Parking & Mobility — October 2023

Rethinking Urban Mobility

What is the future of transport for people and goods in our nation’s most populated areas?

By Rich Lazer

By James A. Olivieri, CD

By Alejandra “Alex” Argudin, CAPP

By Casey Jones,

and Maria Irshad, CAPP

By Maria Irshad, CAPP

By Regina Clewlow

IN TODAY’S PARKING AND MOBILITY WORLD, NOTHING IS STANDING STILL. Things are changing not only day by day but sometimes minute by minute. It can be overwhelming at times, especially for those that have not yet fully embraced the need to integrate technology into their operations.

Victor A. Hill, CAPP, MPA

By Megan Leinart, LEED AP BD+C,

Typically, we see cities and municipalities falling behind the technology curve when compared with private industry. I would venture to say, though, that when it comes to implementation of smart parking and mobility technology, that may not be the case. More and more urban centers are embracing the “smart city” concept, and applying technology, data, and design to provide their residents with a safer and more convenient, beautiful, and sustainable environment.

By Kathleen Laney

But what defines “smart transportation”? Some of the top thinkers in this space – members of the IPMI Smart Transportation Task Force – define it as “people-centered and problem-driven technology-enabled solutions in mobility management to make the movement of people and goods across all modes more convenient, resource efficient, safe, and secure, and equitable.” This group discusses the current state of smart transportation and what the future may hold in one of this month’s feature articles.

By Stephen J. Rebora, R.A.

In addition to that great content, this issue of Parking & Mobility magazine delves into rethinking urban mobility: what is the future of parking and mobility in our cities and towns? We look at the offerings of a modern urban parking authority, the roll-out of digital self-service parking resources, and a future that includes urban air mobility, among other topics. There is a ton of actionable content in this issue, so be sure to catch it all!

By Dianne Oliphant

The future of parking and mobility is exciting, daunting, and perhaps most importantly, it is here. The good news is that we are taking it on together, as a community. IPMI will continue to be your partner as you navigate the opportunities and challenges to come. We’ve got your back. Let’s take on the future—together.

Melissa Rysak, editor rysak@parking-mobility.org

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Shawn Conrad, CAE s.conrad@parking-mobility.org

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Melissa Rysak, CPSM rysak@parking-mobility.org

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

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Parking Politics

By Maria Irshad, CAPP

IT’S ELECTION TIME, and while the presidential election is not on the ballot, there is no shortage of opinions and mail outs for our local elections (can we do something about junk mail please?), and while parking may not be on any ballot—it has all the politics

If you are a parking professional, you may as well be an elected official because you can stir intense feelings of disdain or strong levels of support depending on the stakeholder and their agenda.

I am a proud bureaucrat with 20 years of experience in a municipal environment. I think we can all agree that no matter where you work, if you manage parking, you are also managing its politics. I’ve had spirited discussions with industry colleagues about who has the most politics in their parking operations and while none of us concede, we have all had our share of experiences whether working for a hospital, university, airport, or municipality.

Do your Professor Emeriti demand a reserved parking spot even though they may only visit the campus a few times a year? Do the doctors at your hospital expect preferential parking? Maybe elected officials call you to get ‘help’ with a parking citation? Does the airline hub mandate convenient and cheap parking for their use alone? Is the new retailer in your shopping center requesting free parking for fear of losing customers?

Working in parking is politics but on a different scale—and that can be challenging. How do you manage the expectations of the person who, at the end of the day, may have some form of control over your revenue, budget, or operations? It should be as easy as saying no to the customer who received an expired meter citation because they truly had an expired meter. But we all know this is not our reality.

In and out of political seasons, certain stakeholders wield a significant amount of influence. We put our frontline staff through conflict resolution training to handle disagreeable customers. But are we also thinking about how we handle our internal customers? The ones that can have control and a larger impact on our operations and our external customers who have the power of their vote?

Just like a politician, a parking professional needs to be out in the community. It is important that stakeholders are involved in the process. It is a big mistake to have stakeholder engagement where all you are do is tell them what the program will be without their input. They should have an opportunity to provide feedback. We then must be flexible and make the modifications when needed. They are the end user, and they can speak to its impact on their lives, operations, and businesses.

All it takes is one call to the right person and your whole program can be shut down, no matter how much

time and manpower you dedicated to its development. Even worse than that one call is a media expose that catches your administration off-guard. Engagement with internal and external stakeholders is a requirement throughout your process.

Like elected officials, parking professionals have a stump speech at the ready when confronted with opposition or support. “Parking should be friendly, not free” is a mantra many of us recite daily. The only thing the public love about parking is when it is free. We are always fighting an uphill battle. When situations go awry and out of our control, we take the slings and arrows. I have battle wounds as I am sure many of you do too.

I was lucky enough to learn the politics of parking policy from my former boss. She talked straight, spoke the truth, and withstood the fire with grace and ease. Not an easy act to follow, but she set a course for me to follow.

Data is key to sharing information. Numbers take quite

a bit of emotion out of the argument; sharing how cars circling for parking increases traffic and carbon emissions or discussing lack of turnover or occupancy counts won’t elicit the emotional reaction that starting straight off with paid parking might.

Facts, figures, and revenue speak volumes. We share the information, make recommendations and the powers that be make their decision. Good or bad, we will have to manage the outcome but the powers that be are aware of the reward or risk of their decision.

Our ultimate goal is to provide safe, convenient and equitable parking for all, but when politics are at play flexibility may be our best resource. ◆

MARIA IRSHAD, CAPP , is Deputy Director for the City of Houston, a member of IPMI’s Board of Directors, and co-Chair of IPMI’s Smart Transportation Task Force. She can be reached at maria.irshad@houstontx.gov.

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Rethinking Urban Mobility Leveraging Data and GPS for Curb and Mobility Management

By Regina Clewlow

IN AN ERA OF URBANIZATION AND TECHNOLOGICAL ADVANCEMENT, the way we move within cities is undergoing a profound transformation. The way our curbs and streets are used has been changing quickly—from the rise of new modes of transportation such as dockless scooters, to the rapid growth of goods delivery in cities. As a result, rethinking urban mobility has become imperative, and one of the key drivers of this transformation is the innovative utilization of data and GPS from connected vehicles to support curb and mobility management.

Reimagining the Humble Curb

The curb, long thought of as a simple strip of concrete dividing road and sidewalk, is emerging as a critical component in the reimagining of urban mobility. Traditionally associated with parking and drop-off points, the curb is now being redefined to accommodate a wider range of activities, from rideshare pickups and e-commerce deliveries to micromobility services like e-scooters and bike-sharing. This

Historically, curb management has been reactive rather than proactive. Cities relied on manual, one-time data collection methods and lacked real-time insights into how curbs were being used. This has exacerbated various inefficiencies, such as vehicles circling in search of parking spaces, double-parked delivery trucks in bike lanes, and obstructed pedestrian pathways. Fortunately, the proliferation of connected vehicles,

The Rise of Data-Driven Mobility Management

Connected vehicles are transforming urban mobility by generating a wealth of real-time data. These vehicles are equipped with GPS, sensors, and communication technologies that enable them to continuously transmit information about their location and additional vehicle data. Harnessing this data holds the potential to optimize various aspects of urban mobility, particularly curb management.

Imagine a scenario where a city’s curb management system is fed with data from connected vehicles. These vehicles could automatically pay for their use of curb and street space seamlessly, while providing valuable insights for cities to better manage supply and demand for different use cases. Moreover, cities could dynamically allocate curb space based on real-time demand, converting parking zones into temporary loading zones during peak delivery hours and accommodating the needs of rideshare services precisely where they’re needed.

Precision and Sustainability

The marriage of data and GPS in the realm of urban mobility management extends beyond just efficiency; it’s a critical component of sustainability efforts. Reducing congestion and optimizing curb space can have a positive impact on air quality and overall environmental health. When data guides the allocation of curb space, it reduces the unnecessary movement of vehicles, cutting down emissions and fuel consumption.

Furthermore, by gaining insights into travel patterns and traffic flow, city planners can make informed decisions about infrastructure investments. This could lead to more strategic placement of public transportation routes, incentivizing the use of ecofriendly transportation options, and identifying where to place EV charging infrastructure.

The Road Ahead

Rethinking urban mobility through data and GPSenabled connected vehicles is a journey that requires collaboration between technology innovators, city planners, policymakers, and citizens. As we move toward a future where cities are smarter, more efficient, and sustainable, the integration of real-time data from connected vehicles into curb and mobility management systems will play a pivotal role.

The era of smart curbs, precision parking, and adaptive mobility solutions is dawning upon us. By embracing the transformative power of data and GPS technologies, cities have the opportunity to alleviate traffic congestion, reduce emissions, and create more livable urban environments. As we reimagine our cities, let us not only focus on the vehicles that transport us but also on the data that guides us toward a more connected, efficient, and sustainable urban future. ◆

REGINA CLEWLOW is CEO & Founder of Populus. She can be reached at regina@populus. ai.

Rethinking urban mobility has become imperative, and one of the key drivers of this transformation is the innovative utilization of data and GPS from connected vehicles to support curb and mobility management.

Curb Management and Transit Equity

Victor A. Hill, CAPP, MPA

THREE ISSUES ARE AT THE FOREFRONT OF URBAN MOBILITY —curb management, climate change, and equity. Visit any major city and you’ll see myriad ways curb management is being addressed in reasonable and, arguably, not-so-reasonable ways while the usual challenges of congestion and parking remain. Mobility equity is similarly problematic for those whose primary means of getting places, especially work, is some form of public transit. Transit service isn’t always reliable or conveniently available, even in the most vibrant urban areas.

