The Parking Professional July 2018 by International Parking & Mobility Institute

THE INTERNATIONAL PARKING INSTITUTE

ADVANCING TRANSPORTATION AND MOBILITY

JULY 2018

Controlling the Curb Dynamic curbside managment creates space for everyone.

WOULD YOU LIKE DATA WITH THAT? Everybody’s talking about data, but what does it really mean? 26

LEARNING, RECOGNITION, AND FUN A wrap-up of the 2018 IPI Conference & Expo in Orlando 32

5G You’ve heard of 5G technology; now learn what it means for parking. 42

THE DREADED SELF-EVALUATION Making the most of this annual task can propel your career forward. 46

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JULY 2018

VOL. 34 | NO. 7 THE INTERNATIONAL PARKING INSTITUTE

Features

Controlling the Curb

Dynamic curbside management creates space for everyone. By Ben Winokur

Would You Like Data with That?

Everybody’s talking about data, but what does the word really mean and how can parking and transportation make the most of it? By Cristina Lynn

Learning, Recognition, and Fun

The 2018 IPI Conference & Expo

We know it’s going to have a big impact on the industry, but what exactly is it and how can parking professionals make the most of it? By Chelsea Webster

The Dreaded Performance Self-Evaluation

Making the most of this annual task can propel your career forward. By Monica Tanksley

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EDITOR’S NOTE

A Summer to Remember

Departments 4 ENTRANCE

Don’t Sensor Me!

By Gary Means, CAPP

6 5 THINGS

Five Things to Know About Today, from 100 Years Ago

8 MOBILITY & TECH

Parking’s Future Isn’t Remote After All By Kevin Uhlenhaker

1 0 THE GREEN STANDARD

Revisiting Green Approaches By Brian Shaw, CAPP

1 2 THE BUSINESS OF PARKING The Art of the Organizational Apology

By Bill Smith, APR

1 4 ON THE FRONTLINE

Leadership vs. Management: The Difference is Ethics By Cindy Campbell

1 6 PARKING SPOTLIGHT Parking and the City By Donald Shoup

1 8 ASK THE EXPERTS 5 0 IPI IN ACTION

IPI’s Second Annual Leadership Summit is On the Horizon

UMMER IS MY FAVORITE SEASON. No battles over homework, no coats or hats or gloves, lots of time by the water, and loads of fresh fruit and produce mean it’s a less stressful, healthier time of year. Longer days mean more time outside with family and friends, and here in the U.S., it’s high vacation season and lots of us get to step away from our desks to enjoy real downtime.

Here at IPI, it’s time to look back at last month’s Conference and think about all the great conversations we had, people we saw, and things we learned about parking, transportation, mobility, and business in general. This issue features the sights and highlights of the 2018 IPI Conference & Expo, and we hope you enjoy your own look back on the experience. For more, including video, follow our social media feeds (we’re @IPIParking almost everywhere) and search #IPI2018 on your favorite platforms. And while you’re doing all of that—or if you wish you’d been at the 2018 show—mark your calendar for June 9-12, when we’ll be in Anaheim, Calif. Don’t want to wait that long? No problem—our 2018 Leadership Summit is coming up October 18-19 in Denver, Colo. With just 100 attendees by design, it’s the perfect destination for up-and-coming industry leaders to hone their skills, network, and plot a course for the future. Visit parking.org/100 for more information and to claim one of those 100 seats for yourself or a rising star in your organization. Can’t even wait that long? Log on at forum.parking.org to ask and answer questions, update your searchable profile, find professionals in your sector or your part of the world, share documents and resources, and network 24/7. Of course, there’s plenty more in this issue, where we focus on upcoming trends and technologies that will affect our industry. Happy reading and happy summer! Until next month…

By Rachel Yoka, CAPP, LEED AP BD+C

5 2 STATE & REGIONAL

SPOTLIGHT Michigan Parking Association

fernandez@parking.org

5 4 AROUND THE INDUSTRY 6 0 PARKING CONSULTANTS 6 2 ADVERTISERS INDEX 6 3 CALENDAR

THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP 3

ENTRANCE

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, 2018. Statements of fact and opinion expressed in articles contained if 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.

Don’t Sensor Me! By Gary Means, CAPP

OST DICTIONARIES AGREE that the definition of censor as a verb is “to examine a publication, radio broadcast, film, etc. in order to suppress or delete any contents considered objectionable.” I remember lots of talk of censorship back in the 1970s, and, in fact, for radio, the first “bleep” of sorts occurred in 1921. Censorship has been a topic for a long time. “Sensorship,” however, is relatively new.

During the past few years, I have maintained the mantra “Don’t Sensor Me!” Meaning, I couldn’t see the value of on-street sensors with potential added expenses and unreliable accuracy. For garages, in my opinion, the sensoring of individual spaces as a part of a guidance system didn’t seem to justify the cost, as you typically drive past any open space as you circulate through the facility. I maintained that overall garage count with the space count displayed at the entrances was all you need and really is easy and inexpensive to accomplish with most PARCS systems. Jump forward to 2017 and I was starting to soften a bit on the topic of sensors as the value of the data became a reality. Now in 2018, the LEXPARK program is testing out sensors at onstreet meters, and as I write this, I’m looking forward to learning more at the IPI Conference & Expo. As far as space sensors in garages, I still think the best scenario is in facilities that have various directional options. In these facilities, guidance to empty spaces would be a nice user experience. However, I am learning how valuable the data are that can be gained from realizing what spaces are most popular, which spaces are parked in the longest, etc.

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As we continue to evolve as an industry we are learning how to offer more options to enhance the user experience. Why not charge more for the popular spaces in your garage and less for those that seem to be last on the list of places people like to park? In the past year, I’ve moved on from “Don’t Sensor Me” to “OK, maybe sensors do have their place in our organization, especially for data collection.” I’m really interested in hearing from any of you who are on this same sensorship journey. Do you like the idea of being sensored? What did you learn or see at the IPI Conference last month? If you have some thoughts, please email me or post to the Forum (forum.parking.org). GARY MEANS, CAPP, is executive director of the Lexington Parking Authority and treasurer of IPI’s Board of Directors. He can be reached at gmeans@lexpark.org.

SHUTTERSTOCK / RUMRUAY

Publisher Shawn Conrad, CAE conrad@parking.org Editor Kim Fernandez fernandez@parking.org Technical Editor Rachel Yoka, CAPP, LEED AP BD+C yoka@parking.org Assistant Editor Monica Arpino arpino@parking.org Contributing Editor Bill Smith, APR bsmith@smith-phillips.com Advertising Sales Bonnie Watts, CEM watts@parking.org Subscriptions Tina Altman taltman@parking.org. Publication Design BonoTom Studio info@bonotom.com Proofreader Melanie Padgett Powers

THINGS TO KNOW

About Today, from 100 Years Ago Parking, transportation, and mobility professionals are doing a lot of thinking about the future. Autonomous vehicles, big data, shared transportation, and other forecasted trends promise to change the landscape—or will they? We took a dive into what people back in the 1920s and 1930s thought the future would look like in 100 years. Way off or spot-on? You be the judge …

They dreamed of video phones—sort of along the lines of FaceTime but with giant, many-wired contraptions that shone images onto a wall or screen and broadcast from a big camera mounted to the floor. (source: wired.com/2014/05/victorianpostcards-predict-future)

They envisioned a very long lifespan: 150 years! A cure for cancer and an unspecified wonder drug, they were sure, would allow most people to skirt old age and go on for nearly twice as long as most of us can expect to live. This was another Smith prediction; he died at age 58. (source: bbc.com/news/ magazine-30379986)

They thought we’d have—and built models of—huge centralized airports in most cities. These wheel-shaped monstrosities would have spokes shooting out from a central point, offering air, rail, sea, and other forms of travel from massive hubs. Check out one futurist showing off his model of a future London airport at bit.ly/ futurecentralairport.

They had a lot of big thoughts: total climate control, interactive robots (much like humans), layers of raised highways and rapid transit, and more. Have we reached the future? Watch their vision at bit.ly/ big1920sfuture and let us know at forum.parking.org.

THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP

WIKICOMMONS; ISTOCK / ARTPUPPY

They thought air travel would make cars largely obsolete, with most people owning their own planes. In a book he wrote about the future (in 1930), British politician F.E. Smith told of very small, lightweight planes that would allow people to jet off for the weekend. Of course, he also thought automation would make weekends and weekdays swap, with most people working about 24 hours before jetting off for the rest of the week. (source: bbc.com/news/ magazine-30379986)

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MOBILITY & TECH

Parking’s Future Isn’t Remote After All

By Kevin Uhlenhaker

HE COMING AUTONOMOUS VEHICLE AGE is already shaking up the parking industry, even though it may not arrive for a few more years. Pundits across the industry—and many more with no connection to parking whatsoever—are warning that autonomous vehicles will decimate parking demand. They warn that, in the future, riders will be dropped off at their destinations by self-driving ride-share services or autonomous vehicles that will return home or to less-costly remote parking facilities outside the city center. The conventional wisdom, at least among these “experts,” is that parking demand will diminish so dramatically that parking owners won’t need to replace their parking facilities when they are no longer functional; nor will they need to plan to develop new parking assets in the future.

Needless to say, this line of reasoning has many in the parking industry nervous—and not just owners wondering how to plan for this ominous future. Many operators, equipment providers, and parking designers are concerned that there may not be as much demand for their products and services in the not-too-distant-future.

The Whole Reality

This conventional wisdom ignores human nature. In this technology age, we want instant gratification. We don’t have time to drive to a video store; we want streaming movies we can instantly access. We are too busy to go to the mall; we go to Amazon to instantly find the products we want to purchase. In some cities, Amazon even offers two-hour delivery because their customers expect, and are willing to pay for, the convenience of (almost) instant gratification. Is it realistic then to think that we’ll shed our impatience and be willing to wait 45 minutes, an hour, or perhaps longer for our cars to return to pick us up after a long day at work, an unexpected doctor appointment, or a day of shopping or night out on the town? Of course not. We want to be able to quickly get to our vehicles when we are ready to go

home or when we have somewhere to go. Plus, even if we do have superhuman patience, most of us don’t have that type of flexibility in our day-to-day schedules. Sure, parking demand will change in time, but that doesn’t necessarily

ipating future challenges. Some fail to keep up with the rapid change in parking technology, choosing tools that are practically obsolete by the time they are fully operational. And many fall prey to the most common technology procurement mistake: choosing the cheapest solution out of the box without considering installation costs, the product’s history of reliability, or its future scalability and customizability. Today’s parking technology is constantly evolving and improving, and owners and their operators need to keep up-to-date on the latest tools and be willing to implement them in a timely fashion. They will also need to be willing to adopt new technology as the land-

Is it realistic to think that we’ll shed our impatience and be willing to wait 45 minutes, an hour, or perhaps longer for our cars to return to pick us up after a long day at work, an unexpected doctor appointment, or a day of shopping or night out on the town? Of course not. mean parking owners should start scaling back on their assets. Instead, they should be looking for new ways to manage their parking. Parkers of the future will be more focused on customer service, expecting the most convenient parking experience possible. They may be paying a premium for parking, rather than relying on ride-sharing services or sending their autonomous vehicles away to cheaper parking options, and they will expect a premium experience. The key will be for owners and operators to fully embrace technology. Many owners and operators think that they already embrace technology, but most fall far short. Some select tools that meet just today’s needs, without antic-

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scape changes. Don’t avoid the latest parking management tools because you just installed their predecessor; figure out how the new tools can integrate into your existing suite. By fully embracing technology and putting it to work to improve both the customer experience and parking management, owners and operators can navigate the age of the AV. In fact, they won’t just survive—they’ll thrive. KEVIN UHLENHAKER is

founder and CEO of NuPark. He can be reached at kevin. uhlenhaker@nupark.com.

