth for the parking system and success for the municipality it serves. Strategies that leverage the system design can be divided into areas that positively affect the operation based on financial results, increase the operational effectiveness and efficiency, reduce risk to the organization, and positively impact economic development.

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

Common Policies and Procedures Developing policies and procedures is at best a difficult task that can be further complicated when each division of a parking operation is responsible for developing separate policies and procedures. With the exception of very specific details related to the different positions within separate functional departments of a municipal parking operation, policies and procedures are similar. The obvious benefit to having shared policies and procedures is the elimination of redundancy. A shared set of policies and procedures creates consistency within the parking operation, streamlines processes and d ecision-making, and allows the parking operation to create, implement, and be accountable to a common set of goals and objectives. Common policies and procedures give management and staff a consistent environment to operate with fewer obstacles related to efficiency and effectiveness.

Shared Assets and Costs Another opportunity to leverage the system design and create synergy with a parking operation is through the deliberate consolidation of assets and costs, specifically fixed expenses such as personnel, office space, utilities, taxes, and other related costs. High-dollar expenses such as IT service contracts, insurance, and debt service can also be reduced as a result of consolidation and eliminating redundancy with the operation. The ability to eliminate and consolidate support personnel for several different divisions within the parking system is the best opportunity for savings. The technology-driven business models of today offer a seemingly endless supply of applications for handling human resources, accounts payable and receivable, accounting, reporting, etc. that allow for greater efficiency and effectiveness with a smaller workforce.

In addition to personnel-cost consolidation savings, the system design of a well-managed municipal parking operation allows for other cost reductions and benefits with regard to vehicle fleets, maintenance shops, equipment repair turnaround times, customer service response time, and monthly reporting. Sharing costs and assets within the parking system increases efficiency and effectiveness and can contribute to positive bottom-line growth.

parts. The on-street operation is integral for a successful off-street operation and vice versa. Properly managed parking systems can effectively manage parking supply and demand by adjusting rates, enforcement, and hours of operation. Parking information needs to be complete and comprehensive in order to be a benefit to the economic development process. Having a single point of contact who is a professional in the industry is the best way to ensure that parking is an asset to a developing market.

Risk Reduction/Business Continuity

DANIEL FORTINBERRY, CAPP, is parking division manager with the City of Cincinnati, Ohio. He can be reached at daniel.fortinberry@ cincinnati-oh.gov.

The cyclical nature of parking and the direct effect of Customer-focused Service Model economic factors on a municipal parking operation ex- Parking is a service, and a successful parking operation pose the system to considerable risk. New construction holds to the same principles any customer-service- and traffic grid changes affect onoriented business does. And just as street operations, and a soft economy with any customer-service-oriented The technology-driven impacts businesses and employees business, municipal parking operain downtown areas. This directly business models of today offer tions are concerned with attracting, affects the off- and on-street opretaining, and creating faithful rea seemingly endless supply erations’ ability to deliver positive turning customers. Moreover, it can of applications for handling financial results. Companies moving be argued that municipal parking human resources, accounts from the downtown to other locaoperations are held to even higher tions or simply going out of business standards of service due to the napayable and receivable, can influence the parking demand ture of business and the fact that accounting, reporting, etc. that they deal with the public domain. for a municipality. allow for greater efficiency The likelihood of one or more The same advantages outlined reof these situations occurring at any garding the system design and synand effectiveness with a given time is probable, but the sysergy-related efficiency, effectiveness, smaller workforce. tem design can mitigate this negative and cost savings can be applied to impact significantly: It allows for providing outstanding customer ebb-and-flow activity within a market by balancing service. A fragmented parking operation can offer only high-performing divisions with the underperforming a portion of the customer service completion loop. ones. This risk reduction and balancing act is not possible A customer’s experience with parking may include within a fragmented parking system. finding accessible parking, paying for parking, receiving a citation, appealing a citation, and paying for a citation. Expert in the Market/Single Point When the response to and management of these activof Contact ities occur within a single department, the customer The realization that parking is integral for long-term, service completion loop can be closed with little to sustainable economic growth has been the impetus for no unacceptable delay. When this chain of activity is parking professionals who can analyze markets, gather broken into links that are handled by separate entities statistical data, interpret and report on this data, and or departments, there is a greater risk of providing less create and implement parking management plans for than satisfactory customer service. municipal parking operations. Parking professionals Knowing that customers’ perception of their parkare now part of the planning and development stages ing experience can form their opinion of their total of development projects, fully involved with business experience should create the desire for parking system planning and budgeting for cities and municipalities, managers to provide the best customer service possible. and completely engaged with the community leaders Leveraging the system design and creating synergy and officials. They are experts in their markets. within a municipal parking operation is possible and can A fragmented parking system that cannot leverage be accomplished by making a plan that holds the goals the system design can only offer a limited professional and objectives of the parking operation at the forefront, opinion in matters that require a comprehensive view. collecting good information, educating those that will A parking system is thusly named in that it represents benefit from the results, and staying the course through an organization that has parts that are affected by other potential resistance.

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

Calling all Shutterbugs! Get those cameras clicking— it’s the fourth annual photo contest of The Parking Professional. Hit us with your best shots! We’re looking for the very best photos of parking to honor in this year’s photo contest. You could win a free online course from IPI or a free registration to the 2017 IPI Conference & Expo in New Orleans, La., next May and see your photo on the cover of The Parking Professional! All amateur photos (no professional or commissioned photos) are eligible. All submissions are automatically entered into the Best in Show category. Between now and Dec. 1, 2016, send your high-resolution JPG photos to photocontest@parking.org. Make the category your email subject line and be sure to include your name, title, and email address. Categories ■ Structure. ■ Lot. ■ Offbeat/Unusual/Funny. ■ People in Parking. ■ Equipment/Technology.

Enter as many photos as you wish! You may enhance your photos to make them look their best but no altering them (moving features, deleting or adding to the image, etc.) Our expert panel of judges will choose the winners, who will receive fun and fabulous prizes! All winning photos will be published in The Parking Professional. Category winners will receive a free online course from IPI. The Best in Show winner will receive a free registration to the 2017 IPI Conference & Expo in New Orleans and see his or her photo on the cover of The Parking Professional.