Now, consider how to address both curb management and transit equity issues sustainably.

New York City recently started a pilot program called Smart Curbs to consider better ways to manage curbs in a 15-block area of the Upper West Side. The pilot is part of a longer-term goal to move traffic, reduce congestion, and promote sustainability by reducing tailpipe emissions and improving air quality. Additional efforts will include tolling based on peak or off-peak hours.5 The ideal outcome for Smart Curbs will be a decrease in double parking that will reduce congestion.

Freight and commercial goods are an important and growing part of the economy, but also a significant contributor to emissions and poor air quality. Seattle is pushing for zero-emission freight and cargo delivery in support of the zero-emission urban goods movement. Online shopping surged post-pandemic, increasing the emissions generated by the logistics industry. Consumer Reports, noting a 2020 study from Stand.earth, reported that the last leg of home deliveries “was responsible for more than 4.5 million tons of carbon dioxide emissions in 2020” alone.4 Walker Consultants and C40 Cities developed a plan with the Seattle Department of Transportation, where the goal is to create zeroemission loading zones and promote more use of e-cargo bike deliveries.2

“Small businesses and freight companies need many different options,” said Chrissy Mancini Nichols, National Director of Curb Management and New Mobility for Walker Consultants. “The pizza shop, the florist—they all need to make deliveries throughout the day, and sometimes the best option to make that delivery is something other than a car.”

E-cargo bikes could be part of the larger strategy to reduce emissions, congestion, and reduce vehicle speeds and conflicts, especially in pedestrian heavy neighborhoods.

Seattle’s goal is that 30% of all commercial goods delivery be zero-emissions by 2030. The city’s Climate Action Plan established a goal to reduce greenhouse gas emissions 58% below 2008 levels by 2030 and to achieve zero net core emissions by 2050.3

“One more immediate opportunity for dense urban areas is to update transit service for post-COVID travel patterns—more frequent all-day service to multiple destination types and less focus on rush-hour commuting to offices,” said Greg Strangeways, a consultant with Walker Consultants, who specializes in urban transit strategies.

Peoria County in Illinois is evaluating how the built environment, including pedestrian, bicycle, and transit infrastructure and services, impact economic opportunity and access to essential services in an underserved community of Southside Peoria. The study, done in partnership with the community and funded by the Illinois Department of Transportation, looked at the impacts of the current transportation system and ways to improve access.

“The project is very community driven. Our recommendations, including example practices and strategies, have been based on community feedback from partners or community feedback from our survey,” said Renata Langis, a planner with Walker Consultants who has been working on the study. She added that the community wants to take advantage of other services besides buses. An affordable bike share program and a late-night ride share program are two examples of equitable strategies the community wants and will use because many residents work outside of the typical 9 a.m.-5 p.m. schedules when transit services are available. The study noted the community is challenged to find good quality fresh food, an issue referred to as a “food desert,” so access to varied, sustainable transit is essential to obtain healthy foods. Cost is often a barrier, and many people using public transportation do not own a vehicle. More robust options will make transit more affordable, access to services more effortless, and more sustainable

by promoting efficiencies that, in turn, reduce emissions. Offering reduced fares, mobile ticketing, cash payment options, and even mobile food pantries could improve convenience and increase ridership while addressing the equity concerns.1

Existing fixed transit routes could someday be used in more sustainable ways but in a slightly different context.

“In the longer term, autonomous vehicles may be more likely on fixed-route transit before coming to taxis or private vehicles,” Strangeways said. “The challenges with fixed routes are less, and the potential benefits of offering more transit service due to reduced labor costs are so much greater.”

Discussions around the future of transportation for people and goods must consider ongoing strategies for curb management and transit equity. The push toward zero emissions combined with updated policies to mitigate congestion will help improve air quality. Mobility equity, especially in urban areas, is a win-win because it gives people easier access to their jobs, and in food deserts or areas where services may be limited, it promotes healthy choices. ◆

VICTOR A. HILL, CAPP, MPA , is a mobility and transportation planner with Walker Consultants, and a member of the CAPP Certification Board. He can be reached at vhill@walkerconsultants.com

REFERENCES

SUSTAINABLE MOBILITY TASK FORCE

1. American Council for an Energy-Efficient Economy. (2023, August). State and Local Policy Database. Baker, M., & Langis, R. (2023). Peoria County (61605) Transportation Equity Study Advisory Committee Meeting. Walker Consultants.

2. Bancroft, E. (2023, March 31). SDOT Blog. Retrieved from SDOT Blog: https://sdotblog.seattle.gov/2023/03/31/ zero-emission-freight-e-cargo-bike-delivery/

3. City of Seattle, Office of Sustainability and Environment. (2023). Transportation and Electricification Blueprint. Retrieved from Seattle. gov: https://www.seattle.gov/environment/ transportation-electrification-blueprint

4. Waddell, K. (2022, July 12). Consumer Reports. Retrieved from Consumer Reports: https://www.consumerreports.org/environment-sustainability/ home-deliveries-from-online-shopping-increase-air-pollutiona1594467530/#:~:text=The%20final%20leg%20of%20home,earth%2C%20 an%20environmental%20advocacy%20nonprofit

5. Woodhouse, S. (2023, September 5). Bloomberg. Retrieved from Bloomberg: https://www.bloomberg.com/news/articles/2023-09-05/ upper-west-side-smart-curbs-herald-wave-of-nyc-parkingreform?srnd=citylab-transportation

Parking’s Bottom Line How Enhancing the Customer Experience Pays Off

By Megan Leinart, LEED AP BD+C, CAPP

THE PARKING EXPERIENCE has played a significantly higher role in recent years, and organizations are focused on improvement in various ways. Whether people park on the street, in surface parking lots, or in structured facilities, parking is an essential part of many journeys. Cities, universities, airports, and owners and operators have taken extensive measures to maximize these experiences for drivers.

Revolutionizing Parking Through DataDriven Insights

People today are constantly on the move, and the demand for parking is high. Data plays an important role in optimizing operations, enhancing customer service, and ensuring the smooth flow of traffic. The technologies available to achieve these goals continue to improve. The ability to obtain and evaluate data has transformed our industry, allowing organizations to harness the power of analytics to make informed decisions, streamline operations, and maximize revenues.

While there are many reasons to take the initiative to improve parking experiences, the impact on the bottom line can’t be overlooked. Now more than ever our industry is embracing a customer-centric approach. Efforts include implementing solutions to obtain data-driven insights, creating positive first and lasting impressions, and employing strategies to understand how consumers make decisions.

Owner and operator objectives are a complex combination of attracting customers to their parking spaces while making parking so efficient and smooth that it barely registers on the way to their destinations. Understanding people’s patterns and preferences affords a valuable understanding of consumer behavior and the information needed to establish loyal, repeat customers.

On- and off-street parking areas can now be equipped with an array of sensors, cameras, and software systems that identify patterns and behaviors. Data captured includes parking utilization, duration of parking events, peak utilization times, seasonal trends, payment methods, and even vehicle types. Collecting and analyzing these figures can provide insights that were previously unimaginable. Armed with this information, organizations can implement dynamic pricing models, designate reserved spaces, and offer amenities aimed at maximizing space utilization and revenue generation.

Parking data can also enable operators to improve patron comfort when it comes to finding available parking. For many, issues like the search for parking, long lines, and payment option confusion can be very stressful, and can impact their likelihood to visit (or return to) a destination. Rather, real-time availability information, predictive analytics, and automated payment systems and apps can lead to a more convenient parking process and happier customers.

Finally, effective parking management comes with considerable operational costs including maintenance, security, and staffing. Data analytics can help identify areas of inefficiency and save money, improving your bottom line and freeing up financial resources for customer service, staff support, maintenance, security, or amenities.

Harnessing the Power of First (and Lasting) Impressions

It is well documented and often stated that parking is the first and last experience at many destinations. First impressions are crucial. Crafting a distinctive identity that resonates with customers and encourages them to return will go a long way toward achieving repeat business. Convenience is key and competition is fierce. Aesthetics play a vital role in creating a positive memory and establishing a competitive advantage.

Eye-catching aesthetics and effective branding create that first impression and a sense of comfort for patrons. Forward-thinking organizations now recognize the importance of transforming their parking areas into welcoming, efficient, and memorable spaces. This too can be applied to both on- and off-street parking areas.

Physical appearance can set the tone. Attractive design, well-maintained landscaping, clear striping, clean and safe surfaces, and convenient amenities can make a big difference. Each of these elements are essential to providing a sense of safety and comfort that patrons value.

Good branding, combined with clear and concise signage, conveys the identity of the parking area, and provides a connection to the parker. This is a necessity when it comes to standing out, enhancing user comfort, and creating a memorable experience. It can turn an ordinary parking event into a memorable one.

While each of these elements is crucial to a customer-centric operation, the important role of a well-trained and friendly frontline team shouldn’t be overlooked. Parking attendants, maintenance staff, enforcement officers, and parking ambassadors can establish that emotional connection that no amenity can. They are the people on the ground to strengthen the feeling of safety in a garage, explain new technologies, maintain clean and comfortable parking areas, provide guidance regarding parking rules or ordinances, and much more. A polite and helpful staff

with a genuine desire to assist customers can leave a lasting impression.

Unlocking the Psychology of Parking Decisions

Parking is not simply an exercise in logistics, but also a study in human psychology. Parking owners and operators are tasked with facilitating efficient space utilization, while understanding how people make decisions.