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THE GREEN STANDARD

Revisiting Green Approaches By Brian Shaw, CAPP

TANFORD UNIVERSITY, CALIFORNIA has a growing and effective sustainability enterprise that covers most aspects of the university’s operations and systems. However, it never hurts to revisit our approaches occasionally.

I was recently asked by our new university leadership to provide an overview and, arguably, a justification for Stanford’s investment in battery electric buses (BEBs). Back in 2012, as the university needed to source new transit buses for its aging fleet, Parking & Transportation Services (P&TS) evaluated traditional diesel, hybrid-diesel, alternative fuels, battery-retrofits, and BEBs. It was decided that BEBs would be the best bus platform for Stanford. BEBs are more expensive to acquire than traditional diesel buses—about 40 percent more—but their maintenance and fuel (electricity) was supposed to be substantially less than diesel buses. Would those savings be realized? Would BEBs prove more cost effective for Stanford to operate over their lifecycle? Or was there a financial price to be paid? Instead of having to turn to industry data or standards, P&TS could use its own experience operating BEBs to answer those questions. P&TS now has more than three years of operating experience and data with BEBs. What did the data tell us?

The Data

There is a significant delta in the acquisition costs between a conventional diesel 40-foot transit bus and an equivalent 40-foot BEB—around $215,000 or 44 percent more. While Stanford can lease the BEBs and use state grants to reduce acquisition costs, there is still

that significant delta. Can it be made up with the operating costs? P&TS is still using conventional diesel buses in addition to the BEBs. During the same three-year time frame, P&TS reviewed the maintenance and fuel costs for its diesel fleet and its growing fleet of BEBs. For the diesels, maintenance averaged just under $25,000 per bus while fuel was over $20,000 per bus at an average fuel price of $3.25 per gallon in a three-year timespan. For the BEBs, maintenance was just under $15,000 per bus while fuel or electricity costs were only $1,600 per year at $0.10 KWH. Another way to compare the operating costs between diesel and BEBs is to look at the cost per mile. For the diesel fleet, the cost per mile was $1.78, while for the BEBs, the cost per mile was only $0.48. Using those data points, P&TS ran a 12-year life cycle cost projection for the diesel fleet as well as the BEBs. The annual operations and maintenance (O&M) savings between a diesel and a BEB is $29,000. Assuming that annual savings holds over the 12-year life cycle of a typical 40-foot transit bus, after four years, the $215,000 acquisition delta is wiped out by the O&M savings. After four years, P&TS is realizing significant savings to its O&M costs, which could be used to help acquire additional BEBs. There are other environmental benefits. BEBs use fewer fluids and

10 THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP

have less moving parts than diesel buses. Because of those differences, BEBs have much less exposure from accidental spills, used oil disposal, and used parts. Because BEBs use electricity instead of diesel fuel, there are no risks from potential fuel spills. There is also a reduction/elimination of tailpipe emissions with BEBs, which is particularly relevant at Stanford as we source the majority of our electricity from renewable sources.

The Results

The analysis conducted by P&TS concluded that during the 12-year life cycle of a typical 40-foot transit bus, the BEBs would save the university money while reducing environmental effects. In addition, with Stanford Energy System Innovations sourcing a large majority of the university’s power from renewable sources, including on-campus solar generation, the BEBs are in large part powered by the sun. Leadership has given P&TS the green light to continue to electrify the entire bus fleet. Our plan is to have the entire fleet moved over to BEBs by 2022. When given the challenge to justify your sustainable initiatives embrace it and do your homework. Use your data to make your case and keep up the good work! BRIAN SHAW, CAPP, is

executive director of parking and transportation services at Stanford University and co-chair of IPI’s Sustainability Committee. He can be reached at bshaw2@stanford.edu.

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The Art of the Organizational Apology

“

By Bill Smith

VERYONE MAKES MISTAKES.” Growing up, we heard it over and over from our parents or teachers or friends. No doubt they were just trying to make us feel better about doing something stupid, but they were right. We all screw up now and then.

mistake reflect on the company? Also, does the issue pose a threat to the core mission of the organization? Is this a public issue requiring a public response? Is the company willing to commit to change in the face of this issue? If the answer to all four questions is yes, a public response is likely called for.

Saying You’re Sorry

So, that leads to the million-dollar question: How should an organization apologize? The process is important on a couple of levels. First, a heartfelt, effective apology will help set the matter straight with those who were injured in the first place. Remember, this isn’t just about PR. More importantly, it’s about doing the right thing. Still, the resulting publicity could have a significant effect—either positively or negatively—so it’s essential to get it right. How should organizations apologize? Sincerity is key. We’ve all seen half-baked apologies issued by company spokespeople or organizational leaders. The “we don’t think we really did anything wrong, but we apologize to anyone who was offended” approach just makes matters worse. It’s clear to everyone that it’s just a pro-forma statement designed to get the public off the organization’s back. But all these types of responses accomplish is getting people even more upset. The apology should also make clear that the organization knows what it did wrong and who was

ISTOCK / PETEGAR

Companies, government agencies, and other organizations mess up too. Airlines send pets to the wrong destinations (or worse), car companies (no need to name names) fudge their environmental data, corporate management at high-profile companies mishandle personnel issues, executives do or say stupid things. The examples are too numerous to list, and in the social media age we seem to be getting new examples every day. As bad as these mistakes are, companies’ responses are often worse. All too often, organizations mishandle their responses and end up exacerbating an already volatile situation. Most of us hate to apologize. It’s not fun to acknowledge a mistake and accept responsibility for it. For organizations, that instinct is often much stronger than it is even for individuals because organizational mistakes are often much larger, more noticeable, and potentially more damaging than individual errors. Plus, corporate lawyers often get involved and may be hesitant to approve apologies that could influence litigation down the road. It’s understandable why the first instinct is often to try to wait things out and hope the issue goes away. The other side of the coin is that not all mistakes warrant a public apology. In fact, most don’t—a public apology is typically only called for when the actions in question meet specific criteria. First, was the company responsible for the issue or does an individual’s

12 THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP

hurt and that it will strive to do better in the future. This seems like common sense, right? But all too often, common sense flies out the window. Take, for instance, the “apology” issued by the CEO of BP after the Gulf oil spill: “We’re sorry for the massive disruption it’s caused to people’s lives. There’s no one who wants this thing over more than I do. I’d like my life back.” Nothing like whining about how hard it’s been on you when you are issuing an apology, right?

The Ground Rules

When an organizational apology is called for, the ground rules are really very simple. The apology should be unequivocal, open, and honest. It should also demonstrate a commitment to seeing that the situation never happens again. It doesn’t have to be self-flagellating, but it needs to acknowledge the error and its impact in simple, frank terms. Something like, “We are very sorry that we did xxx. This is not consistent with our organization’s values, and we have done yyy to ensure that it never happens again. We want to

offer our sincere apologies to (name those who were affected).” Depending on the scope of the transgression, the apology should be issued via a press release, press conference, social media, an advertisement in key media, or a combination of these approaches. Hopefully your organization will never be faced with the need to publicly apologize for a corporate policy or the acts of one of your representatives. But if you are faced with such a situation, it’s imperative to respond quickly and unambiguously to take responsibility and assure the public that the transgression will not occur again. An effective response can be the difference between being able to move on and being mired in crisis. BILL SMITH, APR, is principal of Smith-Phillips

Strategic Communications and contributing editor of The Parking Professional. He can be reached at bsmith@smith-phillips.com or 603.491.4280.

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THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP 13

ON THE FRONTLINE

Leadership vs. Management: The Difference Is Ethics By Cindy Campbell

EFORE JOINING THE STAFF AT IPI , I spent more than three decades working on a university campus. Over the years I learned about management style and technique from a wide range of managers and supervisors. I paid attention to the way they interacted with peers, subordinates, and the public. For me, it was more than wanting to emulate a style or technique I’d seen; it was about observing the way these individuals made others feel about an interaction or outcome that got my attention. In time, I developed my own leadership style, and much of it was based on these observations. I came to realize that I was consistently drawn to leaders who exhibited ethical practices.

“Divorced from ethics, leadership is reduced to management.” —James Macgregor Burns

As often happens, we not only learn from those with a style we appreciate— we also learn from those we don’t want to emulate. You’ve undoubtedly experienced interacting with someone who demonstrated the wrong way of doing something—methods and attitudes that are disrespectful, unhelpful, and even unethical. We walk away knowing that we never want to be like THAT guy or girl. Our observance of these practices helps us to avoid making those costly professional missteps.

Ethics

According to the Oxford Dictionary, ethics are “moral principles that govern a person’s behavior or the conducting of an activity.” According to Patricia Pinnell and Shirley Eagan from West Virginia University Extension, there are four common questions to ask when determining if an action is ethical: ■■ Would your action be considered appropriate, even if your children are watching?

■■ Would your action be considered ap-

propriate if it became the front-page story in your local newspaper? ■■ Would you be comfortable on the receiving end of this action or decision? ■■ Would it be OK if everyone in the world behaved or acted that way? If you can answer yes to all, the action or behavior is likely an ethical one. Why is it critical to apply the concept of ethics to leadership? Staffing and recruiting firm Y Scouts describes an ethical leader in this way: “It may be difficult to define exactly what ‘right’ is, but a leader who is ethical is not afraid to do what they truly believe to be right—even if it is unpopular, unprofitable, or inconvenient.” An interesting fact supported by research: The impact of ethical leadership isn’t limited to how you are perceived— your leadership style sets the tone and affects how all staff and services will be perceived within your organization. Along with the concept of ethical leadership comes the theory of social learning, which assumes that new behaviors can be acquired purely by observing and imitating others. What we learn is also reinforced when we observe how rewards and punishments apply to our behavior. We learn about the work

14 THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP

“Ethics must begin at the top of an organization. It is a leadership issue, and the chief executive must set the example.” —Edward Hennessy

culture by observing how others who came before us approach tasks. Social learning explains how people learn new behaviors, values, and viewpoints through exposure and observation.

Manager or Leader?

What examples are you providing to others as a leader? What culture are you creating? There is a direct relationship between the ethics and attitudes of managers and those of their subordinates. This means that based on how ethical we behave as leaders, coupled with the social learning environment we promote and reward, we have the unique ability to negatively impact or positively influence our organization. Anyone can be a manager, but not everyone can be a leader. Leadership requires work. Ethical leadership requires hard work and, at times, difficult choices. I encourage you to make the effort, set the example, and reap the rewards. 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.

PARKING SPOTLIGHT | BOOK

Parking and the City By Donald Shoup

T THE DAWN OF THE AUTOMOBILE AGE, suppose Henry Ford and John D. Rockefeller had asked how city planning could increase the demand for cars and gasoline. Consider three options. First, divide the city into separate zones (housing here, jobs there, shopping somewhere else) to create travel between the zones. Second, limit density to spread everything apart and increase travel. Third, require ample off-street parking everywhere so cars will be the default way to travel.

American cities have unwisely adopted these three car-friendly policies. Separated land uses, low density, and ample free parking create drivable cities but prevent walkable neighborhoods. Although city planners did not intend to enrich the automobile and oil industries, their plans have shaped our cities to suit our cars. In turn, our cars have shaped our lives. As John Keats wrote in “The Insolent Chariots,” “The automobile changed our dress, manners, social customs, vacation habits, the shape of our cities, consumer purchasing patterns …” A few of us were probably even conceived in a parked car. Parking requirements in zoning ordinances are particularly ill-advised because they directly subsidize cars. We drive to one place to do one thing, then to another place to do another thing, and then finally drive a long way back home, parking free almost everywhere. Off-street parking requirements are a fertility drug for cars.