Ready to enter? Send those photos to photocontest@parking.org. Questions? Email fernandez@parking.org. Get out there and get snapping!

echnology and advances in society are affecting current thinking related to mobility and directly affecting traffic, transportation, and parking. What will the future hold? Will parking demands increase, decrease, or simply change? What will become of our current parking structures in the future? Can a parking structure be designed today to be adapted into something different tomorrow? There have been conversations among parking professionals, structure owners, urban planners, transportation professionals, and architects regarding the current and future effect on parking of technological, mobility, and societal changes such as: ●● The migration of suburbanites to urban centers. ●● Millennials driving less than previous generations and forgoing car ownership. ●● Car-sharing services (Uber, Lyft, Zipcar, etc.). ●● Connected and autonomous vehicles. ●● The drive toward reducing vehicular traffic and making communities more pedestrian-friendly and walkable.

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JARED HUCKLE/ SHUTTERSTOCK

many community planners and developers recognize that when itâ&#x20AC;&#x2122;s done right, parking is key to realizing their vision for an active and vibrant community and a successful development. The service life of many parking structures being designed now is typically about 50 to 75 years. As a result, these buildings are and will continue to be fixtures of our communitiesâ&#x20AC;&#x2122; urban landscape. However, we are realizing that with time, our mobility options and preferences are going to change. The needs of the urban community are going to change. The last thing anyone wants or needs is to build a structure that will be obsolete or severely underutilized. What if parking structures could be designed to not only handle current needs but also adapt to better meet the evolving parking and transportation needs of communities in the future? What if we could future-proof the parking structure of today and design it to be adaptable

to become a community mobility hub, a community event center, or even some other type of land use? Can this be done physically and economically?

Facilitating immediate or future adaptive reuse of parking structures.â&#x20AC;&#x192; By Sanjay Pandya, PE

parking.org/tpp

NOVEMBER 2016 | INTERNATIONAL PARKING INSTITUTE

The Challenge Parking structures are unique building types. They are typically open to the environment and are designed to be storage facilities (group S occupancy); they’re generally not conditioned, occupied spaces. They are typically more horizontal than vertical in configuration. The primary focus of parking structure design has been to efficiently move cars in, store them, and then move them back out efficiently. In contrast, buildings for non-parking uses focus on making the occupied space safe, habitable, appealing, and accessible for people. There are a number of design features of a parking structure that don’t lend themselves to non-parking uses: ●● Story heights. Typically, parking structure story heights range between 10 feet and 11 feet, six inches. Those measurements are not suitable for most commercial office/retail or residential uses. ●● Sloped floors. Parking structures require sloped floors to facilitate vehicular circulation between parking levels and for drainage. ●● Size, number, and layout of stairs and elevators. Stairs are a means of egress for life safety and are sized based

Before (top) and after (right).

What if parking structures could be designed to not only handle current needs but also adapt to better meet the evolving parking and transportation needs of communities in the future?

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

on code-prescribed occupant load factor associated with an occupancy use classification. For parking structures, the occupant load factor is 200 square feet per person, whereas for an office (Group B) and mercantile (Group M) occupancy it is 100 and 60 square feet per person, respectively, resulting in the requirement for wider stair widths and/or additional stairs. Stairs and accompanying elevators are typically located along the perimeter of a parking structure, whereas in non-parking use buildings, they are typically located within the interior of the building footprint. ●● HVAC systems are not provided for parking floor areas. ●● Many jurisdictions don’t require parking structures to have fire sprinklers for fire protection but do require the systems in other kinds of buildings. ●● The minimum code-prescribed floor live loading for parking structures is 40 pounds per square foot. For other uses such as office, retail, library reading rooms, public meeting space and their corridors, the requirement is between 50 and 100 pounds per square foot.

Possible Solutions So what can be done differently when planning for and designing the parking structure of the future to compensate for these standard parking structure design features? Plenty: ●● Increase story heights. We could make the height of the first story a minimum of 15 feet and the height of typical upper stories 12 feet. These heights are more suitable to provide higher clear heights of 12+ feet for ground-level commercial/retail use and 9+ feet for office, community meeting, or possibly residential use. If sufficient site length is not available to provide a parked on-ramp with these story heights or more flat floor area is desired than non-parked-on express ramps (with slope greater than 6.67 percent) could be provided for a portion or the entire length of a ramp. These ramps could be situated near ends of the floor plate or along its sides to provide for more flat floor area. ●● Design the floor framing to allow for the ramped parking bay to be more readily demolished. One way to accomplish this is to provide a double row of columns along the bay with the ramp and expansion/construction joints at the top and bottom of each floor-to-floor ramp segment. This would likely require additional framing elements for lateral load resistance and detailing to facilitate load transfer and accommodate building movement at the expansion/construction joints. While this would add to the initial construction costs, it would also provide an opportunity for modifying each floor to be a complete flat floor plate for future uses. ●● Include 25- to 30-feet-wide light wells between parking bays to provide space for the construction of additional elevator and stair cores and flat-floor construction for corridors within the interior of the building footparking.org/tpp

print. Foundations for these future pedestrian circulation elements could be constructed as part of the initial construction. ●● The perimeter stair and elevator cores that serve the parking structure could be located outboard to the floor plate. This would allow for easier demolition of these elements if they don’t adequately serve the alternate use. ●● Design floor framing for additional load-carrying capacity by including provisions for adding columns and beams to reduce beam and slab spans or supplement conventional and post-tensioned slab and beam reinforcement to support additional floor loads. This additional load-carrying capacity could accommodate a topping slab to level out the floor drainage slope. ●● The impacts of floor cross slope for drainage could be reduced by providing additional floor drains. ●● Building columns, walls, and foundations could be designed to accept vertical expansion and the addition of a podium level for a public plaza recreational space or a one- or two-story light-framed (type 5 framed wood construction) building structure. ●● Design for either the removal of perimeter vehicle and pedestrian guard rails or detail connection points to accept future installation of building facade elements (e.g., curtain wall/store front system, panelized EIFS, or stucco wall system, etc.), including doors and windows to fully enclose the perimeter of the structure. ●● Provide additional capacity in the electrical service, sanitary sewer, and fire protection systems. Include provisions for electrical and mechanical chases to accommodate duct work and cabling and additional space for mechanical and electrical service and fire protection equipment (fire pumps, emergency generators, etc.) These are just some provisions that would need to be considered and addressed in the design of new parking structures to provide the opportunity for the structures to be adapted for non-parking uses in the future. Additional structural and architectural consideration may need to be identified based on whether the parking structure is constructed of cast-in-place concrete, precast concrete, or steel-framed construction. I recognize that not all projects will lend themselves to implementing design enhancement for facilitating future adaptive reuse, but for some projects and owners, it may be beneficial to investigate the possibilities during project planning and design development. Parking structures designed in this manner to accommodate future conversion to a different use will cost more initially. The economic decision to proceed in this manner will need to be considered by community leaders and owners to determine the feasibility of such an investment for our environment and communities. What do you think? Please share your thoughts and feedback—my email address is to the right.