A happy customer is not only more likely to return but may also spread positive word-of-mouth. Understanding what makes them tick, and striving to provide the most personal parking experience possible will go a long way toward encouraging future visits.

So many things go into trying to meet the unique needs of each customer. Everyone prioritizes a different element along their parking journey and will seek them when making their decision. Proximity to the destination, price, perceived safety, and vehicle-specific amenities like EV charging stations are just a few.

There are several ways organizations identify these priorities for those they serve. Customer surveys, social media engagement, community outreach, and industry education go a long way toward gaining patron trust, while understanding the actions needed to provide those personal parking experiences and keep people coming back.

Driving Innovation

By harnessing advanced data insights, curating memorable experiences, and understanding the psychology behind decisions, organizations are revolutionizing their approach to creating the best parking experiences possible while establishing a loyal base of repeat customers. While customer service has always been a priority, the parking industry is in the midst of a customer-centric revolution. The recognition of parking as an integral part of today’s urban environment continues to inspire progress and create a future where parking is more enjoyable for all users and financially beneficial for the organizations creating these experiences.

MEGAN LEINART, LEED AP BD+C, CAPP is President of Leinart Consulting. She can be reached at megan@leinartconsulting. com

Recruiting To Retain The Talent Story

By Kathleen Laney

ACROSS MOST INDUSTRIES, including parking, employers are scrambling to quickly solve a complex retention issue. While successful employee retention is the culmination of a myriad of touchpoints throughout employment, employers incorrectly believe that the retention success formula begins on the first day of the job. The first day of the job doesn’t mark the true beginning of the retention formula; it starts during the recruiting phase. You may think that recruitment and turnover are two completely different things, but they are actually the beginning and end to the same journey. If you take shortcuts through the recruitment process, the result is an unsteady foundation, which is often unable to withstand the test of time for retaining an employee. So, what is a retentiongrounded approach to recruiting?

The Candidate and Employee Experience

The first step for building a strong recruiting to retain strategy is to focus on the experience. When I say the “experience” I am referring to both the candidate experience and the employee experience. Believe it

or not, these have a symbiotic relationship, a strong impact on the company’s future, and even impact the effectiveness of attracting and keeping new hires. The candidate’s experience is all about the hiring process. This includes everything from the moment a candidate submits their application until the company’s final decision such as:

● How quickly applicants receive a response to their resume submissions, questions, and follow-up.

● How personable the management is during the interview process.

● The logistics and efficiency for how interviews are conducted.

Each interaction and piece, no matter how trivial, has a major impact. The candidate’s experience is the sum of the candidate’s thoughts, notions, and opinions about your organization, procedures, and the people they’ve talked to, even before they are hired. In fact, most job seekers and candidates are frustrated by the whole process and the steps they’re obligated to take.

On the other hand, the employee experience includes what an employee learns, sees, and hears in the company after they are hired. The experience takes

The Leading Credential in Parking & Mobility

Michael W. Tudor, CAPP Executive Director, Parking Authority of River City, Inc. (PARC)

Click here to find out why Michael earned his CAPP and how it impacted his career.

CAPP Certification demonstrates the achievement of a level of excellence needed to be part of a world-class parking operation.

place from their first company interaction through to their last goodbye. It’s the memories they create, bonds they form, interactions they have, etc. With unemployment so low right now, the power is in the employees’ court. They can, and will, make use of this opportunity to pick and choose where they will be most satisfied. A great candidate experience offered by a competitor can even lure away top performing employees compared to their current employee experience. Ultimately, most companies point to cultural fit as a key retention or attraction strategy, but is pointing to a mere “feeling” a measurable strategy?

Hiring for Culture Fit vs. A Fit-First Approach

Cultural fit can mean many different things. It can mean a gauge on your organization’s essential values, or might simply mean, “Is this person someone you want to have a beer with after work?” The traditional use of the term “culture fit” can be exclusive, perhaps even a new unconscious form of discrimination without realizing it. It is an incredibly vague term, and it’s a vague term often based on gut instinct. Often, companies can’t tell you what aspect of the culture they are worried about, just that “It’s not a good fit.” This is where a “fit first” approach to recruitment can transform your talent attraction and retention strategy.

“Fit first” refers to an organization filling in the gaps of their current workforce or team instead of hiring for sameness. A team of people who excel at seeing “the big picture,” for instance, may fail because they lack the individuals who focus on details. So, they overlook key factors and fall prey to groupthink. If you want your business to stretch into new markets, areas, or industries, it’s going to take new and novel perspectives to get there - look beyond just hiring people who share the same perspectives, strengths, and weaknesses. In the same way that businesses do for products, a gap analysis can also be done for your people and talent. In what areas are your teams lacking? This could be a lack of big picture thinkers, those who obsess about the details or not enough creative thinkers. By solving for and understanding these gaps you can either upskill existing team members or recruit individuals with complementary skill sets to complete the team.

The transition from hiring for culture ‘fit’ to hiring for ‘fit first’ will take time, and you will face resistance. The key is recognizing that the world is constantly changing, and you need employees that understand the changing world to ensure your clients’ and customers’ needs are met. The approach that got to where you are today won’t get you to where you want to be tomorrow.

Keeping Talent Engaged

Talent across all industries including the parking industry is overwhelmingly open to new opportunities. They are looking for remote work, higher compensation, more flexible working environments, etc. While some employers are eager to bring everyone back to the office, you might want to reconsider this. There’s a solid chance your company has done a great job keeping your workers happy and feeling valuedbut employers can’t rest on their laurels. So, if you want to truly recruit and retain top talent, you need build a workplace people want to be at which includes:

● Providing growth opportunities.

● Have the right tech.

● Empowering and trusting your employees.

● Be flexible on work arrangements.

● Offer amazing perks.

● Bring career advancement to the table through upskilling and training.

Successfully building a talent strategy for tomorrow relies on ensuring that your recruitment partner can effectively engage and grow with you, and that candidates are effectively committed to your organization throughout the recruitment process. Organizations need to move past the mindset of merely increasing salaries and broaden their perspective to actionably consider how they can create the right working environment for employees, and the right candidate process for their prospective new hires.

KATHLEEN LANEY is Founder and Search Consultant with Laney Solutions. She can be reached at kathleen@laneysolutions.com

Respect for the Parking Profession

By Stephen J. Rebora, R.A.

FOR AS LONG AS I CAN REMEMBER, I wanted to be an architect. As a child I dreamed of designing beautiful skyscrapers, bustling shopping centers, and magnificent libraries and schools in sprawling cities full of light and glass. As an architecture student, I dreamed of working in a big firm, creating award winning, world renown landmarks….and now, I am a parking professional.

No one dreams of growing up to design parking garages and intermodal centers. There is no formal degree for what we do. The International Parking & Mobility Institute (IPMI) and others have put together good programs to convey the knowledge and demonstrate the skills needed for the job, but I am still waiting for an accredited university or college to pull together a program that borrows from its schools of engineering, architecture, planning, business, information technology, economics, and public policy to build a curriculum that covers everything we do.

I have been in this business now for more than 30 years, and it has been very good to me and my family. It has given me the means to positively influence the design and development of countless communities while also keeping a roof over my head, food on the table, and seeing both kids through college and into adulthood. I count myself truly fortunate to have found parking, and particularly, DESMAN, coming right out of school.

When I took on the leadership role at DESMAN almost 20 years ago, I was guided by the Mission Statement formulated by our founders, particularly the parts which said, “…internally we strive to enrich the lives of our employees and embrace personal values. We care about serving our clients, and improving the communities in which we work. Our enduring client relationships reflect our ongoing commitment to the principles of collaboration, partnership, and hard work.” I was also buoyed by the education campaign launched by the then International Parking Institute around the same time, “Parking Matters.”

What do I want this company to be?

Like many new leaders, I had to ask myself, “What do I want this company to be?” I knew we were a great company because we had always lived by the credo “take care of your people (employees and clients), and the business will take care of itself,” but I did not know if that was enough to build a future around.

I knew that we did not want to simply be “the best”. I had seen too many untalented architects working hard to sell

themselves as great just by being arrogant and unapproachable and knew that only lasted until the next great thing came along. And I did not think we wanted to be “the biggest”; in my experience, pursuit of that goal ultimately required placing profits and expansion over relationships and good will, putting the business first and the people second. That was not the DESMAN way as I knew it or wanted.

In a journal I kept then, and now, I listed out the things I wanted our company to be known for. That list included:

● Stability

● Longevity

● Respect

● Reliability

● Fairness

● Practicality

● Creativity

● Value

● Professionalism

These became the points on my personal compass that have driven each decision I’ve made in the last 20 years for DESMAN, and I don’t think I would change any of them.

I might add “sustainability” because that seems to apply to so much of what we do these days: the environment, corporate culture, fiscal discipline, etc. Certainly, as an industry, we have widened our purview of responsibilities and practices, to the point of adding “mobility”. When you go to a parking industry event today you are likely to hear a speaker talk about the importance of not providing parking to promote more environmentally friendly modes of travel.

Parking Still Matters

Parking is an important component of urban mobility. Parking still matters. The first American automobile manufacturing company, Duryea Motor Wagon Company, was found in Springfield, MA in 1893. By 1923, there were more than 14 million registered automobiles in the United States. A hundred years later, we have yet to find a mode of transportation that can rival the personal vehicle in terms of convenience, comfort, and speed and there are over 292 million of them across the country.