Parking Thoughts

Peoples’ analytic abilities seem to shift to a lower level when they think about parking. Some strongly support market prices—except for parking. Some strongly oppose subsidies—except for parking. Some abhor planning requirements—except for parking. Some insist on rigorous data collection and statistical tests—except for parking. This parking exceptionalism has impoverished our thinking about parking policies, and ample free parking is seen as an ideal that planning should produce. If drivers paid the full cost of their parking, it would seem too expensive, so we ask someone else to pay for it. But a city where everyone happily pays for everyone else’s free parking is a fool’s paradise.

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In “The High Cost of Free Parking,” which was published in 2005, I argued that parking requirements subsidize cars, encourage sprawl, degrade urban design, prohibit walkability, damage the economy, raise housing costs, and penalize people who cannot afford a car. Since then, to my knowledge, no member of the planning profession has argued that parking requirements do not cause these harmful effects. Instead, a flood of recent research has shown they do cause these harmful effects. Parking requirements in zoning ordinances are poisoning our cities with too much parking. Off-street parking requirements are almost an established religion in city planning despite all the damage they do. One should not criticize anyone else’s religion but, when it comes to parking requirements, I’m a Protestant who believes city planning needs a Reformation.

Reform

Reform is difficult because parking requirements don’t exist without a reason. If on-street parking is free, removing off-street parking requirements will overcrowd the on-street parking and everyone will complain. Therefore, to distill the 800 pages of “The High Cost of Free Parking” into three bullet points, I recommend three parking reforms that can improve cities, the economy, and the environment: ■■ Charge the right prices for on-street parking. The right prices are the lowest prices that will leave one or two open spaces on each block, so there will be no parking shortages. Prices will balance the demand and supply for on-street parking spaces. ■■ Spend the parking revenue to improve public services on the metered streets. Because everybody will see their meter money at work, the

ISTOCK / FINAL09

One should not criticize anyone else’s religion but, when it comes to parking requirements, I’m a Protestant who believes city planning needs a Reformation.

new public services can make parking meters politically popular. ■■ Remove off-street parking requirements. Developers and businesses can then decide how many parking spaces to provide for their customers. Each of these three policies supports the other two. Spending the meter revenue to improve neighborhood public services can create the necessary political support to charge the right prices for curb parking. If cities charge the right prices for curb parking to produce one or two open spaces on every block, no one can say there is a shortage of on-street parking. If there is no shortage of on-street parking, cities can then remove their off-street parking requirements. Finally, removing off-street parking requirements will increase the demand for on-street parking, which will increase the revenue to pay for public services. Many cities are adopting these three reforms. The successful outcomes provide convincing evidence that my policy proposals are not theoretical and idealistic but instead are practical and realistic. In a new book I edited, “Parking and the City,” 51 chapters by 46 authors show how reforming our misguided and wrongheaded parking policies can do a world of good. The good news about our decades of bad planning for parking is that the damage we have done will be far cheaper to repair than to ignore. Removing off-street parking requirements and

charging the right prices for on-street parking will greatly increase the demand for parking professionals. If cities don’t require off-street parking, developers and businesses will need parking consultants to give expert advice on how many parking spaces to provide for customers, taking into account both the demand for parking and the cost of supplying it. The shift from free to paid parking will increase the demand for parking access and revenue control systems and for professional operators to manage them. Trying to reform your own city’s parking policies may feel like paddling a canoe to tow an aircraft carrier, but if enough people paddle, the ship will move. I hope “Parking and the City” will inspire planners, politicians, and citizens to begin paddling. Reform depends on leadership from all of you. This article is adapted from “Parking and the City.” DONALD SHOUP is author of “The High Cost of Free Parking” and editor of “Parking and the City.” He is also a distinguished research professor in the department of urban planning at UCLA. He can be reached at shoup@ucla.edu.

References

Donald Shoup. 2005 and revised in 2011. “The High Cost of Free Parking.” Chicago: Planners Press. Donald Shoup (editor). 2018. “Parking and the City.” New York: Routledge.

ASK THE

EXPERTS

What priorities or goals have you set for yourself and/or your organization to accomplish by the 2019 IPI Conference & Expo?

Jennifer Tougas, CAPP, PhD

Director of Parking and Transportation Western Kentucky University At Western Kentucky University, our primary goal is to introduce a pay-by-cell option for commuters this year. We’re also exploring occupancy wayfinding solutions to improve event operations.

Larry Cohen, CAPP Executive Director Lancaster Parking Authority

We are in the midst of the APO accreditation program and hope to be awarded in Anaheim in 2019. It is great that a small organization can be held at the same high level of esteem as a large program.

Casey Jones, CAPP Vice President Timothy Haahs & Associates, Inc.

During the course of the next year my goal is to help three people earn their CAPP and three organizations achieve APO. All of us improve with more professionals and organizations achieving these important standards.

Debbie Hoffmann, CAPP

John Nolan, CAPP

We are embarking on an extensive operational and communication plan for our first Thursday night football game in more than a decade. We polled 10 other universities about their experience with weekday home games, and one (unsolicited) answer from each of them was, “don’t do it!” It is our goal that by the 2019 IPI Conference & Expo we can share our plans, experiences, and lessons learned with the rest of the IPI university community.

Harvard Parking Services is looking to complete four existing parking facilities for Parksmart certification and in addition focusing on “change management” as we prepare to welcome a new university president.

Associate Director, Transportation Services Texas A&M University

Managing Director of Transportation and the Campus Service Center Harvard University

HAVE A QUESTION? Send it to editor@parking.org and watch this space for answers from the experts. The opinions and thoughts expressed by the contributors do not necessarily reflect the opinions and viewpoints of the International Parking Institute or official policies of IPI.

18 THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP

P 2PE reduces PCI scope for us!

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oday! Call t 2020 2–331– 61

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Dynamic curbside management creates space for everyone.

SHUTTERSTOCK / PHOTO INTRIGUE

By Ben Winokur

NCE UPON A TIME, the curb was readily accessible for just about anyone. Buses used it for passenger pick-ups and drop-offs, trucks delivered packages, and drivers parked to run errands or even go to work for the day. Those days seem quaint in comparison to today’s bustling and dynamic city curbsides. Imagine, it’s Monday morning and it’s time for your daily commute to the office. You wake up, shower, get dressed, and grab your cup of coffee and maybe a bagel to go. You manage to get out the door on time for your 8 a.m. meeting. The clock in your car reads 7 a.m. You anticipate arriving no later than 7:30 a.m. as you cruise down the streets leading to your downtown office building. Suddenly, a city bus stops to pick up several passengers. You patiently wait. Then a UPS truck stops to deliver a package, and there’s no way around as traffic in the other lane is moving at a steady pace. You have no choice but to wait—again. Finally, just as it seems you have made it through the stop-and-go traffic, a vehicle stops ahead of you; it is a ride-share dropping off passengers. You’re now pushing it to make it to your 8 a.m. meeting. You frantically drive into the parking garage looking for one empty space to park. Sound familiar?

THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP 21

Controlling the Curb

Density and Space

Increased population density has caused increased demand for space on city streets, which were designed for smaller populations. Cities can minimize the effects of this increased demand by encouraging multi-occupant modes of transit that can move more people with the same or fewer number of vehicles on the road. As a result, multi-occupant transportation options are an important component of a healthy and well-functioning urban mobility ecosystem. Ride-sharing has the potential to dramatically increase multi-occupancy trips in a city and therefore reduce traffic congestion. But every ride-share trip starts and ends at the curbside,

and most cities have not reserved or allocated space for this emergent mode of transportation. As a result, rideshare drivers in high-demand areas where open curb space is scarce are forced to double park or make midlane stops, which disrupt traffic and increase peaktime congestion, reducing or eliminating the efficiency gains from these multi-occupant trips.

Then What?

To keep up with the new reality of denser cities and more congested roadways, cities have to leverage technology that enables dynamic curb management by aggregating data sources from parking meters and ride-share services to public transportation and mobile apps for parking. This will allow cities to develop a holistic view of the curb that allows them to more effectively measure, manage, and enforce curb use. With an aggregated and holistic view of curbside activity, cities will be able to analyze curb usage patterns to better inform congestion-reducing curbside regulation. Consequently, smart cities will have to partner with technology providers that provide tools and systems that enable data transfer from multiple systems to a single-management engine. Next-generation systems must also provide real-time exchanges of information between curbside management systems and in-field enforcement officers to ensure that the rules are correctly applied and enforced to yield the desired results. This technology platform doesn’t exist yet, so it will be incumbent upon cities to consider these emerging needs and trends, even when selecting vendors for services and technology to manage their existing curbside needs. Procurement practices must focus on long-term vendor alignment as a critical evaluation criteria to ensure that a city’s chosen curbside technology ecosystem will evolve to meet increasingly complicated curbside management needs. We expect that multidisciplinary vendors who have in-depth expertise in multiple aspects of parking and urban mobility will be more likely to provide cities and transportation operators with the operational knowledge and technical flexibility necessary to build the future of curbside management systems.

Flexibility Is Key

Curbside regulation will become an important policy tool when combating congestion, integrating emergent mobility technology, and mitigating the effects of increased populations in cities. Research shows that

22 THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP

SHUTTERSTOCK / DW LABS INCORPORATED

Unfortunately, for many, this scenario has become a regular part of the daily commute, and while increased travel times are irritating and inconvenient for drivers, the aggregate increase in travel times is a much more serious problem for cities. Inefficient curbside regulation caused every traffic interruption in the example above and leads to higher levels of congestion and emissions, increases the need for burdensome minimum parking requirements, and strains the capacity of roadways and curbsides in cities across the world. The curb has become critical infrastructure for a growing number of activities—including bike lanes, delivery trucks, city buses, trash collection, ride-share vehicles such as Uber and Lyft, and personal vehicles seeking space on the curb. Consequently, curbs have become even more prime real estate in dense urban ecosystems, and cities are facing the challenge of building new rules and regulations to more effectively manage this increasingly high-impact resource in the face of several important macro-trends.

Increased population density has caused increased demand for space on city streets, which were designed for smaller

SHUTTERSTOCK / NIELSKLIIM

populations.

cities are becoming more urban and denser and are experiencing more congestion problems. Cities such as Seattle, Wash.; Chicago, Ill.; Minneapolis, Minn.; Washington, D.C.; and Boston, Mass., had the highest increases in density from 2010 to 2016. As these areas become more densely populated, public resources, including roadways, will become increasingly strained. The answer is not more or wider roads—increasing supply will also induce demand. Dynamic curbside management technology will help alleviate this strain through adjustable pricing and allocations of curb space between parking, ride-share pick-ups and dropoffs, bus stops, and future modes of urban transportation. Wired recently wrote about flex-space at the curb, which could be allocated based on time of day and demand trends to avoid traffic interruptions. For example, during rush hour, an area could be allocated for transit service, but the same area could be reserved for delivery vehicles in the afternoons and ride-share pick-ups and drop-offs in the evenings. More dynamic curbside prices can also reduce congestion by increasing available curbside inventory in high-demand areas. More available inventory in high-demand areas would lead to less cruising and fewer mid-lane stops. Addressing congestion through dynamic pricing also creates efficiency gains for transit systems, which would experience fewer delays in departure and arrival times. This creates a virtuous cycle

in which a more reliable transit system becomes an increasingly attractive alternative to single-occupant trips in high-congestion areas because the effective cost of driving increases through increased curbside fees. Consequently, more potential drivers choose to travel via mass transit, which further reduces congestion by reducing the number of cars on the road and increases the reliability of the transit system.