SANJAY PANDYA is a parking practice builder and senior project manager with Kimley-Horn. He can be reached at sanjay. pandya@kimley-horn. com.

NOVEMBER 2016 | INTERNATIONAL PARKING INSTITUTE

STRENGTH and H

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

ALPHASPIRIT/ SHUTTERSTOCK

Understanding specific personal strengths and talents to successfully work with all kinds of people. By Diane C. Confer, CAPP, CPA

RMONY H

ow many different assessments have we all taken to find out who we are, how we lead, how we learn, and how we handle situations? I can think of several.

Myers-Briggs tells me I am an extrovert who uses my senses to take in information, my feelings when making decisions, and likes a planned and organized approach to life called judging. The Management Team Role Indicator says I prefer to be a coach and a sculptor. The Leadership Effectiveness & Adaptability Description scores me as an S2, which says my leadership style is high on supportive behavior and high on task behavior. Last but not least, the ThomasKilmann Instrument ranks my conflict-handling mode as accommodating. Needless to say, there are countless assessments that can be taken to tell us who we are. It seems the only thing missing is submitting a DNA swab to find out our ancestry! Personally, I’m just waiting on a Groupon for that one. With all these assessments it seems impossible to remember what you are! Are you an ISTJ, S2, or just R2D2? It all can be just too much. There is one more to add to the mix that is different than the others you know—different because it’s easier to remember, easier to understand, and easier to apply. It’s the Gallup StrengthsFinder assessment, which identifies your natural talents that can grow into strengths. The assessment is powerful because it also gives you the tools to understand the talents and strengths of others, which allows us as leaders to better understand work situations and ensure the right people are in the room to solve the challenges we face every day. Some talents naturally collide—strategic and analytical, for example—but knowing that before the team is assembled makes it easier to anticipate issues. StrengthsFinder was created by Gallup, Inc. based on the findings of the late Donald O. Clifton (known as the father of strengths psychology). The goal is to support people and groups in understanding and applying their individual and collective talents to improve their relationships and increase their creativity, productivity, and overall happiness.

parking.org/tpp

NOVEMBER 2016 | INTERNATIONAL PARKING INSTITUTE

The Talents Gallup identified 34 talent themes and placed them in four categories: EXECUTING

Team members who have a dominant strength in the executing domain are those to whom you turn time and again to implement solutions. These are the people who will work tirelessly to get something done. People who are strong in the executing domain have an ability to take an idea and transform it into reality within the organization they lead. Talent themes include achiever, arranger, belief, consistency, deliberative, discipline, focus, responsibility, and restorative.

A strength is the ability to consistently provide near-perfect performance in a specific activity. Talents are naturally recurring patterns of thought, feeling, or behavior that can be productively applied.

INFLUENCING

People who are innately good at influencing are always selling the team’s ideas inside and outside the organization. When you need someone to take charge, speak up, and make sure your group is heard, look to someone with the strength to influence. Talent themes include activator, command, communication, competition, maximizer, self-assurance, significance, and woo (winning others over). RELATIONSHIP BUILDING

Relationship builders are the glue that holds a team together. Strengths associated with bringing people together—whether by keeping distractions at bay or keeping the collective energy high—transform a group of individuals into a team capable of carrying out complex projects and goals. Talent themes include adaptability, connectedness, developer, empathy, harmony, include, individualization, positivity, and relator. STRATEGIC THINKING

Strategic thinkers are able to keep people focused on what they could be and are constantly pulling a team and its members into the future. They continually absorb and analyze information and help the team make better decisions. Talent themes include analytical, context, futuristic, ideation, input, intellection, learner, and strategic. The easiest way to understand talent application is with an example. And since we all have personal relationships, let’s see if we can relate this this one.

The Exercise Bike A husband and wife purchase an exercise bike that comes in a box and must be assembled. The husband has activator as one of his top five talents. The activator talent is best described as “impatient for action; they are willing to start without knowing all the information or details—they just know they must get started to make things happen.” Activator is not as high on the wife’s talent profile, but her top talents of discipline (highly organized) and strategic (understand the big picture) in conjunction with his activator talent often make mini-projects a lot fun for them. When the box arrives the husband rips the box open (not opening it by the seams, mind you—he just rips the top and down the edges in any random way so right off the bat, the wife who loves order starts hyperventilating) and lays all the parts out on the floor. Because the bike is for the wife, she has the task of putting it together. Meanwhile the husband sits in the chair and provides commentary. Because she is organized (that’s the talent of discipline, which is in her top 10) she first gets out the instruction manual and begins to follow the instructions as they

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

RUDY UMANS/ SHUTTERSTOCK

There is a key clarification: talents and strengths are not interchangeable. A strength is the ability to consistently provide near-perfect performance in a specific activity. Talents are naturally recurring patterns of thought, feeling, or behavior that can be productively applied. Talents, knowledge, and skills—along with the time spent (investment) practicing, developing your skills, and building your knowledge base—combine to create your strengths.

APO has raised the bar. How do you measure up?

ind out today. This new program recognizes a comprehensive

standard of excellence based on best practices and industry benchmarks across 14 major categories and more than 150 criteria. Designed for institutional, municipal, medical, university, airport, commercial, private, and other parking programs, both Accredited and Accredited with Distinction criteria will guide you and your organization to greater success and recognition. Relevant and practical as well as goal-oriented and visionary, APO will advance the parking industry and your organization. Required reading: Download the Second Edition of the APO Matrix and Manual for Applicants at parking.org/apo.

At Work

DIANE C. CONFER, CAPP, CPA, is director of campus services and parking and transportation at the University of Texas MD Anderson Cancer Center. She can be reached at dconfer@ mdanderson.org.

are presented. Mr. Backseat Driver over on the couch says things like, “I’d put the seat on first.” But you see, that’s not what the instructions said to do first. Then the husband says, “See that piece fits into that piece over there and slides into the slot.” Meanwhile the wife is trying to keep her focus (and sanity) and follow the instructions! The husband is a mechanic who spent years assembling and tearing down equipment and was paid by how fast he could do it. So he is hard wired (i.e. it’s his strength) to just jump in and start assembling—he doesn’t even know if there were instructions in the box. But the wife is most comfortable laying out a plan and following it. Now, you may relate to either the wife or the husband but understand, both approaches are correct. That is what is key about talents. Talents allow us to work in the way that makes us most comfortable—not the other person working on the project. The husband is comfortable just winging it so he can get started; the wife is more comfortable laying out a plan first. The goal is to find a comfortable place where these two talents can coexist.

