Parking & Mobility | December 2024

INTERNATIONAL PARKING & MOBILITY INSTITUTE DECEMBER 2024

BREAKING BOUNDARIES Stories of Innovation

INTERNATIONAL PARKING & MOBILITY INSTITUTE DECEMBER 2024 VOL. 6 / N0. 11

FEATURES

28 34 38

Blueprint for Change

Pittsburgh Builds Legal Structure for Ticket-by-Mail

By Mike Bourre

Next-Level Connectivity

Smart Cellular Solutions for Parking Garages An interview with Stephen Kowal of Nextivity

Revolutionizing Airport Parking How Real-Time Flight Data and Technology Are

By JG Biebighauser

42

Bridging the Parking Innovation Gap

Aligning Technology Trials with Operator Realities

By Todd Tucker, CAPP, JD, DBA, and Ethan Glass

2 PARKING & MOBILITY / DECEMBER 2024 / PARKING-MOBILITY-MAGAZINE.ORG

FROM THE EDITOR

COLUMNS 3 FROM THE EDITOR Innovation Comes in Small Packages 4 BOARD PERSPECTIVE Forging New Pathways

By Alejandra “Alex” Argudin, MBA, CAPP, LEED AP

6 INNOVATION & TECHNOLOGY Tackling Parking Challenges

By Andrew LaMothe

10 THE GREEN IMPACT Green Banks

By Trevyr Meade

12 THE BUSINESS OF PARKING The Complexities of Payroll

By Aric Christensen

14 LEADERSHIP MOMENT Leadership and Innovation

By Angela Clark, Esq.

16 HR PERSPECTIVE Driving Success

by Vinny Justiniano, SHRM-CP

18 ALLYSHIP & EQUITY Reflecting on Progress

By Gary A. Means, CAPP

22 STATE & REGIONAL SPOTLIGHT Embracing Change

By Douglas Hausladen, CAPP, NEPTC Board Member

24 ASK THE EXPERTS What is your dream innovation for parking and mobility?

Innovation Comes in Small Packages INNOVATION DOES NOT ALWAYS come in

waves. Sometimes, innovation appears as a trickle, drop by drop.

That is what I learned when putting together this December issue of Parking & Mobility for you. I have always seen innovation as big— big changes, big shifts, big steps forward. But sometimes, innovation comes in small packages. This issue highlights some of those successes.

Take Pittsburgh, for example. They knew they had challenges when it came to parking enforcement, mainly in the form of staffing, safety, and current policies. So, what did they do? They innovated.

They wanted to implement a solution that outpaced the current legal framework, so they worked to reframe it. There were no grand scientific steps forward, no inventions, no discoveries—just oldfashioned innovation and creativity—and they changed the game.

Do you know what we forget about when we build parking garages?

Cell phone use. Yet, as more and more of our parking and mobility technology goes mobile, we need reliable cell service more than ever.

So, what do we do? We innovate. The folks at Nextivity tell us how.

Are we drastically changing the approach to cell service? No. We are simply innovating new ways to better power a service we take for granted in most situations. Small steps.

Innovation on smaller scales is often accomplished through trial and error. Two successful parking and mobility tech experts tell us how a successful pilot program can decrease risk and produce optimal outcomes for implementing innovation.

Airports continue to innovate in small, impactful ways every day while keeping customer service at the heart of their transformations.

Small innovations have big impacts.

These impactful features, along with outstanding contributions in our standing columns, will give you a December to remember from Parking & Mobility.

From our IPMI family to yours, we wish you a happy, healthy, and safe holiday season and a fantastic start to your new year. 2025 is sure to be full of innovations, and we cannot wait.

45 IPMI CALENDAR 47 STATE & REGIONAL CALENDAR Melissa Rysak, editor rysak@parking-mobility.org

PARKING-MOBILITY-MAGAZINE.ORG / DECEMBER 2024 / PARKING & MOBILITY 3

BOARD PERSPECTIVE

Forging New Pathways

By Alejandra “Alex” Argudin, MBA, CAPP, LEED AP PUBLISHER

Shawn Conrad, CAE

s.conrad@parking-mobility.org EDITOR

Melissa Rysak, CPSM

rysak@parking-mobility.org TECHNICAL EDITOR

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

ADVERTISING SALES AND SUBSCRIPTIONS

Tina Altman

taltman@parking-mobility.org PUBLICATION DESIGN

BonoTom Studio

info@bonotom.com For subscription changes, contact Tina Altman, taltman@parking-mobility.org or 888.IPMI.NOW. Parking & Mobility (ISSN 0896-2324 & USPS 001436) is published monthly by the International Parking & Mobility Institute.