The Cost of Sharing

In an interview with Quartz, Julia Thayne, director of urban development at Germany’s Siemens, spoke about fixes cities can take immediately. She suggested several easy steps such as “digitally mapping out all of their curbs, including everything from parking signs to fire hydrants to bike lanes.” She said, “This is not big dollars, but it has big benefits.” Tying this mapping data to a holistic understanding of users’ curbside habits will be integral to determining what needs the city must satisfy to achieve its objectives. Data will be the best tool a city can use to reallocate, reprice, and manage how this area is used. Data can also allow cities to accurately forecast the revenue effects of these new, more dynamic policies. Parking is an important revenue source in most cities, and understanding parking revenue is particularly important when parking revenue is used for the city’s general fund. Reducing paid parking inventory to THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP 23

Controlling the Curb

accommodate new modes of transportation is no small task, but this new paradigm can generate new revenue streams. For example, pricing rapid-turnover curbside sessions (pick-ups and drop-offs) or city-center toll systems may create new revenue streams while sensibly and fairly allocating the costs associated with increased use of roadways.

turnover sessions on that block because of diminished available space. Unexpectedly high non-compliance in a parking area may trigger an adjustment to the system’s understanding of available parking inventory. These are all vital components that become fundamental to a city’s enforcement. The District of Columbia has already adopted longterm transportation goals with moveDC. Based on the city’s local land use and travel patterns, the plan is designed to balance “multiple competing needs,” especially in the city’s densest areas. To manage the competing curbside activities in the District—loading and unloading zones, general parking, valet, Americans with Disabilities Act accessible parking, motor scooter parking, and more—it will use enforcement and infrastructure to ensure safety and compliance among all transportation users.

Future Expectations

These dynamic curbside rules will only work successfully if drivers are incentivized to follow them. Non-compliance penalties are the most significant incentive for drivers to comply with curbside rules. The next generation of parking enforcement systems will serve as the primary enforcement mechanism for increasingly complex curbside rules. The enforcement of these rules will have a more significant effect on the overall efficiency of urban mobility systems than parking enforcement has today. Curbside enforcement will impose new demands on enforcement systems. Rules, maps, and prices may change frequently based on unscheduled environment changes, such as traffic accidents or temporary road closures. Therefore, enforcement officers will need to have a real-time connection to a curbside management infrastructure. This means cloud-based enforcement systems will become a non-negotiable requirement to ensure accuracy and timeliness. A cloud-based enforcement system also allows information to travel back to the curbside infrastructure in real time, which allows those systems to understand and adjust for unexpected patterns that would otherwise be difficult or impossible to detect without observations in the field. For example, a car ticketed for parking in a pick-up and drop-off zone may trigger a pricing change for rapid

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BEN WINOKUR is data product manager for Passport. He can be reached at ben.winokur@ passportinc.com.

SHUTTERSTOCK / CHAMELEONSEYE

Enforcing the Rules

Dynamic curbside management will arrive over several years through deep alignment between cities and their parking and transportation technology vendors. Vendors and cities must work together to create the future during the next contract cycle, so it’s important for cities to ensure their next curbside vendor procurements properly align incentives to provide the level of ongoing service and support necessary to make the transition from parking-specific technology to a more complex, dynamic curbside management system. It is also important that the vendor selected has the right infrastructure and is set up to support this new dynamic curb space. Cloud-based and mobile-first systems that include tools to measure, manage, and coordinate the curbside technology ecosystem will be critical as data and regulation become more closely aligned. Technology that is currently used to facilitate parking management is going to take center stage as we move into the area of dynamic curbside management, and cities’ success in making this transition will depend on their vendors’ ability to adapt to a more complex and multi-disciplinary future.

STAND UP. STAND OUT.

October 18-19, 2018 Denver, Colorado Attendance is limited to 100 registrants.

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Would You

Like Data with That? By Cristina Lynn

Everybody’s talking about data, but what does the word really mean, and how can parking and transportation make the most of it?

‘‘D SHUTTERSTOCK / RVLS

OFT / SERGIY KUZMIN

/ COPRID / YURI HOY

DA / WHYFRAME

ATA” HAS BECOME ONE OF THOSE WORDS that has acquired a range of new definitions, but it has existed for decades (late 1940s, in fact). Type the word into Google and you get 1.74 billion results. Does anybody remember data processing? That thing computers did when you inserted a series of bits of information and out came the result? If you do, the concept of GIGO would also be familiar: garbage in—garbage out.

Nowadays we talk about big data, data mining, raw data, and real-time data as if they were 21st century discoveries. Moreover, we think of data as an optional side dish (like french fries at McDonald’s) rather than every business person’s main meal! What does this have to do with parking you might ask? Well, it has everything to do with parking. Similar to the goals of the the hotel, entertainment, and airline businesses (to name a few), the parking business entails selling as many spaces a day as many times as possible for the best price. The grocer around the corner knows that every fruit and vegetable he or she does not sell today has to be thrown out tomorrow and, therefore, as it gets closer to closing time, he or she might drop the price to encourage budget-conscious customers to purchase them. At this point of the day, any revenue is better than none. Similarly, a vacant car space at any time of the day represents a lost revenue opportunity. How does a car park owner manage this and know if he or she is achieving his or her business objectives? That’s the role of data. THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP 27

What Is Parking Data?

Car parking data encompass a wide range of information ranging from the number of cars spending a specific period of time in a car park (length of stay by time band), to the number of transactions by type of parker (casual, permanent, early bird), to revenues generated. This can refer to an hour, a day, a week, a month, or a year and can be compared to prior periods to analyze trends and set budgets for future periods, just to name a few examples. Car park data also include information about how the car park is occupied throughout each 24-hour day and each day of the week. Some car parks are busier during weekdays, others during evenings and weekends. Seasonal effects and external factors may also affect occupancy. Knowing these trends across a period of time allows a prudent owner to evaluate, for example, the pricing strategies that need to be applied to ensure as many spaces are sold as possible for the best overall return and to prepare realistic forecasts. Market forces (demand and supply) will determine the ideal balance which, according to “Shoupian theory,” used to sit around 85 percent. Thanks to technology and improved design, car park occupancy could be expected to consistently reach 95 percent.

It is not sufficient to analyze car park data in isolation; data need to be related to the type of business the car park is supporting—an airport, a shopping center, a hospital, an office building, or a university. An airport should know the percent of passengers (or PAX) using the car park (usually known as the penetration rate) as opposed to other methods of transport (taxi, train, shuttle bus, drop-off, etc.) and how this percentage changes in time to future-proof its parking requirements. The growing effects of alternative transport options such as Uber is an important factor to consider when looking at the requirement for future car parking and how the precinct design should accommodate this growing transport mode. Other airport-related key performance indicators (KPIs) include, for example, car park revenue per passenger and average transaction value split by short-term parkers (usually picking up or dropping off someone), medium term (business travelers parking for one to three days) and long-term parkers (vacationing families). A shopping center, on the other hand, needs to analyze its parking demand in a more granular way, examining length of stay (preferably at half-hour intervals) to strike the correct balance between providing a high level of customer service by offering a certain free parking period and the need to discourage abuse of the car park by nearby workers and commuters. The KPIs for each type of car park need to be identified to ensure the correct information is gathered to measure performance across a range of variables. Large businesses are developing data warehouses that are fed information from various sources (including the car park) in order to assess the overall outcomes.

So where does all this data come from? Essentially data are gathered by the access control equipment installed in the car park, whereby each time a customer takes a ticket, makes a payment, and exits, the information is stored in the management system. Similarly, every time a tenant uses a swipe card to enter and exit, a transaction is generated. Further transactions are recorded via online booking systems or by the use of loyalty cards issued by the operators. More information is available from parking guidance systems, which are able to record each time a vehicle uses a specific bay in the car park and for how

28 THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP

SHUTTERSTOCK / CHAMELEONSEYE

The Source

long. This level of granular information was unimaginable only a few years ago when it was necessary to use survey staff to manually record information on a spreadsheet (with the consequent risk of human error). Heat maps generated by the PGS system identify areas within a car park that are particularly busy or popular and those that have low levels of use. Malfunctions in the equipment, as well as alerts to action-specific tasks (e.g., clear ticket jams, replenish change hoppers in the APS machines, etc.) also generate data in the system that track the number of times specific items of equipment break down or need attention. Most interestingly from a revenue perspective is the number of times barriers are raised manually by onsite or remote personnel, which may result in lost revenues. There is a whole raft of other data that also needs to be collected. Intelligence about nearby competitors regarding pricing and levels of presentation is important to ensure pricing strategies and competitive advantages are identified and maintained over time. Customer surveys are another key component of data gathering. How often do we make decisions on the basis of what we think customers want without actually bothering to ask them? These types of soft data need to be collected on a regular basis to identify changes in trends and potential threats appearing on the horizon. How often does the owner of a commercial building survey its tenants to understand how the demand for parking within the building may be changing? Is there a growing need or demand for other services? Bicycle parking and end-of-trip facilities are now being incorporated into new buildings or retrofitted in existing ones. Are there other alternative uses for unwanted parking spaces? Remember, unused parking bays are like those unsold fruit and vegetables!

SHUTTERSTOCK / VERA PETRUNINA

Data for the Customer

As far as the customer is concerned, the most important information relates to finding an available parking space in the quickest possible way. It is generally accepted that drivers spend an unreasonable amount of time searching for parking spaces, both on-street and inside car parks. Notwithstanding available technology, it is not usual (except for retail centers) to see a display showing the number of available bays in a

car park prior to entering. Just the other day, I drove into a car park in a busy Sydney, Australia, suburb on a Saturday evening to find that the car in front of me was reversing up the entry ramp after realizing the car park was full. The sign installed outside that should have been illuminated to indicate this information was not turned on. Even more unusual in Australian cities and town centers is the application of guidance systems that direct drivers to available parking spaces across the range of parking options (whether privately or publicly owned), usually located in the periphery of the center with easy and convenient road access. Also important for the customer is information about pricing. Casual drive-up parking rates are advertised on operatorsâ&#x20AC;&#x2122; websites for various categories (hourly, early bird, evening, weekend, etc.,) and with the widespread use of online booking engines, cheaper parking may be available at specific times and days. It is essential that parking fees are regularly reviewed by the operator and the owner with reference to changes in prices in the surrounding car parks and car park occupancy to ensure that pricing levels are competitive and all opportunities for maximizing use of the car park are seized.