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

My Case Study My top five talents are harmony, relator, achiever, includer, and positivity. My boss has arranger as one of her top talents. When I create a PowerPoint presentation, I often pass it through her to make sure she agrees with the order of the presentation. It comes naturally to her and, because it’s included in one of her top talents, gives her adrenaline. I, on the other hand, am a people person. Four of my top five talents fall under the category of relationship building. If you want to talk to a group and get everyone on board, I’m your person. That’s how it works. There are no right or wrong talents. Just because a talent is not in your top five doesn’t mean you don’t have it. It just means it doesn’t come naturally for you. It will be harder, take more time, and zap your energy for you to complete the task. It doesn’t mean you can’t balance the checkbook; it just means some people love to do it and some procrastinate until the bank calls. You know who you are. Do you want to find out your top talents? Visit gallupstrengthscenter.com for more information or to take the assessment and start matching the talents of your team. StrengthsFinder is a great tool to leadership. The key is not trying to change people—for example putting the people person in a room by themselves doing data entry. But rather our task as leaders is to fit the right talent fit for the task needed. Don Clifton’s results from his life-long study was that successful companies don’t just tolerate differences in people; they capitalize on them. How you are capitalizing on the talents of your team will be fundamental to the outcome.

ANDREYPOPOV/ ISTOCK

Next time someone approaches something differently than the way you would, tell yourself that this is your leadership moment. Focus on the end goal and provide the space where each can contribute in the way that comes naturally to them.

The same type of situations can occur at work. What happens when you work with someone who has a natural talent that collides with yours? What if your project has someone who’s a planner and you’re an activator? How do you keep your sanity? Even if you don’t know your talents, you know who you like working with and who you don’t, right? The key is understanding that it’s not about you—I know, shocker! The other person is not trying to make your life miserable. He or she is working the way that comes naturally. Keeping that in mind, it becomes easier to shift focus on the end goal and have each person contribute in the way that works best for him or her. This is not easy and not for the impatient but developing this skill is what will take you from a contributor or manager to a leader. So next time someone approaches something differently than the way you would, tell yourself that this is your leadership moment. Focus on the end goal and provide the space where each can contribute in the way that comes naturally to them.

VISUALIZE YOUR SUCCESS: NEW WAYS TO EARN

OR MAINTAIN

YOUR CAPP CREDENTIAL New CAPP Resource Guide and sample CAPP exam questions available today at parking.org!

Have you considered earning your CAPP? It’s the world’s leading credential in parking and a pathway to personal accomplishment and career opportunities. Good news: It’s now more convenient to prepare for the CAPP credential and find an exam testing center near you. Take the first step. Start here: parking.org/CAPP

CAPP is a rigorous certification program that covers seven topic areas: I. General Knowledge II. General Management III. Operations Management IV. Financial and Operational Auditing V. Federal, State, and Local Laws VI. Marketing and Public Relations VII. Analysis and Application of Technology

IPI IN ACTION ACCREDITATION

IN PURSUIT OF APO By Rachel Yoka, CAPP, LEED AP BD+C

ould you like to benchmark your organization? Streamline your operations? Evaluate your training program? Motivate your leadership? Pursue accreditation and you will be well on your way to achieving all of the above.

Accredited Parking Organization (APO) is a designation for parking organizations that have achieved a comprehensive standard of excellence. It recognizes best practices in responsible parking management and operations, customer service, professional development, safety, and security. The APO program is complex, addressing 14 major categories with well-defined and attainable measures in each.

The APO Manual: More than a Checklist Whether you are on the path to accreditation or are interested in evaluating best practices for your organization, the APO Manual for Applicants is a significant industry milestone. It is the first and only industry accreditation available to the parking industry and specifically outlines best practices that advance the parking profession, one organization at a time. The manual addresses the fundamentals of the program, including a concise summary of eligible organizations, definitions, and summary of criteria that also addresses required items. The document details how an organization can prepare effectively and the appropriate role of the APO site reviewer. It pairs with the information contained in the APO Matrix, offering additional guidance and the intent of each category under Content Area I: Policy, Planning, Operations, and Administration; and Content Area II: Site-Visit Field Assessment.

Taking the Next Step

RACHEL YOKA, CAPP, LEED AP BD+C, is IPI’s vice president of program development. She can be reached at yoka@parking.org.

How do you know if you are ready to apply for the APO Program? When you submit your application, your organization will have one year to submit your comprehensive package of documentation. There is no precise formula for a program this thorough, but here are a few checklist items to get you started: ●● Make the APO Manual for Applicants required reading for your key staff, and complete an internal self- assessment utilizing the APO Matrix. ●● Based on your self-assessment, outline how you can meet and document the 25 required measures, as well as 80 percent of the remaining criteria. ●● Assign champions from your key staff as accountable for individual sections of the matrix. ●● Consider the additional criteria for Accreditation with Distinction.

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

Cultivate the support not only of your top leadership but also your key team members and meet regularly as a team. ●● Download and review the list of IPI-approved APO Site Reviewers and begin the selection process. ●● Target your Premier Site(s); include up to three with your complete submission package. ●● Complete the online application, and contact me with any and all questions. IPI recommends a three- to six-month timeline to start the process, collect documentation, and retain an IPI-approved Site Reviewer to perform a review and site assessment for selected Premier Site(s). Recognition for the class of APOs will take place at the 2017 IPI Conference & Expo in New Orleans, La.; IPI will accept full documentation packages for recognition at the show through March 1, 2017. ●●

Spotlights Check out the APO Spotlights at parking.org/apo to learn how APOs applied the criteria and process within their organizations. Stay tuned to the Parking Matters® Blog (parking.org/blog), and watch for new posts from our APOs as they offer more insights into the program in this ongoing series. If you plan to pursue APO in time for recognition at the 2017 IPI Conference & Expo in New Orleans, it’s time to start planning—reach out to me directly, and we will get started on the journey together!

Quick facts about the program: All parking organizations are eligible.

●●

Planning resources and documents are available at no cost at parking.org.