And even as we envision a potential future where dependence on personal vehicles is decreased—by choice, necessity, or innovation—parking retains its place as a critical infrastructure component for the health and growth of communities. The greatest trends and innovations in our industry in recent years—automated guidance systems, gateless access controls, digital curb management, electric vehicle readiness—echo this by promoting better management and utilization of parking. The very practice of eliminating parking maximums in urban cores does not necessarily call for the elimination of parking per se, just a more realistic calculation of how much parking is truly needed to support growth. Even the proliferation of hybrid and remote working arrangements has not necessarily reduced the need for parking as much as it has transferred it from urban cores to gateway cities and smaller communities.

Just as the industry has evolved, so has our company. The offices we maintain are still centers for production and collaboration, but the work we do is as likely executed at a kitchen table, café, or home study as in a cubicle or corner office. If anything, the recent pandemic has made our company, and our culture, more resilient. When we gather as co-workers now it is in celebration and joy, not just duty.

Face-to-face meetings with clients and partners are an occasion, not just a required task. We have seen what it is like to be forced apart and are grateful for the chances when we can be together.

For all this change, our core values and focus remain true and unchanged. For me and the other DESMAN executive officers, the priority is still taking care of our people, so that they can take care of our customers. We are still focused on attracting and retaining partners, not just new customers, with whom we can build long-term relationships. We still promote a company culture focused on balance, respect, reliability, fairness, practicality, and creativity. I still don’t want DESMAN to be the biggest, but I would be happy if we were known for the happiest employees with the most satisfied clients.

When I was young, I did not dream about designing great parking garages. But I do now ◆

STEPHEN J. REBORA, R.A. , is President & CEO of DESMAN, Inc. He can be reached at srebora@ desman.com

Abbott Northwestern Hospital Purple Ramp

ALLINA HEALTH is one of the leading regional healthcare providers, drawing patients and visitors from throughout Minnesota and nationally. Abbott Northwestern Hospital’s (ANWH) 10-year Facility Master Plan created a framework to support the anticipated growth of the hospital campus which will allow the hospital to continue providing world-class services to the region. A critical goal of the master plan was to increase parking capacity at the campus to allow for future growth.

Allina Health’s mobility plan prioritized the reduction of singleoccupancy vehicles on the ANWH campus, spurring the need for holistic parking and multimodal transportation solutions that integrate into the wider Minneapolis transportation network. Allina understood that the Purple Ramp could be transformative for the campus and the broader

FIRM: Kimley-Horn

PROJECT LOCATION: Minneapolis, MN

PROJECT OWNER: Allina Health

KEY STAFF:

● Ben Henderson, PE, SE, Project Manager

● Karl Gaebler, PE, SE, Project Engineer

● Peter Lemmon, Traffic/Mobility

PROJECT TEAM MEMBERS:

● Architecture: Ryan A+E

● Mechanical, Electrical, Plumbing: Dunham Associates

● Survey: Egan, Field & Nowak

● Program Manager: Jacobs

Henderson Gaebler Lemmon

“Kimley-Horn was a new design partner selected by Allina Health to lead the design of one of our largest parking structures, the Purple Ramp at the Abbott Northwestern Hospital Campus. Kimley-Horn was selected based on their experience, technical abilities, team approach, city entitlement experience, and financial stewardship. They did not disappoint.

The Kimley-Horn team’s ability to lead a collaborative design process with Allina Health and other stakeholders, including governing agencies, the general contractor, and the community, was impressive and professional. Allina Health felt well represented with Kimley-Horn taking the lead in the City of Minneapolis entitlement, planning and permitting process, which resulted in successful outcomes for Allina Health.

Kimley-Horn laid a solid foundation from which to build Allina Health’s expansion of the Abbott Northwestern Hospital campus, and have secured a long-term partnership for Allina Health.”

Brent Ogne Director, Facilities Project Management, Allina Health

community. This project provides a horizontal and vertical expansion of the existing parking ramp at the south end of the hospital campus and accommodates multiple transportation modes including cars, bicycles, pedestrians, and transit—and offers connections to the Midtown Greenway, a heavily used and highly prized bicycle and pedestrian tail along a 5.5-mile former railroad corridor. The Purple Ramp also provides a welcoming “front door” to the ANWH campus with an activated streetscape designed to enhance the visitor experience.

Kimley-Horn led the design of the new Purple Ramp, providing project management, entitlement, structural engineering, parking consulting, civil engineering, landscape architecture, and traffic engineering services. The Purple Ramp consists of an eight-level parking structure (approximately 1,425 parking stalls), approximately 2,000 square feet of retail/office space, and a two-level vertical expansion of existing Ramp 6 (approximately 425 parking stalls). This parking ramp provides parking for patients and employees and includes a storage facility for approximately 200 bicycles. Allina Health also proved their commitment to the neighborhood and the environment by incorporating the following sustainability features:

● Community Solar Garden. The Purple Ramp community solar garden will generate approximately 1 megawatt of electricity—enough energy to power 250 homes.

● Community Promenade. Along the Midtown Greenway, a sidewalk promenade connects Chicago Avenue and Elliot Avenue. This previously unused space creates a more vibrant streetscape and native plants that will attract pollinators and

help manage stormwater.

● Electric Vehicle Charging Stations. Allina Health is providing 20 electric vehicle charging stalls in the Purple Ramp which was designed to be expanded in the future.

Noteworthy Features

● Activated Chicago Avenue tenant space.

● Connections to Midtown Greenway to reduce single-occupant vehicle trips.

● Plantings that attract pollinators.

● Enhanced space-by-space parking guidance system.

● Improved loading dock area on the ground level of the parking ramp.

● Rooftop solar installation that transfers energy back to the grid.

● Architectural façade on the entire building complements the surrounding area.

● Enhanced pedestrian experience through streetscape elements and connections to transit and bicycle/pedestrian facilities.

● Relocated oxygen tanks and screened the view, while maintaining critical hospital services.

Kimley-Horn leveraged experience and longstanding relationships with the City of Minneapolis and the other project stakeholders to lead this project through the entitlement and neighborhood engagement process in a way that provided meaningful involvement by the community while prioritizing the interests of ANWH. ◆

Middle Atlantic Parking Association

Middle Atlantic Parking Association

Will We See You in Baltimore?

By Dianne Oliphant

THE MIDDLE ATLANTIC PARKING ASSOCIATION

(MAPA) is a multi-state parking industry trade organization founded in 1987 that supports industry professionals across Pennsylvania, New Jersey, Delaware, Maryland, West Virginia, and Washington, D.C.

MAPA encourages career development by presenting annual programming, including Lunch & Learns, social events, and the Annual Conference and Trade Show.

Recent Events

Spring Training Workshop, May 2-3, 2023

MAPA, Parking Association of the Virginias (PAV), and Washington Parking Association (WPA) joined forces for a training workshop at the Embassy Suites Hotel Chevy Chase Pavilion in Washington, D.C. The joint venture generated a great turnout. An impressive list of speakers presented on a range

2023–2024 Board of Directors

EXECUTIVE DIRECTORS

PRESIDENT

Chuck Boddy, CAPP

Director of Parking Services, University of Maryland, Baltimore County

VICE PRESIDENT

Howard Benson, CAPP

Regional Sales Director, Flash Parking

DIRECTORS

Andrew Sachs, CAPP

President, Gateway Parking Services

Jon Shugg

Territory Manager, StructureCare

Bill Boyle

Owner, Federal Parking

Peter Little

Executive Director of Parking, Baltimore City Authority

Justin Donaldson

Business Development Manager, SP+ Parking

TREASURER

Angela Hall

Director of Parking, University of Maryland Baltimore

SECRETARY

Ryan McGhee

Parking Services Manager, University of Delaware

Dianne Oliphant

Public Information Officer, Revenue Authority of Prince Georges County, MD

Amanda Scala, CAPP

Associate Director, UMD Department of Transportation Services

Mark Pace

Parking and Transportation Manager, Montgomery College

ASSOCIATION & CONFERENCE MANAGER

Dawn Marti

DCM Management

of topics, from EV charging and considerations for parking, curbside management, and case studies of parking garage structural emergencies were presented over the two days in addition to several networking opportunities. The program included the much loved Parking and Baseball: attendees watched the Nationals play against the Chicago Cubs, toured the stadium, and enjoyed VIP seating in the Kennedy Conference Room.

Networking Cruise, September 14, 2023

MAPA members and guests left from the D.C. Waterfront Harbor on the Spirit of Washington for a two-hour cruise. We enjoyed a delicious lunch buffet and a DJ provided music and entertainment. The outdoor observation deck was a perfect place to enjoy the great weather and delightful scenery while engaging in conversation. The cruise was a perfect platform for working the room.

Walker Consultants walkerconsultants.com

800.860.1579

What’s Coming Up?

MAPA Conference and Trade Show, November 7-8, 2023

Join the Middle Atlantic Parking Association for its Annual Fall Conference and Trade Show, November 7-8, 2023. This year we return to Sheraton Inner Harbor Hotel Baltimore, MD Harbor for two educational and fun-filled days. Conference presentations include Mastering Game & Event Parking Ops; Seize the Data, and Artificial Intelligence and DEI. Connect with industry equipment and technology vendors. Relax and have fun at our Top Golf event!

Looking Ahead

We are well into our 36th year with plans to increase the membership base and the number of educational events. We will continue to partner with our neighboring regional trade associations to promote professional and engaging programming. ◆

DIANNE OLIPHANT is the Public Information Officer for the Revenue Authority of Prince Georges County, MD. She can be reached at doharris@co.pg.md.us

At Walker Consultants, we strive to out-perform our peers and build lasting relationships with our clients. As a 100% employeeowned company, your success is our success, too.