P.O. Box 3787 Fredericksburg, VA 22402 Phone: 888.IPMI.NOW Fax: 703.566.2267 Email: info@parking-mobility.org Website: parking-mobility.org Send address changes promptly to: Parking & Mobility or submit online at parking-mobility.org.

P.O. Box 3787 Fredericksburg, VA 22402 Interactive electronic version of Parking & Mobility for members and subscribers only at parking-mobility. org/magazine.

Copyright © International Parking & Mobility Institute, 2024. Statements of fact and opinion expressed in articles contained if Parking & Mobility are the sole responsibility of the authors and do not necessarily represent an official expression of policy or opinion on the part of officers or the members of IPMI. Manuscripts, correspondence, articles, product releases, and all contributed materials are welcomed

by Parking & Mobility; however, publication is subject to editing, if deemed necessary to conform to standards of publication.

The subscription rate is included in IPMI annual dues.

Subscription rate for non-members of IPMI is $120 per year (U.S. currency) in the U.S., Canada, and Mexico. All other countries, $150. Back issues, $10.

M

Y JOURNEY IN THE PARKING BUSINESS began 18 years ago

when the primary focus was on parking cars. The industry was largely self-contained, with the seeds of technological change already sown. However, the onset of the COVID-19 pandemic catalyzed a seismic shift in the industry, transforming urban parking and mobility behavior. This unprecedented event has accelerated technology adoption and reshaped how we think about urban parking and mobility.

As reported in The Hill, “two million people fled America’s largest cities from 2020 to 2022. This signaled that a retreat from urban centers to suburbs, exurbs, and smaller cities in the early months of the pandemic has hardened into an enduring and potentially worrisome trend.”

The exodus away from metropolises, or what has been labeled “The Great Relocation,” has predominantly caused smaller cities to grow. This trend, characterized by a significant influx of new residents to these areas, has brought about traffic congestion, soaring real estate costs, a housing crunch, competition for school choices, and other quality-of-life issues, significantly redefining their urban landscape.

For urban parking and mobility leaders, the current situation demands immediate action. In many cases, small cities lack the resources and financial capabilities to respond swiftly and proactively, implement growth-management measures, redevelop infrastructure, and adopt technologies to deliver prosperity and social vitality to their communities.

These gaps hamper economic progress, competitiveness, and livability. Public entities do not have infinite funding to address these voids. However, municipalities can achieve positive change by recognizing the importance of public-private partnerships.

By leveraging these partnerships to redevelop aging garages into mixed-used projects to expand parking and workforce housing footprints, adopt micro-mobility options, and foster transit-oriented communities, municipalities can achieve more and significantly impact their cities.

The urbanization we are witnessing is exerting enormous pressure on local leaders, necessitating an immediate recalibration of their vision to adapt to the rapidly changing market landscape. This innovative and farseeing vision is crucial to ensuring a sound economic, social, and environmental future for years to come.

But this vision cannot be insular regarding parking or geography. Parking is a vital component of a sound transportation infrastructure network, and as such, the vision needs to include transit-oriented solutions. In like manner, this blueprint needs to cross city and county boundaries to develop a regional approach.

Regional strategies allow municipalities to pilot new and emerging technologies while updating urban planning policies that will enable them to bring these initiatives to fruition.

Under the umbrella of regionalism, they can avoid risks because these technologies have already been tried and tested in densely urbanized environments.

Today’s lifestyle encourages people to be mobile to pursue new opportunities.

Regionalism transcends boundaries and is intrinsically tied to urban mobility, connectivity,

4 PARKING & MOBILITY / DECEMBER 2024 / PARKING-MOBILITY-MAGAZINE.ORG

economic development, housing, and sustainability.

Therefore, adopting a regional transportation approach will allow people to move synergistically from where they reside to where they work and vice versa.

This approach, which focuses on connectivity, embracing various transportation modalities, and redeveloping aging infrastructure to address current urban demands, is a call for action for parking organizations. However, it’s not just a challenge; it’s an opportunity.

Technological advances, evolving consumer attitudes, and rapid population growth fundamentally reshape cities and their assets. Infrastructure, including parking facilities, roads, curbs, buildings, housing, and lighting, is a critical asset directly influenced by these trends. Widespread infrastructure challenges impede progress and significantly diminish livability.