●●

Organizations must meet 25 required criteria, plus 80 percent of remaining criteria.

●●

Criteria represent best practices in our industry, organized into 14 content areas.

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Organizations must have one facility that meets site-specific criteria for a Premium Facility.

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APO with Distinction represents organizations that meet 80 percent of “advanced” practices.

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Independent, third-party review by IPI-approved and

●●

trained site reviewers is integral to the APO process.

Education

Take advantage of online, on-site, and professional development opportunities to improve your knowledge and advance your career.

Professional Development Access training and certifications for individuals, organizations, and buildings.

Events

Get the most up-to-date information on parking events around the world.

Resource Center

new site. more info. parking.org

Explore the comprehensive database for parking pros searchable by keyword, source, and category.

Publications

Search, read, and submit articles, blog posts, and more.

Networking

Tap into the largest, most active, vibrant, and dedicated community of parking professionals in the world.

Introducing IPIâ&#x20AC;&#x2122;s new website â&#x20AC;&#x201C; a new look, easier navigation, robust resource center, more features, more fun. Advancing the parking profession

STATE & REGIONAL SPOTLIGHT NEW ENGLAND PARKING COUNCIL

SECRETS FROM NEW ENGLAND FOR A LONG-TERM HAPPY CUSTOMER EXERIENCE

orward thinking has become a hallmark of the New England Parking Council (NEPC). NEPC’s membership has made great advances in the parking and transportation industries. Whether it’s in construction, data analytics, studies, transit-oriented development, or urbanization, NEPC members have endeavored to implement solutions that provide a better customer experience. In many respects, the transformed models these organizations have adopted illustrate NEPC’s leadership in the regional parking and transportation industries. Here, we highlight some of the work our members are doing. The Norwalk Parking Authority The Norwalk Parking Authority’s bold philosophy, mobility platforms, progressive programming, and all-around project implementation have made parking an essential component of economic development. The Authority is ahead of the curve with technology, arts and culture collaborations, and environmental initiatives. The Authority’s mission is to leverage parking assets and repurpose parking facilities for community good through partnerships to enhance the parking and community experience. The most recent Art in Parking Places Program included a collaboration with the Norwalk Arts Commission on an illuminated public art installation on the facade of the Yankee Doodle Garage, expected to be unveiled next spring. In 2016, the Authority converted all the pay-byspace kiosks stations to pay-by-plate. This has proven to be a success for both customers and the Authority

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

by providing easily read instructions, Americans with Disabilities Act compliance, and flexibility for the parker to pay for time and not be tied to a specific space. The Authority has an integrated network with its existing license plate recognition system and the pay-by-cell system, using the license plate as the unique tracking identifier for increased customer compliance and efficient operations, as well as increased usage data. The Authority partnered with the Maritime Aquarium to offer a prepayment online parking reservation option to aquarium customers who purchase their tickets through the aquarium website. This program was implemented in June 2016 and has already seen successful activity. During 2017, multi-space pay-by-plate meters will be installed in Norwalk’s Wall Street District. —Kathryn Herbert, executive director, Norwalk Parking Authority

Dover, N.H.

Burlington, Vt.

The City of Dover, N.H., completed construction on its new Public Safety Complex and Parking Garage. The parking garage opened in late 2015, followed by the new police facility in March 2016. Multi-space parking kiosks were installed on every floor of the garage to accept consumer payments. Patrons make a note of the parking spot number and then pay for that specific spot at one of the kiosks. —Bill Simons, parking manager, City of Dover, N.H.

The City of Burlington, Vt., Parking Initiative’s long-term project goal is to develop a new parking management system for all of Burlington—improving the experience for business, residents, and visitors. Customers tell us that parking in downtown Burlington has never been easier, and beginning this year, downtown parkers will be able to pay for any on-street parking using their cell phones. Additionally, Burlington began major restoration on its parking garage. —John King, parking enforcement manager, Burlington, Vt.

New London, Ct.

Greenwich, Conn. The Greenwich, Conn., Parking Department changed the way it does business. From its inception in 2007 until today, the new department established sound parking operating rules and implemented best practices by introducing new technology, such as smartcards, and establishing parking rules and regulations system-wide. The parking department made a strategic shift from single meters that used smartcards to automation for permitting, payments, and enforcement by using technology-based tools to promote enhanced parking throughout Greenwich. These changes resulted in innovative, transparent customer service interaction, as well as effective and cost-efficient enforcement. The downtown business district has seen the greatest transformation with the majority of its long-term parking lots converted from single meters to multi-space meters with pay-by-phone capabilities. In the past year, more than 285 single-space meters were replaced with 11 multi-space meters. An additional 500 single-space meters are scheduled for replacement in the next two years. The goal of the upgrade is to entice consumers, employees, merchants, and stakeholders to use the new smart parking applications that were deployed by the department, such as virtual maps that provide users with real-time parking vacancy data, GPS navigation to their locations, and a smartphone payment option. Using state-of-the-art technology allows staff to analyze occupancy and usage patterns, volumes, and peak periods. Ultimately, the widespread use of the technology allows parking to become a predictable and routine task, rather than a daily, nail-biting affair that enhances the consumer service experience. —Rita Azrelyant, director, department of parking services, Greenwich, Ct.

The City of New London, Ct., is in the midst of an unprecedented revitalization to its Eugene O’Neill Drive streetscape and municipal lots that will benefit businesses and residents in the City Center District. It will transform two parking lots and surrounding properties as part of an economic development action plan, while creating 201 parking spaces. More than $1.5 million is being invested in the construction project to create a walkable public space that will contribute to the economic development and environmental sustainability of the City Center District in downtown New London. The design, construction, and maintenance of the streetscape and parking facilities has taken a complete streets approach that will welcome pedestrians, bicycles, and vehicles alike. The improvements highlight New London’s multimodal transportation system and create viable options for pedestrians by enhancing walkable streets in the downtown area. Green parking initiatives that limit stormwater impact on the environment through energy efficiency and storm water controls are incorporated in the project improvements. Construction began this summer and should wrap up in early 2017. Permittees, the public, and residents authorized to park in the lots will be accommodated by the New London Parking Authority (NLPA) in the Water Street Garage during construction. A truly innovative solution by the NLPA for on-street parking utilization was to line-stripe and enumerate parking stalls on exiting streets in an approximate five-block square section of the city’s Fort Trumbull area for the Renaissance City Development Authority. The strategy created 355 parking spaces that will be occupied by employees of a large corporation on a monthly payment basis. —Carey E. Redd, II, CAPP, director of parking/CEO, New London Parking Authority.