Wondering how much parking you need? How to provide access by foot, bike, or transit? Our planning consultants can help. Our parking design services lead the industry and cover every detail from structural design to daily operations.

Our restoration experts are dedicated to extending the life of your structure. Our asset management plans let you budget for maintenance and can save you money in the long run.

No matter your challenge, you can trust the experts at Walker Consultants to put you first. Get in touch today to learn how.

We’re the parking and mobility firm that puts you first.

ASK THE EXPERTS

What is the future of transport for people and goods from one location to another?

Continued urban development requires the ongoing evolution of sustainable and efficient mobility options and services in our nation’s most populated areas. What is the future of transport for people and goods from one location to another?’

Courtney Van Ostran, FSMPS, CPSM

Associate, Director of Marketing & Business Development Tec Inc. Engineering & Design

With the current Federal funding of projects aiding the increase Electric Vehicle (EV) charging availability, we have seen an increase in EV charging projects in the Midwest. Projects for infrastructure improvement to support EV charging and installation of EV chargers are occurring rapidly with plans for more in the near future. There’s also an increased development of alternative solutions to cars with the increased in testing of new batteries and the design of flying “cars”. It sounds out of this world, but The Ohio State University is building a new battery testing facility and companies like Alef Automotive in California are taking pre-orders for their FAA airworthiness certified electric flying vehicles.”

Jeff Pinyot President ECO Parking Technologies

As someone who works with developers across the nation, the trend is to build micro cities within a larger city. These micro cities while they include parking for the appetite of Americans to drive cars outside of the city, transportation within the micro city is designed to be on foot and in scheduled small mass transportation that is reliable and safe.”

Shawn McCormick Director-Parking Enforcement and Traffic San Francisco Municipal Transportation Agency

Mass transit is still one of the best ways in populated areas to move large numbers of people sustainably and efficiently. Moving goods through regional hubs and closer to the end point will reduce the impact. Last mile for both will be on compact transport devices either e-assist self-propelled, or driverless as we are starting to see on the streets in San Francisco.”

Roamy Valera, CAPP President Automotus

The future of transport will likely be characterized by a combination of electrification, automation, interconnected mobility services, sustainable infrastructure, and innovative modes of transportation. These changes will collectively contribute to more efficient, eco-friendly, and accessible transportation options in our nation’s most populated areas.”

Katherine Beaty Executive Vice President of Customer Experience Tez Technology

I think the future will be about Smart Infrastructure and Connectivity. The integration of smart technology and the Internet of Things (IoT) into transportation systems will improve traffic management, enhance safety, and provide real-time information to travelers. This includes smart traffic lights, vehicle to infrastructure communications and real time navigation apps.”

Andrew Sachs, CAPP President Gateway Parking Services

The future of parking in dense urban cores is undergoing a transformative shift, moving away from traditional models to more innovative strategies. Emphasis is now on comprehensive master planning that integrates parking solutions seamlessly into the broader urban landscape. This holistic approach prioritizes sustainability, efficiency, and adaptability, ensuring that urban parking is carefully interlaced with other forms of transportation to meet the evolving needs of modern cities.”

Robert Ferrin, CAPP Senior Project Manager, Mobility and Parking

Kimley-Horn and Associates, Inc.

Recent market trends and demands are pushing us to implement electrified, shared, connected, and eventually autonomous mobility options that provide on-demand, point to point urban transportation solutions. Pilot programs and scalable management strategies should focus on improving transportation safety to meet Vision Zero goals, increasing system efficiency to support economic vitality, and reducing greenhouse gas emissions to achieve climate action plan goals.”

Haley Peckett, AICP Associate Director, Curbside Management Division District Department of Transportation

The solution to congestion in cities is and has always been shared modes of transport; there isn’t enough space for everyone to drive a private vehicle or get all their items personally delivered. As a society, we’re going to get better at using technology to find opportunities to share – whether by bundling residential deliveries or making it easier and faster to catch the bus. As cities, we have a role in pricing our curbsides to reflect their high demand and give people incentives to share space.”

Toccarra Nicole Thomas, AICP Director of Land Use and Development Smart Growth America

Density is the future of transport for people and goods as dense, mixed use, and location efficient communities will allow people to choose how they engage with the built environment, gain more time back in their day, and provide a wider access to a greater amount of goods than sprawling low density auto oriented communities. Density is also better for businesses too! Dense communities decreases the distance between goods and consumers (which directly translates to profit for the companies as that shorter distance directly translates into lower shipping costs which is a significant portion of a consumer goods companies bottom line), helps with the forecasting of and provision of goods (again great for the bottom line, allows for companies to really lean into Just In Time shipping as there is shorter distance to transport goods which means that companies can be more responsive to fluctuations quicker), and requires less trucks on the roads (better for the environment, companies’ bottom lines, and the consumer as there are less trucks on the road contributing to traffic a win/win/win).”

Beyond the CURB

How the PPA Enhances Public Safety & Quality of Life

By Rich Lazer

NOBODY LIKES GETTING A PARKING TICKET, but despite issuing more than 1.5 million of them last year, the Philadelphia Parking Authority (PPA) was just named as the Best of Philly 2023 City Agency by Philadelphia Magazine. This selection is a testament to the hard work, dedication, and vision of our Executive team and our more than 1,000-strong workforce.

When one typically thinks of a parking authority, thoughts of enforcing parking regulations, towing vehicles, and managing garages come to mind. But for the PPA, our endeavors extend far beyond those conventional tasks.

We play a critical role in regulating the transportation-for-hire industry in the city, ensuring safe and reliable service by taxis and transportation network companies like Uber and Lyft. We administer Philadelphia’s red light and speed camera programs, utilizing cutting-edge technology to enhance road safety; and recent emphasis on more public safety and innovative neighborhood-centric initiatives has yielded welcomed outcomes from community members and stakeholders alike.

Slowing Down: It Saves Lives

The 2020 launch of our automated speed camera enforcement program along Roosevelt Boulevard—a main transportation artery that bisects the city—was widely praised. It highlighted the agency’s shift to utilizing the latest technology and innovations to tackle the public safety dangers posed by speeding vehicles along what was once dubbed the “Boulevard of Death.”

Supplemented by an extensive communications and education campaign, the automated speed camera program is saving lives by reducing speeding violations by a staggering 95% since the cameras went live. This is a significant accomplishment considering Philadelphia’s Office of Transportation, Infrastructure, and Sustainability found that Roosevelt Boulevard accounted for 14% of all citywide crashes and 62 fatalities from 2014 to 2017.

Additionally, fatal and serious-injury crashes have dropped by 27%, with a 29% decrease in speedingrelated crashes compared to other areas of the city. A particularly notable aspect of this initiative is the recognition that the risk of pedestrian fatality soars to an alarming 90% when vehicles exceed a speed of 58 miles per hour.

While our speed camera enforcement program was initially established as a pilot program, it needs final legislative approval to continue. Additionally, there are discussions of adding speed cameras in school zones to any future legislation—thus adding an extra layer of safety for children arriving and leaving school.

Stopping on Red: Another Lifesaver

Initially installed in 2005 at critical intersections along Roosevelt Boulevard, the PPA’s automated red light camera enforcement program has significantly curbed red light running by 43% at numerous intersections throughout the city. The PPA continues to engage with local and state transportation partners to install additional cameras at dangerous intersections around the city as needed.

Bike Lanes: They’re for Bikes. Period.

Like many American cities, cyclists are a significant part of our urban transportation ecosystem. Though the PPA has issued over 25,000 tickets for bike lane violations since 2014, sadly—45 cyclists have been killed, and over 135 have sustained injuries since 2011.

While these enforcement actions were strategically aimed at changing dangerous parking behaviors and fostering greater compliance with Philadelphia’s

The Philadelphia Parking Authority (PPA) named as the Best of Philly 2023 City Agency by Philadelphia Magazine

bike lane regulations, the sheer volume of violations underscored the need to establish a dedicated enforcement unit for enforcing bike lane regulations. As the only such bike lane enforcement unit in the country, this new PPA public safety initiative was widely praised—and over 1,100 bike lane violations have been issued since our bike lane enforcement unit hit the streets in May of this year.

Bicycle Coalition of Greater Philadelphia Executive Director Sarah Stuart said, “We are very excited and relieved to see the Philadelphia Parking Authority’s program get underway. Many of Philadelphia’s unprotected bike lanes are chronically encroached upon by drivers who park or stand with impunity.”

“The Bicycle Coalition welcomes this team of enforcement officers on bikes to be able to efficiently and sustainably keep bike lanes clear and safe for the bicyclists they were designed and built for,” she said.

No License Plate? That’s a Problem

Nothing better highlighted the PPA’s challenge to help improve the quality of life in local neighborhoods than the fight to remove “ghost cars”—vehicles oftentimes parked illegally with no license plate or plates that have been purposely obscured to evade parking enforcement—from city streets. In response, the PPA launched a crackdown accompanied by wide media coverage, where within a short period of time, we ticketed, towed, and impounded over 200 “ghost cars.” With the support of residents throughout the city, this sent a clear message that when it comes to quality-of-life issues in our neighborhoods, the PPA means business.

Tractor-Trailers & Abandoned Vehicles: Get Out of Neighborhoods

Another challenge faced by the PPA was the widespread illegal parking of tractor-trailers in residential city neighborhoods—further reducing already limited parking options for residents. Working with local council people and the Philadelphia Police Department (PPD), the PPA embarked on a concentrated enforcement effort that resulted in over 350 tractortrailers being towed from city neighborhoods—freeing up much-needed parking spaces for local residents.