The parking and mobility industry is called upon to address today’s issues while broadening its core mission. Industry leaders are now expected to lead

multidisciplinary organizations that can effectively respond to the emerging needs and demands of the new urban order. This expectation shift underscores industry leaders’ evolving and weighty roles and responsibilities.

Urban parking and mobility organizations are forging new pathways by implementing modern business models that address these demands with a forward-looking vision. Innovative models, such as smart city technologies, public-private partnerships, and new mobility options, can bridge the digital and infrastructure disconnect in smaller cities, where resources and financial opportunities are limited.

This strategic and broader vision, cemented in innovation and human purpose, will forge a path forward for future generations. ◆ ALEJANDRA “ALEX” ARGUDIN, CAPP, is the Chief Executive Officer of the Miami Parking Authority and the Chair of the IPMI Board of Directors. She can be reached at aargudin@ miamiparking.com.

Meet Modii Effortless Parking, Powerful Results.

Put your data to work: AI-Powered Insights: Real-time analytics optimize performance and boost efficiency.

Seamless Integrations: 50+ integrations create a unified intelligence dashboard.

Total Digitization: Digitize your parking system for smoother operations and happier users.

Start planning 2025 now at

www.modii.co

STOCK.ADOBE.COM / PINGEBAT

PARKING-MOBILITY-MAGAZINE.ORG / DECEMBER 2024 / PARKING & MOBILITY 5

INNOVATION & TECHNOLOGY

Tackling Parking Challenges Coding the Curb, Data, and Olympic Possibilities

By Andrew LaMothe

L

OS ANGELES (LA) has always been known for its traffic jams and tricky parking situations, but now the

Los Angeles Department of Transportation (LADOT) is using innovative technology to tackle these challenges in a big way. While much of LADOT’s efforts are focused on smarter parking through its LA Express Park project, there’s an even bigger idea on the horizon—one that could reshape how LA manages its streets, especially with the 2028 Olympics and Paralympics coming up. That idea? Coding the curb.

Let’s dive into how LADOT plans to use this cutting-edge technology to better manage curb space and why it could be a game-changer for future transportation in the city.

Coding the Curb: The Future of City Streets In a world where cities are always battling traffic and congestion, the curb has become prime real estate. Traditionally, curbs were just for parking. But these days, they’re used for all sorts of things: delivery trucks making quick stops, rideshare pickups, bike lanes, and even outdoor dining areas. With so many competing uses, curbs have become chaotic, and managing them is more important than ever.

That’s where LADOT’s “code the curb” plan comes in.

The idea is to digitize the curb and use curb management technology to make the curb space more flexible, changing its purpose based on real-time needs. For example, a curb used for metered parking during the morning might switch to a delivery zone in the afternoon and become a rideshare pickup point during the evening rush hour. By using sensors, cameras, and data, LADOT will be able to track how curbs are being used and adjust on the fly to meet those needs.

This approach has huge potential benefits. It can reduce traffic by minimizing drivers’ time searching for parking or drop-off zones. It can also help keep delivery trucks from blocking lanes, thereby improving traffic flow. Ultimately, it’s about making better use of the limited space that is available on city streets.

Plus, LADOT’s participation in the SMART Grant program and its membership in the Open Mobility Foundation means that all the data collected from coding the curb will be communicated in a standardized format called Curb Data Specification (CDS), whereby all platform participants will be “speaking the same language.” This makes sharing and analyzing data with other cities or companies easy, allowing for even greater innovation and collaboration in urban planning.

Preparing for the Olympics: Smart Planning for a “Car-Free” Event As Los Angeles gears up to host the 2028 Olympics, there’s a lot of talk about the event being “car-free.” The idea is to encourage visitors to use public transportation, bikes, and walking to get around. But the reality is that millions of people will be coming to LA, and many of them will still need vehicle access—whether it’s for special event staff, media, or even just logistics like deliveries and rideshares.

That’s where LADOT’s smart strategies come into play.

The systems they’re developing today for parking and curb management could be key to making the Olympics run smoothly. The sensor-based occupancy monitoring and demand-based pricing models from the LA Express Park project can easily be adapted to handle the massive influx of people and vehicles during the games.

For example, by tracking real-time data on how curb space is used, LADOT could dynamically allocate curb zones depending on what’s needed. Maybe a street near an Olympic venue starts the day with parking spaces for staff and transitions into a drop-off zone for rideshares as crowds arrive for an event. By constantly adjusting curb use, the city can stay flexible and avoid bottlenecks, keeping traffic flowing even when things get busy.