NOVEMBER 2016 | INTERNATIONAL PARKING INSTITUTE

COMMUNITY DIGEST

IPI HOSTS CHINESE PARKING PROFESSIONALS

PI HOSTED A MEETING with leaders from the Shanghai Parking Service Trade Association (SPSTA) at IPI headquarters in Alexandria, Va., recently to share information about parking regula-

tions, technology, problems, and opportunities. The meeting was the beginning of new friendships and a collaboration to provide training and certification programs to parking professionals in China.

Dana Wade Joins Sentry Control Systems SENTRY CONTROL SYSTEMS announced that Dana Wade has joined the company as director of business development. Wade is a longtime fixture of the Las Vegas, Nev., resort industry and in his new position, will oversee business development and customer service for Sentry in Las Vegas. “Dana will be a terrific addition to the Sentry team,” says Tim Flanagan, co-founder and managing director of Sentry Control Systems. “Dana is highly respected throughout Las Vegas, and he has successfully managed some of the bestknown and most successful properties on the Las Vegas strip.” A business leader who has spent the past decade managing properties on the Las Vegas strip, Wade has overseen operations at some of Las Vegas’ leading resorts, including Mandalay Bay Resort & Casino, Tropicana Las Vegas, and MGM Resorts International. He joins Sentry from the Excaliber Hotel & Casino, where he served as director of hotel operations.

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

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Summit and Uber Launch First Ridesharing Program for N.J. Commuters THE CITY OF SUMMIT, N.J., and Uber recently launched New Jersey’s first ridesharing commuter program, designed to help residents struggling with limited parking at the N.J. Transit Summit Station. As part of the city’s program, Summit residents with prepaid parking permits are eligible for free Uber rides to and from the station during weekday commuting hours; residents without prepaid permits will be eligible for $2 Uber rides, which is equivalent to the cost of the city’s $4 daily parking. Summit estimates 100 parking spaces will be made available through this program. As a result, the city does not have an immediate need to build a new parking lot on public ground and will save an estimated $5 million in taxpayer dollars over the next 20 years. “As an alternative transportation option, ridesharing is not new,” explains Summit Mayor Nora Radest. “But our program

is the first of its kind in the United States to use ridesharing technology as a parking solution. Our innovation has the potential to shape how municipalities think about and implement parking options in the future.” “This new pilot program offers an excellent approach to reducing the daily demand for parking in Summit,” says Common Council President Mike McTernan. “By partnering with Uber, we will be freeing up about 100 spaces that can be used by other residents or employees during the day. The program has the potential to be a win-win for our local businesses, commuters and our taxpayers.” The initial pilot program will start with up to 100 resident commuters, and could be expanded if successful. Trips must begin or end within Summit or at the train station and be completed Monday through Friday between the hours of 5 a.m. and 9 p.m.

INSAR’S AVANTA GARDENS CHOOSES PARK ASSIST Park Assist is installing its M4 camera-based, smart-sensor parking guidance system at Avanta Gardens in Monterrey, Mexico. Avanta Gardens is a new high-end, mixed-use development with retail and office space located in the upscale neighborhood of San Pedro Garza Garcia. The property is owned by INSAR S.C., a leading real estate developer in Mexico. Avanta Gardens is looking to differentiate the mixed-used property from the many shopping centers in Monterrey. Park Assist was chosen to offer shoppers a stressfree parking experience, as well as enhanced security coverage. The M4 smart-sensor system uses license-plate-recognition technology and streaming video to monitor spaces and enhance security. When entering the property, colored sensors and signage guide customers to the nearest available space. Signage with real-time parking availability will be displayed throughout the property. “With our M4 smart-sensor system, Avanta Gardens has an edge in customer service and improved security over the local competitors. We look forward to helping distinguish Avanta Gardens as a premier property in Monterrey,” says Gary Neff, CEO of Park Assist.

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NOVEMBER 2016 | INTERNATIONAL PARKING INSTITUTE

COMMUNITY DIGEST

APT SKIDATA SYSTEM ALLOWS CO2 TARIFFS APT Skidata launched a new feature that allows car park operators using an APT Skidata system to set individual parking tariffs according to the CO2 emissions of the vehicles. The system uses automatic number plate recognition cameras to identify and record each vehicle as it enters a car park and compare the license to a database that includes details about CO2 emissions.

Pete Brown, APT Skidata managing director, says tariffs can be set to reward those who are more environmentally friendly. “Car park operators and local authorities are increasingly looking to address the environmental impact of cars on the local area,” he explains. “By being able to charge customers according to CO2 emissions, they will be able to effectively reward users for driving more fuel efficient vehicles, especially in busy town and city centers.” Brown says that where surcharges are put in place for vehicles with the highest emissions, the additional revenue gained can be used to help offset the car park’s carbon footprint. “It also allows tariffs to be set to allow free parking for drivers of electric vehicles,” he adds. “All customers with a Skidata system will be able to access this new feature and tailor their tariffs according to their green strategy.”

Learn, connect, and engage in person. IPI comes Learn, connect, and engage in person. IPI comes to you with the best training in the industry. to you with the best training in the industry.

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ISTOCK / ZENTILIA

PARKCLOUD AND PLACEGAR WORK TOGETHER IN PORTUGAL ParkCloud is very happy to announce a new collaboration with Portuguese car park operator Placegar. In 11 car parks with 10,500 spaces, safety, comfort, and mobility options for customers are provided through the use of sophisticated equipment and technology. The car parks covered by the partnership are located in Lisbon. Providing quick access to events and attractions available in the capital, several are also conveniently located nearby Metro stations. Facilities such as the one in Avenida Da Liberdade, a famous avenue in central Lisbon, offer customers the opportunity to park just minutes from luxury shops. Known by residents as simply Avenida, it’s famous in Portugal for lavish brands, including Chanel, Versace, and Balmain, on winding lanes decorated with beautiful gardens. Placegar also offers car parks conveniently located at the Campus of Justice, the Hospital Lusiads (HPP Lisbon), the Casino Lisboa, the Champalimaud Foundation, the Marina and Dock Park of Nations. Outside Portugal’s first city, Placegar offer several car parks in Porto in the north. In the residential area of Carnaxide, Placegar has an open-air car park located near the headquarters of several national and foreign companies. Surrounded by gardens and green spaces, the car park also has a car wash onsite.