Word of the PPA’s highly praised and successful tractortrailer enforcement effort has resulted in fewer tractortrailers illegally parking in local neighborhoods.

Furthering its emphasis on neighborhood quality of life issues, the PPA has teamed up with the PPD to address the ongoing problem of removing abandoned vehicles from city streets. Since December of last year, more than 530 abandoned vehicles have been removed from Philadelphia’s neighborhoods.

Clearing the Curb

Looking to the future, the PPA will be partnering with Philadelphia’s ADA (Americans with Disabilities Act) community to address parking issues impacting persons with physical disabilities and mobility constraints. While these types of “curb and safety” violations affect all pedestrians to some degree, they can be insurmountable obstacles that impede the daily ability of disabled individuals to navigate city sidewalks and crosswalks freely and safely.

In partnership with the ADA community, the PPA will implement a public education and awareness campaign. Through utilizing both media and social media platforms, we aim to highlight the hazards curb and sidewalk parking particularly has on those with physical disabilities. By enhancing public understanding of the importance of equitable access to the curb, those with mobility challenges can navigate their surroundings with greater ease and inclusivity.

Getting Social

One of the principles of our mission is harnessing the use of technology wherever possible to enhance the quality of life for our city’s residents and visitors– and we’ve done just that through the power of social media.

Through platforms like Twitter, Facebook, and Instagram, we navigate the digital landscape and promptly address customer queries, concerns, and complaints. By leveraging the accessibility of social media, we have streamlined our customer service efforts, enhanced user experience, and provided a vital resource for information dissemination. In fact, in the past eighteen months alone, our team has provided direct assistance to over 8,500 customers through our social media channels. Additionally, by using video PSAs on a regular basis, we have created an effective strategy to convey important messages in a more captivating and engaging manner.

Recognition for our efforts has been frequent as we proudly earned the International Parking & Mobility Institute’s marketing and communications award on four occasions since 2016. These recognitions underscore our commitment to excellence in utilizing social media as a tool for effective customer service and communication. They also reflect our dedication to adapting to modern communication trends, staying responsive, and being proactive in addressing the needs of our customers.

In Conclusion

The PPA’s versatile efforts, spanning public safety and qualityof-life initiatives, demonstrate our dedication to enhancing the welfare of Philadelphia’s residents and visitors. From pioneering speed enforcement programs driven by cuttingedge technology to forging relationships with transportation stakeholders, the PPA is moving forward on an innovative path in urban management. As Philadelphia’s landscape continues to evolve, the PPA’s initiatives are a testament to our commitment to cultivating a city that thrives through efficient management and flourishes with unparalleled quality of life for all. This ongoing journey reinforces our dedication to creating an environment that reflects the unique spirit of Philadelphia — and our approach will ensure these efforts resonate deeply within our vibrant and diverse community, forging a stronger bond between the PPA and the people we serve. As we embrace the challenges and opportunities that lie ahead, we remain steadfast in our mission to propel Philadelphia toward a bright future marked by progress and a sense of pride in the City of Brotherly Love.

RICH LAZER is the Executive Director of the Philadelphia Parking Authority. He can be reached at EngagePPA@philapark.org.

No More Waiting in Line

Self-Service Kiosks and the Democratization of Digital Services

By James A. Olivieri, CD

Self-Service Kiosks and the Democratization of Digital Services

HEN THE CITY OF MEDFORD, MA , brought parking operations in-house in 2021, the parking department became the first in the city to operate entirely in the cloud. With this transformation, the municipality has offered a platform that works in real-time and keeps pace with the growing expectations for digital services.

Central to this initiative was the goal to create a better way for Medford citizens to access city assets, which was achieved by implementing self-serve kiosks. They have had a pivotal role in this success story, as they ensure that the benefits of the digital age extend to every corner of society.

The result? “95% of people in the city have been compliant. They see an improvement and are happy and appreciative of their streets being more parkable,” says Medford’s Parking Director, Faye Morrison.

Accessible and User-Friendly Online Services for All Citizens

The traditional habit of queuing in long lines at government offices to pay parking fines or contest tickets is outdated and frustrating. So, when Faye Morrison took over parking enforcement in Medford, MA, building streamlined interactions became a top priority for the administration.

The in-house parking department operates offline and online through a platform prioritizing transparency, functional infrastructure, and a good relationship with all citizens.

In this landscape, self-service kiosks became a game-changer, fulfilling the expectations of tech-savvy parkers looking for credit card payment options while addressing the unique needs of citizens without access to digital tools.

The kiosks are the welcomed alternative to the online platform and the government office that doesn’t accept credit cards. These terminals bridge the gap between citizens and public services and ensure everyone in the community can conveniently engage with parkingrelated services.

The citizens of Medford have access to five kiosks — one in the City Hall, two in Housing Department locations, and two throughout the city. Anyone can use them for various payments.

“We put the City’s homepage on it so people can also pay taxes, rent, and bills there. We found that we could help not just the drivers but all the citizens who wanted to make payments with their credit cards,” explains Morrison.

Waiting in Line No More

By James A. Olivieri, CD

The kiosk’s interface acts as a virtual gateway, guiding users through the payment process and offering an intuitive platform for contesting tickets or viewing their status. Furthermore, integrating digital forms makes it easy for users to engage with essential documents, reducing the need for physical paperwork.

Technology that Empowers: Elevating the User Experience

It’s not just about technological convenience; it’s a mentality shift in delivering efficient public services that are deeply empathetic to the community’s diverse needs. Self-service kiosks promote accessibility by ensuring equal access to parking services and empowering citizens to engage with public services digitally.

“The kiosk in City Hall has improved the customer experience more than I thought it would,” confirms Morrison.

The kiosk’s interface acts as a virtual gateway, guiding users through the payment process and offering an intuitive platform for contesting tickets or viewing their status. Furthermore, integrating digital forms makes it easy for users to engage with essential documents, reducing the need for physical paperwork.

with

The self-service kiosks are optimized to enhance user engagement. They come with 22” touchscreens to view entire documents without scrolling. The incorporated thermal printer lets users conveniently print essential documents, forms, permits, and receipts.

Redefining the Way Citizens Interact with Their Parking-Related Tasks

Self-service kiosks eliminate the time-consuming visits to government offices for parking-related problems. From contesting tickets to scheduling hearings, citizens can accomplish these tasks without the need to be physically present. This shift to remote management aligns with contemporary lifestyles and liberates citizens and government staff from the limitations of bureaucratic processes.

Moreover, the strategic placement of self-service kiosks amplifies their impact as they become seamlessly integrated into the community’s daily routines.

For Medford, the kiosks also made a significant cultural difference in the common mindset. “We got people to take the next step and embrace digital solutions,” mentions Morrison.

And the numbers confirm the Parking Director’s statement. In its first eight months serving the Medford

“When every city embraces the appropriate tools and technology, it leads to enhanced compliance and streamlined adoption. Working closely

the specialists in the Parking Department of the City of Medford allowed us to understand their unique challenges and requirements. This system works for the municipality and truly meets the needs of Medford citizens.”

— Mike Bourre, Vice-president Sales and Marketing, gtechna.

community, the City Hall kiosk alone registered over 4,000 transactions between parking tickets, taxes, and other payments.

A Holistic Approach for Enhanced Parking Services

Paired with other parking enforcement tools like license plate recognition technology and curb management software, the system makes it easy for municipalities to manage everything from one place while reducing operational costs.

The administrative workload is lightened by automation, allowing staff to focus on more value-added tasks. This strategic shift enhances efficiency and translates into financial savings over the long term.

Drivers enter the online portal to see the ticket and the evidence attached so they can decide whether to appeal or pay. This transparency builds trust and allows for informed decision-making.

Beyond payment, self-service kiosks extend their capabilities to ticket contest/appeal forms, simplifying the complex process of contesting tickets. Another flexible solution is the online hearing self-scheduling, enabling users to schedule online or in-person hearings directly from the kiosk.

The terminals extend their utility beyond fines and hearings. Acquiring digital permits, often burdened with bureaucracy and paperwork, can also be streamlined into a hassle-free experience.

Online platforms and self-service kiosks provide realtime updates on processes, offering citizens unprecedented transparency into the status of their requests. Furthermore, the automation of tasks minimizes human errors, ensuring that interactions are accurate and trustworthy.

“Building and managing a parking program from the ground up was no easy task. What the technology’s done for parking has been fabulous, and we couldn’t have achieved the success we’re seeing without the right tools and technology. We can fold in everything that needs to be done exactly how people need it,” adds Morrison.

Progression Towards Online Services: An Inevitable Step

Online public services are not just a response to change but a deliberate commitment to meeting the needs of all citizens with inclusive, accessible, and intuitive pathways.

This evolution leverages the power of automation and streamlined processes for increased efficiency. Technology replaces the manual constraints of traditional methods, human errors, and bureaucratic bottlenecks with seamless digital workflows.

In essence, straightforward interfaces and intuitive interactions powered by online platforms and self-service kiosks

result from a user-centric approach to curbside management. It’s an innovative way to build the foundation for a future where government interactions are seamless, equitable, and aligned with the digital landscape. ◆

SGT. JAMES A. OLIVIERI, CD (RET.) is a Senior Enforcement Advisor for gtechna. He can be reached at james.olivieri@gtechna.com.