Data for the Owner

It is the car park owner who benefits from having information readily available in the correct format in order to make relevant operational, marketing, financial, and THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPPâ&#x20AC;&#x201A;â&#x20AC;&#x192;29

30 THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP

Future Data

As parking access systems develop from hardware to software platforms, the type of data available may change and may affect how it can be verified. Audit trails of transactions generated from other sources such as closed-circuit television cameras or apps, will need to be defined to provide the car park owner with the necessary level of assurance that the revenues are being correctly and fully reported and maximized. The increasing use of electric cars on our roads will provide an opportunity for car park owners to expand their customer base to these vehicles. The decision of if, and if so, how many charging points to incorporate into the car park, will need to be based on analysis of trends of purchases of electric cars and incentives that may be offered by the public sector to encourage the switch. Other data that will need to be managed include information about how driverless vehicles will affect people’s driving (and parking) habits and in what time frame. This also applies to the growing use of transportation network companies (TNCs) and other emerging shared-vehicle options. Owners will need to consider how these changes will affect future car park developments from a design point of view. As new disruptors challenge our industry, it will be important for owners to measure performance closely

SHUTTERSTOCK / ZAPP2PHOTO

strategic decisions. Whether the portfolio comprises one or many car parks determines the level of information required. The owner often relinquishes operation of a car park to an external party, who is then charged with managing the property to the mutual advantage of both parties. If the arrangement involves a management agreement, the operator manages the car park on behalf of the owner for a fee, with the owner being involved (to various degrees) in all main decisions regarding operations, pricing, staffing, technology, marketing initiatives, etc. The management agreement provides the framework for the respective duties of the operator and the owner, including responsibility for the relevant costs with the operator providing monthly reports to the owner containing the relevant data. Under a lease scenario, the owner generally relinquishes all operational duties and limits himself to collecting an agreed rental each month. Unless a turnover rent component is included in the lease, there is very little data provided by the operator to the owner as the business carried out in the car park is effectively owned by the lessee. Owners need to take a proactive approach to obtaining and analyzing the car park’s performance data, not just at the time when agreements are being renewed or tendered, but throughout the life of the asset. Advances in technology may result in reducing or eliminating onsite staff, with a resulting reduction in operating costs. Changes in the external environment (new or refurbished car parks nearby, changes to public transport or traffic circulation) may have an effect on the car park’s performance that could not have been foreseen when the agreement was entered into. If the reporting requirements have been correctly identified and documented in the agreement, it should be possible for the owner to access and study the information and be in a position to discuss the results with the operator so that appropriate measures can be implemented to maximize the car park’s results. Thanks to a well-thought-through process of reporting and regular meetings, the owner and operator can work together to achieve mutual objectives.

so that appropriate actions can be undertaken both to manage revenues and control expenses. Data are a means to an end; data are a tool that management uses to make better decisions. We have all heard the expression “paralysis by analysis.” Forbes contributor Jeff Boss has this to say: “What, then, do you do in today’s world where there is so much information to navigate? After all, trying to stay up-to-date with the latest viewpoints and updates is akin to the human version of an information hamster wheel: You can run along it all day but never actually arrive anywhere.” The first step is to define the KPIs that will provide insight into the car park’s business performance as well as its relationship to the business it supports. The next step is to identify the source of the data needed to calculate those KPIs and how that data are going to be gathered and audited. Is this a task delegated to one or more operators managing various car parks in the owner’s portfolio or will the owner develop his

or her own business intelligence software? The answer to this question requires pros and cons to be clearly identified. Within our ever-changing technological environment there are now tools such as dynamic pricing that allows operational decisions to be made that will affect not just profitability but also maximize efficiency, reduce congestion, and change people’s habits. Regardless of the outcome, the data (or more importantly, the KPIs) will need to be reviewed on a regular and timely basis, compared against budgets, evaluated against changing market forces, and acted upon as necessary. CRISTINA LYNN is managing partner of ptc.

She can be reached at cristina.lynn@ ptcconsultants.co.

THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP 31

Learning

Recognition

and

Fun

The 2018 IPI Conference & Expo

HAT AN EVENT IT WAS! The 2018 IPI Conference & Expo brought together thousands of parking, transportation, and mobility professionals—and even some aspiring ones—for lots of professional development, learning, browsing and shopping for new technologies and products, and networking—lots and lots and lots of networking! Mixed in there were plenty of opportunities for old-fashioned fun and catching up with new and old friends—and we all know, parking is the friendliest industry out there. This year’s attendees engaged in person at events, sessions, and the Expo; on the app, where they posted scores of photos and shoutouts; on social media; and all over the Gaylord Palms, which became something of a mecca for the industry for a few days. Exciting news was shared, including the launch of the multi-organizational Accessible Parking Coalition, the worldwide Alliance for Parking Data Standards, and the publication of the industry’s first comprehensive textbook, “A Guide to Parking,” from IPI and Routledge Publishing. Relive and enjoy this look back at the 2018 IPI Conference. It’s not too late to block your calendar for next year: June 9–12 in Anaheim, Calif. And, of course, let us know what you think—post to the Forum (forum.parking.org) and keep the conversations going!

34 THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP

OPENING PARTY

T WOULDN’T BE an IPI Conference without a great opening event, and this year’s sizzled! The Hot & Sizzling White Party transported attendees to a mystery location for a full evening of food and refreshments, cigar rolling, dancing (and dancing and dancing!), and fun. Dressed in white, the crowd was unmistakable and kept the festivities going until the last song ended and the lights came back up. Fair to say that a great time was had by all, and it was unquestionably Florida!

THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP 35

EDUCATION

ROFESSIONAL DEVELOPMENT took center stage in Orlan-

do, with full rooms from start to finish. Early arrivals immersed themselves in the multi-day industry business management and operations courses put on by IPI and the University of Virginia, a course on building resilience, and a course to prepare organizations to earn Accredited Parking Organization (APO) certification, while others jumped right in with area facility tours and more than 40 education sessions on everything from parking design to management to the future of transportation, including new GameChanger sessions that were a big hit. Shoptalks, as always, were a highlight of the event, offering participants the opportunity to meet in industry-specific or more general conversations. Designed in a roundtable format, Shoptalks facilitate solution-sharing and networking in small groups to maximize the exchange of information and ideas and introduce industry members who might not have met before.

36 THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP

AWARDS HIGHLIGHT of

every IPI Conference is recognizing industry excellence, and there was plenty to recognize in Orlando. Duke Hanson, PayLock, and Mike Drow, CAPP, T2 Systems, were recognized with this year’s Chairman’s Awards, presented by IPI Chair Roamy Valera, CAPP, NewTown Advisors, LLC. Hanson and Drow were commended for their dedication to the industry; Hanson was particularly commended for his work with the CAPP Scholarship Fund and Drow for his work on the IPI Data Exchange Standard (IPI-DataEx). In a heartwarming presentation, Leonard T. Bier, CAPP, JD, Bier & Associates and the New Jersey Parking Institute; and Mary Smith, Walker Consultants and author, were recognized with Lifetime Achievement Awards for their years working to advance the parking profession. Bier, a regular IPI volunteer and The Parking Professional legal columnist, was thanked for a career’s worth of dedication to both IPI and the parking industry as a whole. Smith was recognized as a top expert in the industry who has given her time and effort to multiple efforts, including accessible parking. Multiple Awards of Excellence, Parking Matters Marketing & Communications Awards, and Professional Recognition Program awards were given out during a ceremony in Orlando (see the June issue for more), along with new and renewing Accredited Parking Organization and Parksmart certifications. And this year marked another big class of CAPP graduates, as IPI welcomed a long list of newly certified professionals to the ranks.

EXPO HALL

T WAS ANOTHER record-breaking IPI Expo, with packed aisles of both suppliers and shoppers doing business, trying new technologies, and, of course, networking. The biggest show in the industry also hosted Learning Labs from supplier experts and Engage presentations from IPI. This is where business gets done, and judging by this year’s buzz, there was lots of business to do!

THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP 37

BEST IN SHOW WINNERS 100— 300 SQ. FT. 1st place: Genetec, Booth #1701 (left to right) Charles Pitman, Roamy Valera, CAPP 2nd place: LAZ Parking Ltd., Booth #1805 (left to right) Chris Walsh, Roamy Valera, CAPP 3rd place: Cellopark Technologies Ltd., Booth #511 (left to right) Avi Elfassy, Pedro Lopes, Guy Selok, Roam Valera, CAPP

400—600 SQ. FT. Takeform, Booth #221 (left to right) Paul Hartigan, Roamy Valera, CAPP

800+ SQ. FT.

Takeform Flowbird

Flowbird, Booth #1209 Bertrand Barthelemy, Roamy Valera, CAPP LAZ Parking, Ltd.

Genetec

Cellopark Technologies, Inc.

38 THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP

•

NETWORKING

SAILING INTO 2O19

Anaheim•CA

• •

CEUs

SUCCESS

TRENDS

Save the date for the world’s largest parking, mobility and transportation Conference & Expo. Mark your calendar!

WORKSHOPS

•

WORLD EXPO

IPIConference.parking.org

• L AT E S T P R O D U C T S

DESTINATION:

• TECHNOLOGY

S M A RT G R O W T H

E D U C AT I O N

•

PARKING SOLUTIONS

HE FUTURE of parking, transportation, and mobility is definitely in flux, and we decided to look to the next generation of parking professionals for the answers. The 2018 Parking Solutions competition brought together four finalist collegiate teams to compete for the best vision of parking of the future. In front of a panel of judges, teams from the University of Arizona, the University of Maryland, Carnegie Mellon University, and University of California San Diego presented their ideas and faced friendly grilling from the panel of judges. In the end, Carnegie Mellon took the grand prize for the team’s flexible, Pittsburgh-specific garage of the future. Many congratulations to all of this year’s participants!

SAVE THE DATE!

2019 IPI Conference & Expo June 9–12 Anaheim, Calif. Watch parking.org for announcements and details!

40 THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP

THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP 41

BY C

EA S L E

42 THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP

TE S B E

ve a h g to y, n i o ’s g ndustr t i ow ei n h k t ow h d We act on an ls t i p s na g im actly i i o i b s a t ex profes f it? a h w to ng i s k o r but pa em n h t a c e mak

5G IS A PRETTY BIG DEAL. “5G will have an impact similar to the introduction of electricity or the automobile, affecting entire economies and benefiting entire societies,” says Stephen Mollenkopf, CEO of Qualcomm.1 But what exactly is 5G? ■■ Who: Major wireless companies, like Verizon, AT&T,

Sprint, and others, are among the first to build, test, and implement 5G technologies. One of the key components is a chip, made by Qualcomm/Intel/Samsung, or others. A few other key players in the development of the 5G network include Nokia, Ericsson, and Huawei. ■■ What: The evolution of wireless networks to a faster, more reliable, and bigger network. It’s the next generation of how people and things will communicate. It means more sensors, more frequencies, and more connections. It also brings new network architecture and more advanced software.2 ■■ Where: Everywhere. Worldwide. All the things and people! Likely mainstream in Europe and Asia to start, followed by North America and beyond. As of the end of 2017, these three regions represented 67 percent of all connected devices.3 ■■ When: Components will roll out over the course of 2018, but the standards have not even been finalized. December 2017 brought an intermediary agreement, and a finalized version is expected in 2018. Overall, it’s unlikely to be out for the general public to use until 2019 (early adopters) or 2020 (majority of new devices will have hardware for 5G by then). Market penetration is predicted by 2022.4 ■■ Why: There are currently too many devices on 4G networks, bogging down the entire network. This means connections and response times are slower. Another key factor is the number of devices becoming connected that never were before—such as streetlights, refrigerators, parking meters, retail shelves, and a lot more. All these new devices need a place to connect, which means we need a bigger network.