Many venues, commercial centers, and popular public areas in the City (Hollywood, Venice Beach, Melrose, the Arts District, Downtown L.A.) that will not be part of the official Olympic venues will experience an influx of tourists and visitors who may be looking to enjoy the City, a special event, or a nice meal at one of L.A.’s many renowned restaurants when they are not attending Olympic events. Many of them will require a vehicle to access these areas. Providing enhanced access to such events will benefit from the new technologies that will improve curb management.

This will be especially important in high-traffic areas near Olympic event venues or other vibrant areas where venues

6 PARKING & MOBILITY / DECEMBER 2024 / PARKING-MOBILITY-MAGAZINE.ORG

STOCK.ADOBE.COM / KIRILLS

may host a special event or celebration where curb space must be carefully managed to avoid chaos. By using smart technology to monitor and adjust space for everything from media trucks to rideshares to delivery services and various other uses, LADOT can ensure that everyone gets where they need to go efficiently—even during one of the world’s largest sporting events.

Smarter Parking with Sensors and Data Of course, this curb management is built on LADOT’s experience with smarter parking through the LA Express Park project.

This program uses sensors and technology from partnering companies to collect real-time data on parking occupancy.

These various sensor technologies track when cars arrive and leave, allowing LADOT to know precisely which areas are the busiest and to adjust them accordingly.

The key innovation here is demand-based parking pricing, which LA Express Park has used since 2012. Parking prices fluctuate based on how much demand exists within an area. So, if a particular street is packed with cars, the prices increase to encourage turnover. In less crowded areas, prices drop, making parking more affordable and encouraging drivers to park a little further from their intended destination to save money. This system reduces the time people spend driving around looking for parking—a major contributor to LA’s traffic jams.

LADOT’s data-driven approach to parking makes it easier to find a spot and helps reduce congestion and pollution, keeping the city’s transportation system running smoothly.

This approach to managing parking affords LADOT the ability to make data-based and behavior-based decisions. It’s a small change that’s having a significant impact on LA’s streets.

Wrapping It Up LADOT’s use of smart technology to code the curb and manage parking is more than just a cool experiment—it’s a vision for the future of city transportation. Using real-time data to decide how streets and curbs are used, LADOT is helping LA become a more efficient, less congested city. And with the 2028 Olympics on the horizon, these innovations will be key to managing the massive transportation needs of such a huge event.

Whether parking or managing the curb, LADOT shows that smart technology can help make our cities more organized and adaptable. As LA continues to evolve, these tech-driven strategies will be essential for keeping the city moving, one smart curb at a time. ◆ ANDREW R. LAMOTHE is the Vice President—Business Development for IPS Group, Inc. and a member of the IPMI Technology Committee. He can be reached at andrew.lamothe@ipsgroup.com.

Violations, Enforcement, and Lost Tickets Oh My!

Photographic evidence and correct data for violations, enforcement, reservations, and lost tickets are instantly available to operators with our Parking Guidance System software. With a license plate inventory report, quickly discover where and when vehicles enter, park, and exit your parking facility.

Contact Us to Learn More parkassist.com

8 PARKING & MOBILITY / DECEMBER 2024 / PARKING-MOBILITY-MAGAZINE.ORG

TECHNOLOGY COMMITTEE MEMBER

THE GREEN IMPACT

Green Banks A New Funding Solution for Sustainable Parking & Mobility Solutions

By Trevyr Meade

T

HE PARKING AND MOBILITY INDUSTRY has made significant strides toward

sustainability, deploying EV infrastructure, adopting green construction practices, generating renewable energy, and implementing other climate-friendly initiatives.

However, much more is needed to support achieving global decarbonization goals.

One of the primary barriers to accelerating sustainability efforts in our industry has been access to capital and constraints on the return on investment for climate projects. In recent years, new public and private funding has begun to change this paradigm, providing more resources for sustainability initiatives.

Green Banks are one such funding source. These mission-driven financial institutions are specifically designed to overcome market barriers and accelerate investment in climate projects. They are emerging as a growing source of funding, and their impact on both the sustainability landscape and financial markets will only increase, given their recent influx of capital from the Inflation Reduction Act.

Green Banks and Their Role in Climate Projects Green Banks are financial institutions specifically created to boost investment in projects that positively impact the environment. Structured as public, quasipublic, or nonprofit entities, they prioritize climate

10 PARKING & MOBILITY / DECEMBER 2024 / PARKING-MOBILITY-MAGAZINE.ORG

impact over investment returns. Typically, they are capitalized with public or philanthropic funds, which enables them to make investments deemed too risky for private-sector investors. In addition to providing financing, Green Banks also offer technical assistance and sponsor initiatives to help scale markets for sustainable technologies.