Beyond payment, self-service kiosks extend their capabilities to ticket contest/appeal forms, simplifying the complex process of contesting tickets.

us yours.

Award of Excellence - Sustainable Design

Big Springs Parking Structure 2, UC Riverside

The 2024 Call for Awards is open through November 1, 2023. Submit entries in our two recognition programs to celebrate your organization’s achievements and tell the industry about your fantastic projects, programs, staff, and accomplishments. Visit parking-mobility.org/awards for details.

Every project, leader, and organization has a story. Tell

IPMI’s 2024 Awards & Recognition Programs

Get recognized for your contributions to our industry!

Our comprehensive recognition honors projects and programs as well as individuals and organizations. Tell us about your innovative and creative programs or impactful, solutions-based projects in our Awards of Excellence program. Looking to celebrate your staff or herald the achievements of your organization? Complete an application in the Professional Recognition Awards program. Submit an entry in one or both programs in these categories:

▪ Architectural Design

▪ Stand-alone Parking & Mobility Facility Design

▪ Mixed-Use Parking & Mobility Facility Design

▪ Surface Parking Facility Design

▪ Surface Parking Facility Restoration

▪ Structured Parking Facility Restoration

▪ Sustainable Design

▪ Marketing & Communications

▪ Innovation in a Mobility, Transportation, or Parking Program

▪

▪

▪

Organization of the Year

Emerging Leader of the Year

Professional Excellence Awards

Categories include customer service, finance, frontline, human resources, innovation, leadership, marketing, management, operations, and technology. Or, select your own!

The 2024 Call for Awards will be open September 19 - November 1.

HOW TO ENTER

IPMI offers a streamlined awards entry process via a sophisticated online platform. We encourage entries from all market segments and sectors, and all IPMI members are invited to submit in all categories. Submit your best people, programs, and projects - and be sure to share great pictures and visuals as part of the process.

Download comprehensive award details and entry criteria at parking-mobility.org/awards.

▪ James M. Hunnicutt, CAPP Industry Professional of the Year

Advancing Connectivity in Urban Ecosystems

By Alejandra “Alex” Argudin, CAPP

MANY OF THE FUTURISTIC GIZMOS portrayed in the 1930s and 1940s comic books have, in different shapes and forms, become a reality in the 21st century. Some of these visionary devices have seeped into popular culture in past decades, most prominently in the persona of Dick Tracey, the crime-fighting detective of the comics who wore a two-way communication radio like a wristwatch.

Since then, boomers have fantasized and passed their Dick Tracey nostalgia on to their children and grandchildren. So much so that when launching the Apple Watch, CEO Tim Cook said, “I’ve been waiting to do this since I was five years old.”

Among the cool gadgets of those decades were the air or flying taxis. Would boomers have remotely envisioned that electrical vertical takeoff and landing aircraft, known today as eVTOLs, would one day become a mobility option?

Advanced Air Mobility services, utilizing eVTOLs, will complement transportation options in dense metropolitan areas, such as Miami, to improve traffic congestion, increase connectivity and reduce carbon emissions. Given Miami’s current and projected population growth, eVTOLs could become an intercity/intra-city flight reality to connect passengers and improve the community’s quality of life while enhancing economic development.

In a plan released recently by the Federal Aviation Administration (FAA), the agency will allow the operation of air taxis in significant numbers in 2028. FAA deputy administrator Katie Thomson said, “this plan shows how all the pieces will come together, allowing the industry to scale with safety.”

Essentially, the path to Urban Air Mobility (UAM) airworthiness or, more broadly, Advanced Air Mobility (AAM) is inching closer to becoming a reality. Considering Miami’s climate, traffic congestion, appetite for innovation, adoption of emerging technologies, and cross-municipal collaboration, the city could be an excellent candidate to become the first locality to test on-demand eVTOLs. This project could be a game changer for Miami, propelling it to greater heights in the global scene.

Yet these aircrafts need a ground hub to take off and land from. eVTOLs use what is known in the industry as heliports or vertiports. Infrastructurally, both vertiports and heliports are similar. Differentiators between heliports and vertiports are that the latter need electrification to charge eVTOLs, support higher throughput of aircraft for more flights, and include additional landing aids for piloted and unpiloted aircraft.

In Miami, the rapid population growth and inherent urban development have left the city with only a few options for available parcels of land with sufficient space to build a vertiport. While vertiports can be located at grade, on viable parking garage rooftops, or in other locations, factors such as airspace considerations, electric grid capacity, and structural feasibility will play a role in site selection. Alternatively, new multi-purpose infrastructure could be built from the ground up for vertiports, blending seamlessly into the neighborhood fabric and supporting economic development.

Sites for vertiports are expected to be agnostic, a term industry experts frequently use, meaning they will be built to accommodate a wide array of brands that manufacture eVTOLs, much like an airport where multiple types of aircrafts take off and land. Land-use policies must guide optimal vertiport locations in safe, demand-driven sites connected to other transportation modalities.

The COVID pandemic accelerated the global scarcity of pilots. That may be why some air taxis will be crewed while others will be pilotless. Crewed eVTOLs will require a pool of trained and certified aircraft pilots. On the other hand, pilotless ones will need a smaller pool of professionals trained to supervise multiple aircrafts and intervene, if necessary, remotely. Piloted or pilotless, all aircraft will further new workforce opportunities in operating eVTOLs in the air and managing and maintaining them at the vertiports.

Moreover, working with local colleges and universities, UAM/AAM companies could take part in designing high-school

curricula that could deliver the next generation of the eVTOL workforce. The students could acquire new skills that create local jobs and deliver the next generation of pilots, mechanics, electricians, maintenance support staff, etc.

One thing is for sure; parking infrastructures could play a vital role in this emerging scenario. Whether vertiports are located on viable garage rooftops or near parking facilities that support micro-mobility options, such as the Miami Parking Authority-sponsored Freebee circulator, they will connect passengers to their destination and facilitate first and last-mile solutions. In any case, this industry has a ground-floor opportunity to be a part of the new era of air mobility.

Unquestionably, each community has distinctive values, character, and lifestyle regarding infrastructure. Therefore, vertiport developers are encouraged to design a new non-traditional category of assets that conforms seamlessly to the fabric of each locality and delivers benefits that enhance the neighborhood’s quality of life.

Finally, yet critical, community outreach is vital to securing public buy-in and must be predicated on the right intentions and proactive dialogue with the public. This can only be achieved through a meaningful public engagement process that ensures that vertiports are created for the people they are intended to serve.

Neither Dick Tracey nor our parents could have foreseen the technological advances that make our lives easier today. In the same breath, they could not have predicted today’s exponential global population growth and its impact on urban life. Cities worldwide are stressed by traffic gridlock and its economic, social, and environmental impact on society. This is one of the consequences of urban life; however, new and emerging technologies can help redefine cities by improving mobility, public services, and the community’s well-being.

UAM/AAM is expected to become a reality to help catalyze the vision of a connected, decongested, and economically vibrant world. ◆

ARGUDIN, CAPP , is the Chief Executive Officer of the Miami Parking Authority and Chair-Elect of the IPMI Board of Directors. She can be reached at aargudin@miamiparking.com

ALEJANDRA “ALEX”

AND THE CITY OF TAMPA

REVOLUTIONIZING Parking Accessibility

FLOWBIRD GROUP, a global leader in curbside management and urban mobility solutions, proudly announces its partnership with the City of Tampa for their latest accessibility initiative. As of July 1st, 2023, The Flowbird app has been integrated as one of the four major mobile parking payment applications in the City of Tampa that support four hours of free parking for disabled permit holders. The parking upgrade enables residents and visitors to enjoy an equally effortless parking experience throughout the city.

Tampa’s latest parking program ensures improved accessibility to the more than 16,000 parking spaces available across the City. The Flowbird App’s integration into this initiative aims to enhance the parking experience for residents and visitors while fostering inclusivity and equal opportunities for all.

The Flowbird Mobile Parking App, which is used across 4,700 cities across the world, allows users to pay for parking from their mobile devices, receive text notifications when time is about to expire, and extend their time without having to visit a pay station. Designed as a true mobility app, the Flowbird app features a map-based user interface, integrated with Waze and other navigation systems to guide users to their preferred parking location.

“The City wanted to ensure that our residents and visitors are equipped with the most convenient and innovative methods to make parking payment transactions effortless,” said

“We are proud to support the City of Tampa in their commitment to ADA accessibility and inclusivity,” said Benoit Reliquet, President of Flowbird America, “By integrating the Flowbird app into the city’s parking system, we are simplifying the process for disabled individuals and empowering

To learn more about the Flowbird App, email us: us-info@ flowbird.group or visit Flowbird.group/SmartCity/US

Advancing Smart Transportation

By Casey Jones, CAPP, and Maria Irshad, CAPP

Smart Cities Challenge

In December 2015, the U.S Department of Transportation launched the Smart City Challenge, asking mid-sized cities across America to develop ideas for the integrated, first-ofits-kind smart transportation system that would use data, applications, and technology to help people and goods move more quickly, cheaply, and efficiently. 78 applicant cities shared their challenges and ideas for how to tackle them. Then, seven finalists worked with DOT to further develop their ideas. Ultimately, the City of Columbus, Ohio won the Challenge and was awarded $40 million and another $65 million was divided among finalist cities.

While the cities were diverse, many of the 78 applicants faced similar challenges:

● The typical job is accessible to only 27% of its metropolitan workforce within 90 minutes or less.

● Trucks stuck in traffic in metropolitan areas cost shippers an estimated $28 million annually in truck operating costs and wasted fuel.