Three Key Benefits

Let’s talk more about why 5G has so much appeal. First, more bandwidth will be available to accommodate technology and infrastructure. Each type of device, use, or connection could have its own frequency, and with dedicated frequencies, each user experiences faster communications and fewer interruptions or delays. Fewer demands on the connection mean the response speed can be increased and critical functions have less chance of going down or being interrupted. The next is reliability. Connections will be processed indoors, outdoors, in congested areas, and anywhere. And they will be consistently processed in any conditions, at any time, everywhere. Signals can easily go around buildings, avoid being absorbed by trees, and bounce off multiple surfaces without interference. Finally, there is latency. Often when you type something into a search bar on your phone, there’s a delay before the data you’ve requested appear. With 5G, that delay will be reduced to sub-1 millisecond. That’s 400 times faster than the blink of an eye.5 New technologies such as autonomous vehicles and virtual reality will be able to thrive in these conditions. When applying these three benefits to parking, it’s foreseeable that the apps we develop to guide people to parking spaces will need quicker, more reliable information to be useful in real time. We can also see how the trend toward big data will result in so much information that parking providers will need to streamline data and facilitate parking in real time if they want to stay relevant.

How Many Devices Are on the Network?

As of October 2017, there were 8.4 billion connected devices and 5 billion mobile subscribers worldwide,6 and predictions are increasing for 2018 and beyond across the board.

THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP 43

Automotive 202 million devices 22% CAGR 2015–25

Industrial 3.6 billion devices 27.8% CAGR 2015–25

>20 billion

Relate 5G to Parking

Consumer 8 billion devices 16.4% CAGR 2015–25

connected IoT devices in 2017 Medical 319 million devices 17.8% CAGR 2015–25

Communications 6 billion devices 8.5% CAGR 2015–25

Military & aerospace 5 million devices 12.9% CAGR 2015–25

Computers 1.7 billion devices -2% CAGR 2015–25

Source: electronics360.globalspec.com/article/8032/20-billionconnected-internet-of-things-devices-in-2017-ihs-markit-says

There are a ton of industries and devices that will benefit greatly from 5G connections. Consider the diagram above with some of the devices already connected to the internet of things7 (via 4G wireless networks). Everything from industrial inventory management, airplanes, gym membership use, and thousands more applications will be connected. Looking closer at the parking industry, more than 48 million connected vehicles are expected to ship in 2018,8 meaning network connections will snowball. Let’s not leave parking out of this discussion. Using a cellphone or connected vehicle to link to the internet and then find and pay for parking is one of the many functions that will benefit from faster connection speeds and lower latency. Now, I did leave one major piece that will significantly affect parking off that list. Perhaps you’ve already thought of the biggest looming technology that needs this bandwidth, reliability, and speed to go mainstream? Yup: autonomous vehicles. With autonomous tech, cars will communicate not only with the driver, but with other cars, the environment, infrastructure, emergency services, and everything around them. To do that in real time, the latency that 5G brings (as in, under 1 millisecond) will be imperative to the car’s decision-making.9

44 THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP

With pleasure! I’m going to divide it up into several key functions in the parking realm that will be impacted by 5G: apps, finding spots, payments, enforcement, and data: ■■ Apps: This is by far the broadest category. Apps will require Wi-Fi connections via smartphone to assist users with everything from finding a spot, to locating where you parked your car, summoning your self-driving vehicle, getting notifications about expiring parking sessions, to managing parking permits. Apps can also be used to get push notifications about parking restrictions, pricing, zone restrictions, or other necessary information. ■■ Payment: We are increasingly seeing people become more comfortable with mobile and online payment for parking, where people use virtual wallets or one-off transactions to register their vehicles and pay for a parking session. Secure Wi-Fi connections are required to load account balances, process credit cards, and maintain up-to-the-second information. ■■ Enforcement: As parking operators, having real-time enforcement information is critical to compliance and citation management. Being able to take a picture, write a ticket, and have it viewable by the offender immediately means people take parking payment seriously. Safety for enforcement officers is also enhanced, as tracking movement and relaying exact locations are done in real time. ■■ Data: Parking sessions collect information about the user, including license plate, address, geographic information, and many other things. This data can be accessed in real time to change rates, track vehicles of interest, dispatch enforcement, generate reports, and more. 5G will allow the massive quantity of information collected to be transmitted instantaneously to other vehicles, enforcement officers, dispatch, or other parties.

Issues Facing 5G and Vehicles

Security is a massive risk for cars. This first issue is the physical car—new connected devices often let us unlock, remote start, and use features such as Bluetooth phone connections. However, cars are significantly more vulnerable to hacking and theft as a result of these technologies. Electronic signal copying is easy to do, and it costs less than $30 in hardware to build a remote unlocking device.10 The next issue is personal data. With an estimated 1.5 terabytes of data being transmitted11—per vehicle, per day—some of the information will be personal. Who

Security professionals’ biggest sources of concern related to cyberattacks Mobile Devices

10%

30%

38%

20%

58%

Data in Public Cloud

10%

30%

36%

21%

57%

Cloud Infrastructure

11%

30%

38%

19%

57%

User Behavior (e.g., Clicking Malicious Links in Email or Websites)

10%

31%

37%

20%

57%

Customer Data

11%

32%

37%

18%

54%

Data Center/Servers

11%

32%

37%

18%

54%

Organization Data

12%

32%

37%

17%

54%

Network Infrastructure

11%

33%

37%

17%

54%

Applications

11%

34%

36%

16%

52%

Client Operating Systems 3% (e.g., Windows 7, Windows 10, MacOS, etc.)

14%

32%

36%

16%

52%

2016 (n=2912) Graphic Rounded to Nearest Whole Number

ot at All N Challenging

ot Very N Challenging

omewhat S Challenging

ery V Challenging

xtremely E Challenging

SOURCE: CISCO 2017 SECURITY CAPABILITIES BENCHMARK STUDY

owns this data? Should data be the property of the vehicle manufacturer to use for research and product development? Should it be the vehicle owner, who can sell their data to whomever they choose? And regardless of who owns data, there’s the risk of theft. I’m no criminal mastermind, but I imagine that data stolen from a vehicle could lead to identity theft, impersonation, or worse. Finally, it’s important to think about cybersecurity. Ransomware is already a huge problem outside of vehicles, and when applied to vehicles, it means that a hacker could remotely take over your car while driving, parking, or at any moment, and you’d be a helpless passenger.12 As it relates to parking, there are two primary security concerns. From the end-user perspective, paying for parking is increasingly done with a smartphone and an app. From the parking operator perspective, that parking payment and session information is stored on the cloud. Both of these internet-accessing activities open parking up to ransomware either via mobile device or the cloud, which are two of the top concerns for cybersecurity professionals (see chart above).13

Hitting Close to Home

If, after all this information, you don’t think 5G is a critical advancement in network technologies, consider something closer to home. Every single second of every day, 2.6 million emails are sent and received.14 Think about being on a call and going through a tunnel—how frustrating is it when you lose the connection? If your messages were in that queue, or you’re on the line with an important contact, how long before you become personally interested in the faster, more reliable connection speed offered by 5G?

With that, I leave you with this quote by Christoph Grote, senior vice president of electronics, BMW Group, “We expect 5G to become the worldwide dominating mobile communications standard of the next decade.” CHELSEA WEBSTER is marketing specialist with ParkPlus

System. She can be reached at chelsea_webster@ getparkplus.com.

Footnotes 1

ww.cnet.com/news/qualcomm-ces-2017-keynote-5g-is-the-biggest-thing-sincew electricity/

ww.gsma.com/futurenetworks/digest/five-things-wanted-know-5g-neverw dared-ask/

www.gartner.com/newsroom/id/3598917

www.theregister.co.uk/2017/12/21/5g_standards_arrive/

www.cnet.com/news/ces-2018-caring-about-5g-intel-iot-driverless-cars-vr/

www.gsma.com/

e lectronics360.globalspec.com/article/8032/20-billion-connected-internet-ofthings-devices-in-2017-ihs-markit-says

www.statista.com/topics/1918/connected-cars/

www.pcmag.com/article/345387/what-is-5g

www.cbc.ca/news/business/marketplace-electronic-car-theft-1.3515106

ww.techworld.com/tech-innovation/data-from-connected-cars-is-revenuew opportunity-3667408/

www.wired.com/2015/07/hackers-remotely-kill-jeep-highway/

ww.cisco.com/c/en/us/solutions/collateral/service-provider/visualw networking-index-vni/vni-hyperconnectivity-wp.html

www.internetlivestats.com/one-second/

THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP 45

UGH! The Dreaded Performance Self-Evaluation Making the most of this annual task can propel your career forward.

T’S THAT TIME OF THE YEAR AGAIN — you can hear the sighs and the moaning and groaning among the troops as you go down the hallway. It’s annual self-assessment time! Eyes are rolling, smirks are on employees’ faces, and the dread in the office is so thick you can cut it with a knife. It’s almost worse than going to the dentist! (In fact, the dentist might be more pleasurable.) Many parking and transportation departments are asking their employees to complete self-assessments or self-evaluations to highlight their key job responsibilities. These include comments, examples, and sharing how they feel they rate in categories such as professionalism, service, resourcefulness, personal accountability, and leadership. These self-evaluations are then reviewed by a manager and often included in the staff member’s annual performance appraisal and personnel file.

46 THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP

SHUTTERSTOCK/ LEO WOLFERT

BY MONICA TANKSLEY

Making the Most of It

While many of us whine about this lengthy process and don’t feel like anyone reads it, cares, or takes our comments or accomplishments seriously, it really can be a great opportunity to increase communication between ourselves and our managers. It also improves career development. Performance self-evaluations help all of us recognize where we stand and how well we are performing (or not performing). Best of all, it gives us bragging rights. Looking in the mirror and summarizing our work in an objective way is often difficult. While some of us don’t scrutinize ourselves enough, others of us are very self-critical. Below are some tips to assist in making your self-evaluation a success during your upcoming annual performance review.

Be honest about your strengths and weaknesses. Self-evaluations aren’t just about singing your own praises and pointing out your triumphs. Let go of your ego and emotions and take an honest look at the tasks you enjoy the most and areas where you could improve. Improvement areas could include such things as speaking in front of other staff members, leading projects, or improving time-management skills. Look at areas you struggled with during the year or where you felt you could have done better. It’s important not to be self-deprecating in this area of assessment, but use language that accurately conveys the areas you want to work on, what you learned, and what steps you will take to move forward. Ask yourself where you would like to be in five years. Once you have answered this question, look into the steps necessary to get that next job or promotion.

48 THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP

Research what skills, education, and experience will be necessary to obtain that goal. Do you need any additional training or skills? Write these down as they can become action steps within your career development plan. Within your plan: ■■ Identify and cultivate a relationship with a mentor or role model. ■■ Read material relevant to your industry. ■■ Engage in training and education. ■■ Keep a journal. ■■ Attend seminars relevant to your job. ■■ Take on special job assignments or job rotation. ■■ Receive coaching from a skilled co-worker. ■■ Increase customer contact. Define what support you would like from your manager. Brainstorm how your manager could assist you with your career development plan, such as having you lead projects, give you presentation opportunities, or pay for classes to improve your skill sets. Continuously strive for growth and never stagnate. Always adapt, learn, and change, whether you have had a good year or a fair year or have fallen short of some of your expectations. Stay hungry to improve and educate yourself. Track your accomplishments. Don’t downplay your organizational contributions. Stand up for your work in your self-assessment by having data to show what you’ve done throughout the year. Data are highly beneficial and strengthen the validity of your self-assessment.

ISTOCK/ DRAFTER123

Give yourself ample time to write your selfassessment. Although you could try to take time out of your busy schedule at work to complete the assessment, there will be numerous interruptions throughout the day that will affect your focus. It’s better to set aside some time in the evening or on a weekend, outside of work, with a clear mind so you can really focus. We all hate taking work home with us, but completing a self-evaluation in the quiet of your home, at the neighborhood library, or even at your favorite coffee shop will increase your focus and drive you to complete this very important project. Take time to do it well and do yourself justice—after all, your self- appraisal is all about you and you’re worth it!