PROPARK GROWS IN NEW YORK CITY

ISTOCK / TARRAS79

Propark America is expanding its presence in New York City with the acquisition of a management portfolio of 16 hotel parking assets from Rapid Park. These new sites help to solidify the company’s longtime presence operating parking and transportation programs in the New York metropolitan area.

parking.org/tpp

This acquisition will enable Propark to better serve its clients through customer service, profitability, and cutting-edge technologies. The Rapid Park portfolio brings to Propark an impressive array of quality hotel properties throughout the greater New York City region, including: • Evelyn Hotel. • Mave Hotel. • Clarion Hotel. • Park South Hotel. • Martha Washington. • Springhill Suites LaGuardia. • Dumont Hotel. • Shelburne Hotel. • Marmara Midtown Hotel. • LaGuardia Marriott. • Marriott Upper Eastside Courtyard. • Chandler Hotel. • Hotel Giraffe. • The Roger Hotel. • Avalon Hotel. • Gansevoort Hotel. • Carlton Hotel. • Giraffe Hotel.

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NOVEMBER 2016 | INTERNATIONAL PARKING INSTITUTE

COMMUNITY DIGEST

SCHEIDT & BACHMANN CELEBRATES OAKLAND CONTRACT

akland International Airport awarded a contract to Scheidt & Bachmann USA to install and maintain a new parking revenue control system (PARCS). The new system will service the airport’s public and permit parking lots, totaling 8,400 stalls. It includes integrated license plate recognition and CCTV to improve security and features customer loyalty integration. The project is expected to be completed by mid-2017. “Parking at OAK is an important part of the airport’s core business and a crucial customer service function,” says Port of Oakland Director of Aviation Bryant L. Francis. “This new system will improve customer service by reducing exit wait

times and expanding promotional marketing programs. It will also reduce airport operating expense, so this is a win-win all around.” “From our initial discussions, it was apparent that the Port of Oakland placed great importance on a provider’s understanding of current technology, capabilities, future trends, and implementing a state-of-the-art PARCS system,” says Henk de Bruin, executive vice president of Scheidt & Bachmann USA. “We are proud to be chosen for this partnership and look forward to accommodating the airport’s needs for the coming future.”

IPI AWARDS OPEN IN AUGUST THIS YEAR NEW: (and close in November)

Awards for Parking Design, Sustainability, and Operations

Professional Recognition Awards

Parking Matters® Marketing & Communications Awards

Awards ceremonies at the 2017 IPI Conference & Expo New Orleans, May 21-24, 2017 For more information, contact Lauri Chudoba | 571.699.3011 | chudoba@parking.org

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

SHUTTERSTOCK / BOSCORELLI

2017 Awards Open for Entries August 15, 2016 and Close November 18, 2016

NEW AND RENEWING IPI MEMBERS

ACADEMIC Saginaw Valley State University Cody Roy Bowling Green State University Aaron Kane University of Cincinnati Department of Parking Services Miriam Gaines University of South Florida Raymond Mensah University of Waterloo Sharon Rumpel Arizona State University Melinda Alonzo University of Toronto Alex MacIsaac University of Minnesota Ross Allanson University of Denver Megan Enloe University of Washington at Bothell Calvin Johnson III Colorado State University David Bradford University of North Carolina at Charlotte Douglas Lape Tulane University Heather Hargrave Stephen F. Austin State University Cynthia Haile Northwestern University Lance Hale Baylor College of Medicine Sandra Estelle

AIRPORT Denver International Airport Dorothy Harris Cincinnati Northern Kentucky International Airport Lisa Ransom Norfolk Airport Authority Catherine Sutherland Reno-Tahoe Airport Authority Mark Cameron

parking.org/tpp

DFW International Airport Operations Department Armin Jose Cruz Houston Airport System City of Houston PearlHurd

COMMERCIAL OPERATIONS Robbins Parking Texas, LP dba Platinum Parking Thomas Curtis

UF Health Shands Hospital George Richardson Johns Hopkins Medicine Neil Marshall

PUBLIC City of Clayton Gary Carter Lancaster Parking Authority Larry Cohen City Of Omaha Kenneth Smith

EasyPark Vancouver Nigel Bullers

City of Lynchburg David Malewitz

Grant-Oliver Corporation David Paga

City of Surrey Dave Harkness

Parking Company of America Nancy Morris

City of Gaithersburg Tony Tomasello

Allpro Parking, LLC Richard Serra

City of Hollywood Tamikia Bacon

Harbor Park Garage Andrew Sachs

City of Tacoma Eric Huseby

CONSULTANT

City of Sioux Falls Matt Nelson

Integrated Technical Systems, Inc. David Santilli Parkifi Rishi Malik All Traffic Solutions Lori Miles Clancy Systems International Stan Wolfson Tannery Creek Systems, Inc. Bill Franklin Allsafe Technologies, Inc. James Pokornowski Shark Byte Systems Inc Michael Sharkey HTS Hi-Tech Solutions John Whiteman iPayment, Inc. Jennifer Reichenbacher Code Blue Corporation Michael Zuidema Passio Technologies Mitch Skyer TEZ Barb Lovegreen

Choate Parking Consultants J. Richard Choate

Baltimore County Revenue Authority Kenneth Mills

Hammerschlag & Co., Inc. John Hammerschlag

City of Somerville Suzanne Rinfret

Simpson, Gumpertz & Heger Inc. Kathlyn Ibarreta

SUPPLIER

Kee-Chanona Ltd. Nicholas Denman

Yellow and Co Max Kordylas

Parking Revenue Recovery Services, Inc. Jeff Parsley

Parking Forward Zach Souder

Park Assist LizzieBurger

Passport Khristian Gutierrez

IDG Parkitects, Inc. Steve Kuhn

Klever Logic Inc. Karin Maake

MAPEI Corporation Mallory Williams

Parkeon Sean Renn

Rytec High Performance Doors Shannon Lange

GAI-Tronics Corporation Richard Rauenzahn

Cleverciti Systems GmbH Kirsten Klie

CALE Group Andreas Jansson

Parking.tn Malek Sammoudi

CORPORATION MHR Management LLC Steven Kalisz

HOSPITALMEDICAL CENTER University of Pennsylvania Health System James Atkinson University of Texas Medical Branch Neil Hart

Toledo Ticket Company Roy Carter Delk Products Pat Smartt United Public Safety Joan Young ECO Parking Lights David Pinyot

Integrated Parking Solutions Barbara Felten Hamilton Manufacturing Corp. Joe McEwan POM Incorporated Terry Henderson

TRANSIT/ TRANSPORTATION Los Angeles County Metro Transportation Authority Frank Ching

NOVEMBER 2016 | INTERNATIONAL PARKING INSTITUTE

PARKING CONSULTANTS

DESMAN

Design Management National Parking Specialists Architects Structural Engineers Parking Consultants Planners Transportation Restoration Engineers

▪ Parking Structure Planning & Design ▪ Studies & Operations Consulting ▪ Restoration Engineering ▪ Structural Engineering

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INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

Boston Chicago Cleveland Denver Ft Lauderdale Hartford New York Pittsburgh Washington, D.C.