● 28% of transit agencies in the U.S. have open data systems that freely provide transit times to the public.

● An estimated 30% of traffic in urban areas is caused by cars looking for parking.

● The 78 applicant cities represent over one billion metric tons of CO2 emissions per year.

● Outdated traffic signal timing causes more than 10% of all traffic delays on major routes in urban areas.

In response to these challenges:

● 44 cities proposed automated shared use vehicle testing.

● 11 cities proposed smarter curb management to improve urban freight movement.

● 17 cities proposed inducting wireless charging for electric vehicles.

● 45 cities proposed unified traffic data analytics platforms.

The City of Columbus, Ohio, home of the 2024 IPMI Parking & Mobility Conference & Expo, won the USDOT Smart City Challenge out of 78 applicants.

Transportation

● 53 cities proposed implementing Dedicated Short-Range Communication (DSRC) to connect vehicles to infrastructure and each other.

● 9 cities proposed providing free WiFi on buses, taxis, and public spaces.

● The seven finalist cities proposed over 60 unique strategies to increase access to jobs, provide training, reach underserved areas, and ensure connectivity for all.

Where are we today?

How much progress has our industry made in the eight years since the DOT initiated the Challenge and invested over $100 million? How have the finalist cities fared and how much more is being done outside of the initial set of awardees? Have smart transportation solutions become as ubiquitous as sustainability in parking, transportation and mobility or did COVID-19, the lack of enough funding, public private partnerships, or lack of proven technology impede our collective advancement of ideas and promises articulated by a handful of visionary, optimistic, and creative city leaders who pitched their ideas back in 2015? Do we all understand what smart transportation entails and what goals might be advanced through its implementation? And if we agreed on these goals, what smart transportation activities might we pursue?

IPMI Smart Transportation Task Force Formed

In late 2022, IPMI brought together a task force of volunteers to seek answers to these questions with the hope of furthering smart transportation broadly, well beyond the small but important group of Challenge applicants back in 2015. More specifically, the task force charge is to identify ways in which IPMI can support the promotion of smart transportation for the benefit of member organizations and their parking, transportation, and mobility constituents.

The Task Force determined that its primary deliverable would be a published practitioners guide to smart transportation that identifies best practices through real world solutions in place across IPMI’s membership. The guide will be case studies focused on financial, policy, implementation and technical detail using a comprehensive framework and anticipated goals as detailed below.

A two-year timeline was also established for the group to complete its work.

Smart Transportation Definition and Activity Pillars

Defining Smart Transportation

The logical starting point for the Task Force was to evaluate various definitions for smart transportation and select a definition most applicable to parking and mobility professionals. This

SMART TRANSPORTATION TASK FORCE

What Mobility Management Technology Enabled Solutions

Equitable: Equity in transportation seeks fairness in mobility and accessibility to meet the needs of all community members. Smart transportation solutions must account for fairness and promote it where possible.

Resource Efficient: A critical overarching goal of smart transportation is for technology solutions and innovations to be resource efficient. This can mean either reducing operational costs, improving revenue generation or both. Solutions that are convenient, safe, secure, equitable but unaffordable do not promote smart transportation.

With smart transportation defined and goals identified, the Task Force identified common smart transportation activity types or pillars to create a comprehensive view of the types of initiatives an organization might consider.

required stepping back to consider smart city definitions and then placing within a shared construct of the smart city, a workable, cogent, and applicable definition of smart transportation.

IBM defines a smart city as “one that makes optimal use of all the interconnected information available to better understand and control its operations and optimize the use of limited resources.” A smart city uses a framework of information and communication technologies to create, deploy and promote development practices to address urban challenges and create technologically enabled and sustainable infrastructure.

Smart transportation has been defined as taking a data-driven approach to using existing and emerging technologies and innovations in mobility management to make moving around a city more convenient, more cost effective (for both the city and the individual), and safer.

While instructive, these definitions were viewed as limited and lacking breadth. The Task Force also included additional specific outcomes, modernizing its Smart Transportation definition as follows:

Smart transportation means peoplecentered, and problem-driven technology enabled solutions in mobility management to make the movement of people and goods across all modes more convenient, resource efficient, safe, and secure, and equitable.

Convenient: Technology solutions should be used to make mobility more convenient for end users. Regardless of the mode, transportation and mobility consumers expect streamlined, intuitive, and understandable information and processes and in many cases, technology should be used to automate as many processes as possible.

Safe: Personal safety is paramount to many, especially in larger metropolitan areas, late at night, in isolated circumstances or when traveling to unfamiliar places. Technology solutions should promote and support safety by providing accurate and timely information, and ease of access to transportation and mobility services.

Secure: Technology should improve and not degrade accuracy while protecting confidential personal and financial information.

Activity Pillars

Smart transportation activities or pillars provide a framework for considering the multitude of things an organization might do if it has interest in advancing smart transportation. In the forthcoming Guidebook, activities will be associated with goals so that an organization can be steered towards activities most likely to achieve certain specific goals. Relating activities and goals will help organizations determine which activities are most impactful or need adjustment.

Regular Coordinated Data Collection & Analysis: Today’s technology provides for the collection and analysis of significant amounts of data and in many cases in real time. Coordinated data collection and analysis means aggregating disparate data sources into a single system so that information is less siloed. Analysis must be provided at multiple levels from operational to strategic improving decision-making processes.

First & Last Mile Service: First and last mile service refers to establishing connection points typically between

parking or transit facilities and final destinations. Activities that use technology to promote first and last mile service might include the mode itself or the tool or application for connecting modes.

Limiting Impact of Climate Change: The full breadth of technology-enabled sustainability activities are undertaken to limit the impact of climate change. This includes reducing consumption of resources, generating energy, and limiting carbon emissions.

Movement of People and Goods: This overarching activity group involves moving people and goods and for the purposes of IPMI, is not likely to include all movement types (shipping, longhaul air travel, long-haul trucking, etc.) but may include air travel to move people and goods within an urban area (drones launched from parking structures, for example).

Maximizing Parking Efficiency: This activity seeks to maximize the number of parking events per parking space over a period or to increase the density of parking per a given area of land. Activities can also improve how parking is found and how entry and exit is facilitated

IPMI’s Task Force Goal The many laudable plans offered by the 2015 Smart City Challenge applicants envisioned many positive and desirable outcomes and the lessons learned offer a meaningful path forward for organizations, entities and communities seeking to improve mobility convenience, safety, security, equity, and resource utilization. Technology companies have also responded by providing tools, programs, and services to facilitate these desired outcomes. IPMI’s goal in establishing the Smart Transportation Task Force is to help its members advance smart transportation guided by previous work and lessons learned through the development and publication of the Smart Transportation Guidebook which is expected to be released mid-2024.

CASEY JONES, CAPP , is Sr. Director of Customer Success for FLASH, a member of IPMI’s Board of Directors, and co-Chair of IPMI’s Smart Transportation Task Force. He can be reached at casey.jones@flashparking.com

IPMI Events Calendar

2023

OCTOBER 5

Free Member Chat CAPP

OCTOBER 10

Free Virtual Frontline Training

Implementing License Plate Recognition on Campus

OCTOBER 17

Online, Instructor-Led Course

Accredited Parking Organization (APO) Site Reviewer Renewal Training

OCTOBER 18

Free IPMI Municipal Member Roundtable

Virtual Roundtable limited to members from cities and municipalities.

OCTOBER 19

Free Member Chat New Members

NOVEMBER 2

Free Member Chat APO

NOVEMBER 8

IPMI Webinar

How Parking fits with Transportation: Path to Greater Mobility in Nashville

NOVEMBER 14

Free Virtual Frontline Training Brand Yo’Self

DECEMBER 12

Free Virtual Frontline Training

Procurement—Best Practices & Lessons Learned

FEBRUARY 28—MARCH 1

2024 Leadership Summit Atlantic Beach, FL

JUNE 9-11

2024 IPMI Parking & Mobility Conference & Expo Columbus, OH

Stay up to date on industry events and activities! Visit parking-mobility.org/calendar for the latest updates and additions.

State and Regional Events Calendar

2023

OCTOBER 17-19

New York State Parking & Transportation Association (NYSPTA)

Verona, NY

OCTOBER 23–25

Southwest Parking & Transportation Association (SWPTA) Annual Conference

Las Vegas, NV

2024

MARCH 7

New England Parking Council (NEPC)

Educational Forum

Somerville, MA

APRIL 8-11

Texas Parking & Transportation Association (TPTA) Conference & Tradeshow

Thackerville, OK

APRIL 16-18

Pennsylvania Parking Association Conference

Hershey, PA

OCTOBER 23–26

Parking Association of the Virginias

Williamsburg, VA

NOVEMBER 7–9

California Mobility and Parking Association (CMPA) Annual Conference & Tradeshow

San Jose, CA

NOVEMBER 7-9

Middle Atlantic Parking Association (MAPA)

Baltimore, MD

DECEMBER 5-8

Florida Parking & Transportation Association (FPTA)

Fort Myers, FL

MAY 6-9

Mid–South Transportation and Parking Association (MSTPA) Annual Conference & Tradeshow

Chatanooga, TN

OCTOBER 23–25

Pacific Intermountain Parking & Transportation Association (PIPTA) Annual Conference & Expo Denver, CO

OCTOBER 28-30

Southwest Parking & Transportation Association (SWPTA) Annual Conference

Las Vegas, NV

NOVEMBER 5-7

California Mobility and Parking Association (CMPA) Annual Conference & Tradeshow

San Jose, CA