Be professional. Always be professional when writing your self-assessment. Avoid using the assessment as an opportunity to criticize managers or co-workers. Use examples to support your assertions and please make sure to spell check your documents. These small but crucial steps are signs of how important the performance evaluation process is to you. Showcase your accomplishments. The main goal of any self-evaluation is to highlight your accomplishments. Be proud of all you have accomplished within the year and point to specific projects or tasks that highlight your best work. Let your manager recognize your critical role within the organization. Make room for growth and don’t become fixed on your perceived failures or too attached to your triumphs. Approach your self-evaluation with the same planning, determination, and effort you put into your daily parking and transportation projects and assignments.

The Don’ts

Just as there are Do’s for self-evaluations, there are also Don’ts. The below list should give you food for thought before you write your self-evaluation. Don’t: ■■ Turn your self-evaluation in late! ■■ Rush through your self -evaluation. ■■ Attempt to complete it in one go. ■■ Assume your manager knows your successes. ■■ Use emotional words such as “I hope.” ■■ Be afraid to take full credit for your accomplishments. ■■ Exaggerate. ■■ Blame your company or manager for your weaknesses. ■■ Wait until the last minute to begin writing your self-evaluation. ■■ Forget to bring a copy with you to your performance review meeting to use as a reference!

Stand out. Prepare a self-evaluation that stands out! Showcase your accomplishments in a straightforward way, with authenticity, pride, and enthusiasm. Demonstrate the unique value you have contributed to your corner of the parking and transportation industry. For example, if you increased sales, created new marketing strategies, earned a CAPP designation, published articles in parking and transportation trade journals, or received any awards or recognitions, include these. Spotlighting these key accomplishments demonstrates how you differentiate yourself performance-wise.

SHUTTERSTOCK/ BILLION PHOTOS

Avoid accomplishment laundry lists. Make sure your annual goals align with the annual goals of the organization and lead with a discussion of larger projects or more important assignments. Include unexpected projects that popped up during the year you may have taken the lead on. If you have a large volume of accomplishments for the year, categorize them into smaller bullet points to make it easier for your manager and HR to review. Incorporate feedback. Step into the spotlight! Inserting quotes, kudos, or positive testimonies from your manager, customers, and colleagues showcases your management of relationships and meeting or exceeding expectations. Show off a little! Consider attaching emails and letters that praise your work, turnaround time, or other areas you excelled in.

Whew! Now that you have finished your self-evaluation take a deep breath, take a bow, sit back, relax, and enjoy the praise of a job well done! Don’t be afraid to even give yourself a standing ovation! MONICA TANKSLEY is special events manager at the University of Rochester. She can be reached at mgayton-tanksley@parking. rochester.edu.

THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP 49

IPI IN ACTION | LEADERSHIP SUMMIT

IPI’s Second Annual Leadership Summit Is On the Horizon By Rachel Yoka, CAPP, LEED AP BD+C

IMITED TO JUST 100 ATTENDEES, IPI’s 2018 Leadership Summit will deliver an engaging learning experience at the Warwick Hotel in Denver, Colo. This event is designed for the brightest stars in the parking, transportation, and mobility profession, and IPI is prepared to deliver all-new content from powerful presenters in a dynamic setting.

A few of our featured sessions include:

■■ Be Nice! Ethics & Civility in the Workplace. ■■ Creative Forces: Inspired Solutions for

Business Success. ■■ Employee Engagement—It’s Emotional. A Case Study. ■■ Influence Without Authority—Managing Data/Emotional Balance to Get Things Done. ■■ Mind Over Matter: How to Stay Calm during Chaos and Remain Productive. ■■ Mitigating Conflict through Email. Registrants can look forward to connecting with an amazing and inspiring group of peers as well as multiple networking opportunities, from the opening welcome reception with the IPI Board of Directors to game night and some friendly competition! If you attended last year, join us again— this will be an entirely new experience. If you didn’t have the chance, make this your year to be one of the 100 attendees sharing in this exciting new educational and networking opportunity for leaders in parking, transportation, and mobility. For more information and to register, visit parking.org/100. RACHEL YOKA, CAPP, LEED AP

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

50 THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP

Keynote Speaker Joshua Allison, CUDE Founder & Chief Ideator ThinkCafe Millions of employees leave work each day frustrated, burned out, and discouraged. At the same time, countless emerging leaders are struggling to engage these very same people, missing out on the ability to influence their behavior, lead them forward, and ultimately win their hearts. This has led to a massive wave of disengagement, costing billions to U.S. employers as their employees check in physically, only to then check out emotionally once they walk in the door. I’m on a mission to help solve this crisis, with actionable tools for leaders and sustainable development strategies for their teams to survive and thrive in the New Workplace. I look forward to meeting you this October in Denver and changing the way we lead and do business.

w k, No c ba ble r e a ap vail P , A ok ack o Eb rdb The Ha nd

A Guide to Parking.

industry’s first comprehensive textbook

Table of Contents 1. Introduction

A GUIDE TO

PA R K I N G

2. Laws, Regulations, and Related Policy 3. Parking Planning: Functions, Analysis, and Strategy 4. Approaches to Parking Management 5. Technology 6. Sustainability 7. Managing Staff and Professional Development 8. Parking Enforcement 9. Economics and Finance 10. Architecture and Aesthetics 11. Designing and Engineering Parking Garages 12. Functional Design 13. Constructing Parking 14. Maintenance and Repair 15. Safety and Security

ING INSTITUTE INTERNATIONAL PARK

16. Marketing, Communications, and Public Relations 17. Integrating Parking with Transportation Demand Management 18. Adaptive Reuse of Parking Structures

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“ The nation’s leading experts have given us a virtual encyclopedia of parking ... A Guide to Parking shows how good parking management can improve cities, the economy, and the environment.”

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A Guide to Parking provides information on the current state of parking, providing professionals and students with an overview on major areas of the industry, written by top experts in parking, transportation, and mobility.

Donald Shoup, distinguished research professor

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of urban planning, UCLA, USA

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STATE AND REGIONAL SPOTLIGHT | MICHIGAN PARKING ASSOCIATION

Networking and Growth By Jay O’Dell

HE MICHIGAN PARKING ASSOCIATION (MPA) is a statewide organization interested in assisting and aiding association members in fostering up-to-date understanding of parking principles and practices by providing a forum for sharing and disseminating information specific to the parking industry.

The MPA has been focusing on growth. As part of this initiative, we partnered with the Ohio Parking Association (OPA) in May for our annual spring golf outing and conference. After a wet start at the golf course, we enjoyed beautiful weather for a rooftop reception at the Renaissance Hotel in Toledo followed by an amazing dinner at the Toledo Aquarium. Our conference the next day saw great attendance from both associations due to the engaging topics and strong exhibitor turnout. Topics included:

■■ Legislative updates.

■■ Smart City initiatives.

■■ Autonomous vehicles.

■■ License plate recognition case study.

In the coming year we will continue to pursue opportunities to partner with our friends in Ohio and strengthen our ties with IPI. We are also working on a summer networking event and a fall learning event centered on procurement initiatives.

JAY O’DELL is senior manager with SP+ in Detroit. He can be reached at jodell@spplus.com.

MPA BOARD OF DIRECTORS: PRESIDENT Jay O’Dell SP+ VICE PRESIDENT Aaron Terpstra City of Grand Rapids SECRETARY Traci Shell City of Lansing TREASURER Susan Wyatt City of Lansing PAST PRESIDENT Debbie Nyenhuis Ellis Parking MEMBERS AT LARGE Margaret Crandall Hannons Henry Ford Health Systems Keith Hay Jr. Traffic and Safety Control Systems Julie Parisian Muskegon Police Department Catherine Burch SP+ Tom Wiese Passport Parking ASSOCIATE MEMBER Jon Frederick Wayne State University

Join us today! MPAtoday.org

PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP

Find a Job. Post a Job. IPI’s Career HQ. Discover your next parking industry job or candidate in IPI’s Career HQ. Reach thousands of parking, transportation, and mobility professionals. New positions are posted daily with opportunities for every level.

Where will you go? Find out at careers.parking.org THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP 53

Around the Industry ParkCloud Contracts with Edinburgh Airport EUROPEAN ONLINE PARKING RESERVATION LEADER ParkCloud agreed to a significant contract with Scotland’s busiest and the U.K.’s sixth busiest airport, Edinburgh. The agreement will enable ParkCloud to offer its more than 3 million users the option of reserving their parking across all of Edinburgh Airport’s car park products. With a range of options to suit all travel needs, drivers parking up at the airport will be able to choose from longstay, long-stay express, mid-stay, terminal surface, valet parking, multi-story with fastTRACK, and the airport’s official off-site car park, Plane Parking. ParkCloud will also be able to offer its customers flexible and non-flexible parking options across long-stay, long-stay express, and terminal surface parking products. The long-stay car park offers fully secure parking with 24hour car park attendants and a courtesy coach service that operates between the car park and the terminal. With the same secure environment, mid-stay car park customers can easily park up and walk over to check-in or security in approximately five minutes.

PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP

Passengers who would like to park closer to the action can choose the equally secure terminal surface car park or valet parking. The terminal surface car park is situated just outside the terminal building and is a convenient two-minute walk to check-in. For that hassle-free gateway, drivers can choose to drop their keys at the valet parking area at the terminal and return to find their vehicle waiting following their inbound flight. Expanding on its ancillary service offering, ParkCloud will also extend the option of security fastTRACK for passengers reserving their parking through Edinburgh Airport’s multistory car park. Up to five people per booking can use the fastTRACK Bridge on level 2, which takes passengers straight into the airport’s security hall. Edinburgh Airport is Scotland’s busiest airport with 13.4 million people passing through the terminal in 2017—a record for any Scottish airport. It has seen significant growth during the last 12 months, with the launch of 22 new routes—21 of which are to international destinations—alongside the recent news that it has overtaken Heathrow Airport for number of domestic airline passengers.

APT Skidata Launches New Ticketless Solution

Introducing

IPI’s new online community Log in now to ask and answer questions, share tips and documents, socialize, and network.

Collaborate APT SKIDATA LAUNCHED A NEW TICKETLESS SOLUTION using the latest automatic number plate recognition (ANPR) technology to enhance the customer experience. Ideally suited to those operators offering an initial free parking period, the new solution replaces conventional paper tickets or RFID cards and uses the vehicle license plate as the access medium or virtual ticket. Drivers gain fast and easy access to parking without issues over lost tickets or tickets that are damaged or torn; operators significantly reduce the cost of consumables while further improving the customer journey. As the driver approaches the entry point, the license plate is read with a very high degree of accuracy. On exit, if the customer has exceeded their free parking period, payment can be made at an automated payment machine, manual cash desk, handheld solution Mobile. Gate, or at an optional exit column. The customer simply enters the license plate and the appropriate fee is calculated. The exit barrier automatically opens for all paid parking transactions.

Pete Brown, managing director at APT Skidata, says that the new ticketless solution means a higher throughput of vehicles. “With customer service at the heart of everything we do, giving operators greater choice over how they control entry/exit into their car park is paramount,” he says. Operators can either use the full ticketless mode or a combination of tickets and ticketless if a backup solution is required. This ticket-reduced configuration gives operators the convenience of a ticketless system complemented by the operational efficiency and reliability of a ticket-based system. If, for any reason, the license plate cannot be captured or the system is out of operation, a back-up ticket is automatically issued. Full reports on a daily or weekly basis can be produced on car park occupancy and payment/non-payment, useful in applications where an exit barrier may not be desired. An honesty button feature can also be accommodated in lost-ticket scenarios if a ticket has been issued.