Unlike traditional public and philanthropic grantmaking, Green Banks expect a return on their investments. By accepting more risk and lower returns, they catalyze private-sector investment in sustainability projects, multiplying the funding available for climate initiatives well beyond the initial public or philanthropic contributions. Today, there is a Green Bank in nearly every state across the United States.

Inflation Reduction Act: A Catalyst for Green Bank Growth As part of the Inflation Reduction Act, the Environmental Protection Agency (EPA) received $27 billion to establish the Greenhouse Gas Reduction Fund (GGRF). The goal of this fund is to stimulate investment in green technologies, particularly in low-income and disadvantaged communities. A significant portion of the fund is earmarked to capitalize Green Banks and other mission-driven investors, supporting their work in climate-friendly projects. Initially, $1 billion is expected to be distributed to Green Banks across the country.

Notably, for the parking and mobility sector, the EPA has identified zero-emissions transportation projects as a priority for these funds. The other two priority areas are distributed energy generation and storage, and net-zero emissions buildings.

STOCK.ADOBE.COM / FARLAND9

Leveraging Green Banks in Your Work As funding flows to Green Banks and they continue to mature, there is an exciting opportunity to accelerate our industry’s progress in driving sustainability forward. Given that the EPA has identified zeroemissions transportation projects as a priority for the GGRF, it’s worth exploring how Green Bank funds can be used to support decarbonizing fleets and expanding EV charging infrastructure in parking facilities. Additionally, there is potential to leverage Green Bank funds for deploying solar energy and implementing efficiency improvements in parking garages.

It is also important to think of Green Banks as a source of low-cost funding and a valuable resource for deploying sustainable technologies and identifying firms with expertise in advancing climate-friendly projects.

A natural next step is figuring out how to engage with these financing institutions. A great starting

point is USGreenbanks.org, the U.S. Green Bank 50 website—a coalition of Green Banks across the country. Here, you can identify the Green Bank in the region where your project is located and begin exploring available resources and funding options.

Two additional resources are the EPA’s GGRF webpage, which provides more information on the fund’s goals, and the Coalition for Green Capital’s website. This coalition directly received funding from the GGRF, which will flow to individual Green Banks.

The next time you’re building a new parking structure or considering a sustainability initiative, remember to engage with your local Green Bank— especially if the project is in a low-income or disadvantaged community. ◆ TREVYR MEADE is a Product Manager for the U.S. Green Building Council. He can be reached at tmeade@usgbc.org.

PARKING-MOBILITY-MAGAZINE.ORG / DECEMBER 2024 / PARKING & MOBILITY 11

THE BUSINESS OF PARKING Finance

The Complexities of Payroll Balancing Organization, Compliance, and Employee Satisfaction

By Aric Christensen

R

UNNING PAYROLL IN ANY ORGANIZATION can be a complicated task, but when that organization

includes multiple unions in addition to non-union employees, the complexity only grows. Payroll professionals often find themselves at the intersection of departmental organization, financial compliance, organizational goals, and employee satisfaction. As practitioners in the field, we face unique challenges and must look toward implementing best practices to ensure a smooth payroll process that realistically considers efficiency, accuracy, and how it is understood by managers, union leaders, and everyone on that payroll.

Organizations with employees who are members of collective bargaining units often have defined, negotiated contracts that specify pay rates, benefits, and working conditions per specific positions. Each union agreement can contain provisions for introductory pay rate, overtime, holiday pay, and sick and other paid time off, making it crucial to understand each contract fully and how it applies to each classification of employee. For non-union employees, payroll practices will likely differ. However, some organizations take cues from union contracts to inform nonunion employee policy, but they are often subject to their own policies and compensation framework.

These varying structures necessitate a robust payroll system where accuracy and compliance are paramount. By failing to fully comprehend governing documents or collective bargaining agreements, payroll professionals in multi-union environments can put their organizations at risk of potential grievances as well as legal and monetary liabilities for not adhering to union contracts.

The first and most obvious step in managing a complex payroll in a multi-union environment is simply reading the contracts! Review them regularly, not just when they are up for renegotiation. Payroll managers and staff should keep all employee contracts, handbooks, and other guidance materials in formats and locations that are easy to access. These should

be referenced often, and any ambiguity should be clarified with union representation and managers overseeing the employee group.