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parking.org/tpp

Project Management Design Parking Consulting Structural Engineering Diagnostics

Traffic Engineering Transportation Planning Civil Engineering ITS Systems Integration

NOVEMBER 2016 | INTERNATIONAL PARKING INSTITUTE

ADVERTISERS INDEX Amano McGann, Inc... . . . . . . . . . . . . . . . . . . . .13 amanomcgann.com | 612.331.2020

IPS Group Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . C2 ipsgroupinc.com | 858.404.0607

Southland Printing . . . . . . . . . . . . . . . . . . . . . . . . . 1 southlandprinting.com | 800.241.8662

Carl Walker, Inc.. . . . . . . . . . . . . . . . . . . . . . . . . .60 carlwalker.com | 800.FYI.PARK

Kimley-Horn and Associates, Inc.. . . . . . . .9, 61 kimley-horn.com/parking | 919.653.6646

TIBA Parking. . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 tibaparking.com | 770.491.7586

CHANCE Management Advisors. . . . . . . . . . .61 chancemanagement.com | 215.564.6464

MITI Manufacturing Co., Inc... . . . . . . . . . . . . .57 mitico.com | 866.545.6484

T2 Systems. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7, 19 t2systems.com | 800.434.1502

DESMAN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60 desman.com | 877.337.6260

Parkeon. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21 parkeon.com | 856.234.8000

Tannery Creek Systems, Inc.. . . . . . . . . . . . . . .55 tannerycreeksystems.com | 905.738.1406

Digital Printing Systems. . . . . . . . . . . . . . . . . . . 11 dpstickets.com | 877.375.5355

ParkingSoft. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31 parkingsoft.com | 877.884.PARK

Timothy Haahs & Associates, Inc. . . . . . . . . .60 timhaahs.com | 484.342.0200

EDC Corporation. . . . . . . . . . . . . . . . . . . . . . . . . . . 5 aimsparking.com | 800.886.6316

Passport. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37 passportinc.com | 704.899.5347

Toledo Ticket . . . . . . . . . . . . . . . . . . . . . . . . . . . . C4 toledoticket.com | 800.533.6620

Genetec Inc.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33 genetec.com | 866.684.8006

POM. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17 pom.com | 800.331.PARK

Walker Parking Consultants. . . . . . . . . . . . . . .61 walkerparking.com | 800.860.1579

IntegraPark. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C3 integrapark.com | 888.852.9993

Rich & Associates, Inc.. . . . . . . . . . . . . . . . . . . .60 richassoc.com | 248.353.5080

WALTER P MOORE. . . . . . . . . . . . . . . . . . . . . . . .61 walterpmoore.com | 800.364.7300

PARKING BREAK

JIM BASS is landside operations manager at the Bill and Hillary Clinton National Airport, Little Rock, Ark. He can be reached at jbass@fly-lit.com or 501.537.7354.

INTERNATIONAL PARKING INSTITUTE | NOVEMBER 2016

Highlighted are IPI and IPI Allied State and Regional Association Events

CALENDAR OF EVENTS

2016 November 1

December 7–9

May 21–24

APO Site Reviewer Training at CPPA Anaheim, Callf. cppaparking.org

Parking Association of the Virginias Annual Fall Workshop and Tradeshow Charlottesville, Va. pavonline.org

2017 IPI Conference & Expo New Orleans, La. ipiconference.parking.org

December 14

Southwest Parking and Transportation Association Annual Fall Conference Las Vegas, Nev. southwestparking.org

November 2–4 California Public Parking Association Anaheim, Calif. cppaparking.org

November 8–10 Parking Australia Convention & Exhibition Perth, Australia pace2016.com.au

November 9–10 Cleveland CARES about Parking Symposium Cleveland, Ohio clevelandclinic.org

November 13–15

IPI Webinar Parking Enforcement for Frontline parking.org/webinars

2017

September 20–22

March 13–15 Mid-South Transportation & Parking Association Annual Conference and Tradeshow Knoxville, Tenn. mstpa.org

April 3–4

Gulf Traffic Dubai, UAE gulftraffic.com

New England Parking Council Spring Conference & Tradeshow Boston, Mass. newenglandparkingcouncil.org

November 16

April 3–6

IPI Webinar The Path to APO parking.org/webinars

Texas Parking and Transportation Association Conference and Tradeshow Fort Worth, Texas texasparking.org

November 18 New England Parking Council 2016 Municipal Forum Worcester, Mass. newenglandparkingcouncil.org

November 30–December 2 Florida Parking Association Annual Conference & Trade Show Orlando, Fla. flparking.org

parking.org/tpp

September 11–13

April 26–28 Parking Association of Georgia Conference Buford, Ga. parkingassociationofgeorgia.com

April 28

GPALs Summit at the Eurpoean Parking Association Rotterdam, Netherlands parking.org/gpals

September 27–29 Pennsylvania Parking Association 2017 Annual Conference & Expo Erie, Pa. paparking.org

September 27–29 Carolinas Parking Association Annual Conference & Tradeshow Asheville, Ga. carolinasparking.org

October 10–13 New York State Parking Association Silver Anniversary Albany, N.Y. nyspa.net

December 5–7 Florida Parking Association Conference & Tradeshow Palm Beach Gardens, Fla. flparking.org

Parking Association of the Virginias Spring Workshop Fredericksburg, Va. pavonline.org

NOVEMBER 2016 | INTERNATIONAL PARKING INSTITUTE

the Submit 2017 Ad Name Write blog post IPI Awards Page 64 only 200 words! Submissionparking.org/blog deadline Nov 18

Read APO Spotlights at

parking.org/ apo More information , events, courses, features , and fun!

parking.org

Check out Parking Data Analytics report at parking.org/kpis

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