Ask questions

Start a discussion

Join the conversation now:

forum.parking.org

THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP 55

Around the Industry

continued

Passio Recognized as a Top Innovative Company in Georgia Passio Technologies was recently recognized by the Technology Association of Georgia (TAG) as one of the Top 40 Innovative Companies in Georgia. TAG award recipients are recognized for a wide range of qualities, including degree of innovation, scope and financial impact of innovation, likelihood of success, and promotion of Georgia’s innovative efforts. Along with this recognition, Passio also attended TAG: The Summit. The Summit is an annual event that engages more than 1,400 executives, entrepreneurs, and academic leaders from around the world. These experts come together to discuss and develop ideas focusing on global trends in the tech community. Keynotes included Barry Simpson, SVP and CIO of the Coca-Cola Company; Alanna Cotton, GP and GM Mobile Computing and Wearables of Samsung Electronics America; and Thornton May, futurist, educator, and author. The major takeaway was that we are living in a groundbreaking city, steeped in innovation, and Atlanta is on its way to becoming a full-integrated smart city. The future is now. At the Summit, Passio President Mitch Skyer participated in a panel, “How the EV Trend Is Impacting Business,” with Jack Perkowski, of Green4U Technologies; and Isaac Wittenstein, of TEQ Charging, moderated by John Yates. The discussion centered around the emergence of electric and autonomous vehicles and how these technologies will impact the world.

PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP

Introducing

eVolt Installs Rapid Charging Units for Dundee City Council EVOLT UK INSTALLED THE LATEST versions of its rapid-charging units for a new hub to help Dundee City Council promote electric taxi use. eVolt installed four Raption 50kW Rapid Chargers and three 22kW eVolve chargers at the new hub at Aimer Square. The rapid chargers are capable of charging two vehicles simultaneously at full power in approximately 30 minutes. This is the first of three rapid-charging hubs to be introduced in Dundee in 2018 through the Office for Low Emission Vehicles (OLEV) Go Ultra Low program. Dundee City Council selected the locations based on commuter routes and a questionnaire sent to the city’s taxi drivers about their opinions on where the hubs should be. Fraser Crichton, transport officer at Dundee City Council, has been encouraged by the early usage of the units: “The rapid chargers have been in use at Aimer Square since the beginning of April and have already been used over 700 times in the 10 days since opening, including over 100 different users. There are currently 94 pure electric taxis in

use in Dundee, and we hope to see more drivers make the transition. “We have worked together with eVolt for a number of years now and have found the products to be high-quality and extremely reliable. They have always provided us with excellent customer service and support,” he says. More rapid chargers will be installed at Aimer Square later this year. The other two hubs will also be completed this year, with four rapid chargers and two eVolve chargers being installed at Queen Street car park, and six rapid chargers and three eVolve chargers being installed on Prince’s Street in the city center. Justin Meyer, general manager of eVolt UK, says the company is pleased to be involved in the project in Dundee: “With over 100 charge points, including the busiest rapid chargers in Scotland, Dundee is leading the way for EV. We are proud to be supporting the council’s project to lower emissions and increase the number of EV taxis by providing highly reliable and efficient charging units for these hubs.”

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Rewards for Winning Awards Can Really Stack Up

Start planning now to submit entries for people, projects, and programs deserving recognition. IPI awards showcase excellence in parking design, sustainability, and operations, as well as marketing and communications programs. Thereâ&#x20AC;&#x2122;s no entry fee to nominate yourself, a peer, an organization, supervisor, or staďŹ&#x20AC; person for professional recognition honors.

2019 Entries Accepted September 12 through November 7, 2018

parking.org/awards

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Charley DeBow Joins Premium Parking PREMIUM ANNOUNCED the addition of Charley DeBow to its executive leadership team as vice president of business development. DeBow will work with Premium’s operational team to provide innovative integrated management solutions for private and public-sector clients in the eastern United States. DeBow will be based out of Philadelphia, Pa., and Premium’s corporate headquarters in New Orleans, La. “Charley is a parking industry visionary. He’s excelled by being among the first adopters to combine technology across multiple hardware and software partners to create a seamless, superior customer experience for his clients and parkers. Now, utilizing Premium’s web-based software stack, we’re wellpositioned to provide industry-leading solutions at a much lower cost,” said Ben Montgomery, president. Premium Parking is a leading parking management and technology company, managing more than 24,000 parking spaces across commercial, hotel, mixeduse, retail, and residential developments throughout the U.S. Premium has continuously expanded its portfolio of clients and helped them increase revenue by providing best-in-class customer experience, integrated with a focused operational strategy and a state-ofthe-art technology platform for groups, subscriptions, permit management, reservations, and mobile payment.

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DeBow most recently served as senior vice president of sales and account management at Parkmobile, where he grew the provider’s footprint in major metro areas, including New York City, N.Y.; Philadelphia, Pa.; Pittsburgh, Pa.; and many others across the U.S. Prior to joining Parkmobile, DeBow was director of municipal parking for the borough of State College, managing both the on-street and off-street operations. There he architected the first license plate-enabled parking ecosystem. He is a board member of the Pennsylvania Parking Association, as well as a member of the IPI Technology Committee. He graduated from Pennsylvania State University with a bachelor’s degree in administration of justice.

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Advertisers Index Amano McGann, Inc... . . . . . . . . . . . . . . . . . . . . . . 19 amanomcgann.com 612.331.2020 CHANCE Management Advisors, Inc. .. . . . . 61 chancemanagement.com 215.564.6464 Designa USA. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .C2 designausa.com 888.262.9706 DESMAN. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60 desman.com 877.337.6260 EDC Corporation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 aimsparking.com 800.886.6316 FlashParking. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11 flashparking.com 888.737.7465 Flexpost. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .56 flexpostinc.com 888.307.6610

Flowbird Group (formally Parkeon & Cale). . . . . . . . . . . . . . . . . . . 9 flowbird.group 800.732.6868 International Parking Design, Inc.. . . . . . . . . .60 www.ipd-global.com 818.986.1494 IPS Group Inc.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .C3 ipsgroupinc.com 858.404.0607 Kimley-Horn and Associates, Inc. . . . . . . . .7, 60 kimley-horn.com/parking 919.653.6646 Leonardo/ELSAG LPR Solutions . . . . . . . . . . . 41 leonardocompany-us.com 877.773.5724 ParkMobile.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 parkmobile.io 770.818.9036

Rich & Associates, Inc.. . . . . . . . . . . . . . . . . . . . . 60 richassoc.com 248.353.5080 Southland Printing. . . . . . . . . . . . . . . . . . . . . . . . . . . .1 southlandprinting.com 800.241.8662 TNR Industrial Doors . . . . . . . . . . . . . . . . . . . . . . . 13 tnrdoors.com 705.792.9968 Toledo Ticket. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C4 toledoticket.com 800.533.6620 Walker Consultants. . . . . . . . . . . . . . . . . . . . . . . . . 61 walkerconsultants.com 800.860.1579 Walter P Moore . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 walterpmoore.com 800.364.7300

Passport . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 passportinc.com 704.837.8066

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CALENDAR

2018 IIIIIIIIIIIIIIIIIII JULY 18

IPI Webinar Buildng a New Data Standard for Parking parking.org/webinars

JULY 25–27

2018 Pacific Intermountain Parking and Transportation Association Conference Portland, Ore. pipta.org

IIIIIIIIIIIIIIIIIII AUGUST 6–14

IPI Training Parksmart Advisor Online, Instructor-Led Training parking.org

IIIIIIIIIIIIIIIIIII SEPTEMBER 12

IPI Webinar Park that Phone! The Road to a New Brand parking.org/webinars

SEPTEMBER 12–13

Seventh Brazilian Parking Conference Sao Paulo, Brazil abrapark.com.br

SEPTEMBER 16–19

Canadian Parking Association Annual Conference Toronto, Canada canadianparking.ca

SEPTEMBER 17–19

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

IPI Webinar Being a Superhero to Your City parking.org/webinars

OCTOBER 18–19

IPI’s Leadership Summit Denver, Colo. parking.org/100

IIIIIIIIIIIIIIIIIII NOVEMBER 6–15

SEPTEMBER 26–28

Carolinas Parking Association Annual Conference & Tradeshow Hilton Head, S.C. carolinasparking.org

IPI Training Parksmart Advisor Online, Instructor-Led Training parking.org

NOVEMBER 7–8

IIIIIIIIIIIIIIIIIII OCTOBER 4–5

Pennsylvania Parking Association Fall Training and Golf Outing Bethlehem, Pa. paparking.org

OCTOBER 7–10

Campus Parking and Transportation Association 2018 Conference Springdale, Ark. cptaonline.org

OCTOBER 9–12

New York State Parking Association 26th Annual Conference & Exposition Verona, N.Y. nyspa.net

OCTOBER 10–12

OCTOBER 17

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

Mid-Atlantic Parking Association Annual Conference midatlanticparkingassociation.com

NOVEMBER 7–9

California Public Parking Association 35th Annual Conference Los Angeles, Calif. cppaparking.org/conference

NOVEMBER 14–16

USGBC Greenbuild Conference featuring Parksmart Chicago, Ill. greenbuildexpo.com

IIIIIIIIIIIIIIIIIII DECEMBER 4–7

Florida Parking & Transportation Association Conference Sawgrass, Fla. flparking.org

THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP 63

WWW

. PARKING . ORG

In Case You Missed It… ON THE BLOG the Right People. Are you hiring for skill or ability? Jennifer Tougas, CAPP, ➚ Honiring the difference between the two and why one is almost always the smarter choice.

the Parking Professional. Burnout is real. Vanessa Cummings writes ➚ Recharging about the importance of downtime, even in five-minute increments.

Demise of Teen Car Culture. What a decline in teen driver licenses means for ➚ The communities—beyond revenue.

➚ What Facebook’s Valets Know. Secrets? You bet—and a lot more. and more at parking.org/blog and in your daily Forum email. ➚ These ON THE WEBSITE Accessible Parking Coalition’s information, resources, and more. ➚ The parking.org/apc. of the 2018 IPI Emerging Trends in Parking survey. ➚ Results the important details of the Alliance for Parking Data Standards. ➚ All news, member announcements, and more. ➚ Industry it out at parking.org. ➚ Check

AT THE FORUM practices for dealing with large, commercial vehicles parking long-term on ➚ Best private lots. standards for collections. ➚ Industry to find the best people for a new parking tech position. ➚ Ways value of recruiting for parking professionals from the hospitality industry. ➚ The operating procedures in case of care fires. ➚ Standard more, at forum.parking.org. ➚ And

Stay up on everything in parking, transportation, and mobility—parking.org! 64 THE PARKING PROFESSIONAL | JULY 2018 | PARKING.ORG/TPP

IS YOUR SYSTEM

FULLY INTEGRATED?

INTEGRATION IS INNOVATION Whether adding enforcement and permitting, installing new sensors, or upgrading existing meters with future-proof technology — all tied to a common backend — IPS Group offers seamless parking integration like no other.

877.630.6638 \ ipsgroup.com

1.800.533.6620

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VERY G REEN. V E RY F L E X I B L E .

JULY 2018 The Parking Professional ● CURBSIDE MANAGEMENT ● 5G TECHNOLOGY ● DATA AND TRANSPORTATION ● 2018 IPI CONFERENCE & EXPO WRAP-UP ● PERFORMANCE SELF-EVALUATIONS ● ACCESSIBLE PARKING COALITION