The nuances within each contract or employee handbook – ranging from wage scales to overtime determinations– demand meticulous calculation and tracking.

Effective communication between staff and their managers is vital when executing payroll for multiple groups of employees functioning under different collective bargaining agreements.

Each union likely has its own shop stewards or other representatives. Regular meetings with these individuals, whether casual sit-downs or more formal labor-management meetings, help build trust and convey transparency about your payroll processes. Regular updates about benefit changes, pay structures, overtime policies, or deductions help mitigate problems before they arise, and written communication will clarify ambiguity in contract terms and ensure that all parties understand payroll policies.

The choice of payroll systems and technology will act as an ally to payroll professionals in unique organizational environments such as this. Although it’s not always easy, cost-effective, or (in some cases) even an option to make organizational changes to a new or upgraded system, understanding how this choice can impact employee understanding and satisfaction cannot be understated. One of the more compelling advancements in the last decade is the

12 PARKING & MOBILITY / DECEMBER 2024 / PARKING-MOBILITY-MAGAZINE.ORG

STOCK.ADOBE.COM / TARIKVISION

proliferation of employee self-service capability. Allowing employees access to things like pay stubs, pay information, and tax documents, as well as leave usage and accruals, can go a long way to unburden payroll staff with these types of inquiries and empower employees to address their needs.

Without access to self-service options, these types of inquiries often come directly to payroll staff which can come at inconvenient times, interrupt workflow, and take time away from other duties. This type of access also enhances an organization’s transparency and allows employees, union and non-union alike, to have an accurate and real-time understanding of their pay and benefits information.

Training and continuing education for payroll staff is also an important element of keeping the department’s practices in compliance. Organizations should prioritize education, certification, and training for payroll staff. Labor regulations are constantly changing, and it’s important to keep abreast of changes in the tax code, labor laws, or when collective bargaining agreements are renewed.

Regular training, webinars, or other types of educational activities empower payroll staff and reduce the likelihood of errors (and grievances!).

The goal of any organization should be to create a payroll environment that not only meets legal and contractual obligations but also promotes a fair and equitable workplace for employees. Payroll professionals can navigate this intricate and changing landscape successfully and confidently through diligent attention to detail, effective communication, and the strategic use of technology. Payroll, as is the case in many public- and private-sector departments, must continue to evaluate and iterate to meet legal demands and employee expectations. ◆ ARIC CHRISTENSEN is the Payroll & Benefits Administrator for the Public Parking Authority of Pittsburgh. He can be reached at achristensen@ pittsburghparking.com.

PARKING-MOBILITY-MAGAZINE.ORG / DECEMBER 2024 / PARKING & MOBILITY 13

LEADERSHIP MOMENT

Leadership and Innovation The Power to Transform the Parking Industry

W

By Angela Clark, Esq.

HEN I ASSUMED OWNERSHIP of my father’s parking company in 2021, one key insight became

increasingly clear: leadership and innovation are inextricably linked. Today’s world demands more than just resource management or team direction from leaders; it requires visionaries who push boundaries, challenge norms, and inspire breakthrough ideas. In the parking industry, as in any sector, great leaders are those who drive meaningful change through innovation, ensuring their businesses stay competitive and thrive in an ever-evolving landscape.

But innovation isn’t simply about generating new ideas— it’s about the courage to implement those ideas, often by challenging longstanding practices. For the parking industry, this could mean embracing cutting-edge technologies, rethinking operational processes, or identifying new ways to enhance customer experience. Leaders who foster innovation understand that staying stagnant is not an option; they encourage taking calculated risks, even in an industry known for its operational stability.

Creating a Culture of Innovation Innovation flourishes in environments where creativity is nurtured, and leaders play a crucial role in creating these supportive spaces. By encouraging experimentation, embracing the possibility of failure, and providing teams with the resources to explore new approaches, leaders set the stage for transformation. This is not about maintaining the status quo or making incremental improvements—innovative leadership is about fundamentally rethinking how we approach problems and daring to ask, “What if we did things differently?”

For example, parking operators can rethink traditional layouts or reimagine customer service models in an age where digital convenience reigns supreme. Visionary leaders know that innovation comes not just from technology but from looking at processes with fresh eyes, an advantage I have used on my own journey. In an era where customers expect seamless and efficient experiences, parking professionals have an opportunity to leverage innovation to redefine their services.

The Traits of Innovative Leaders Visionary thinking, adaptability, risk tolerance, and resilience are the hallmarks of innovative leadership. In one of my favorite orations that hangs in my office, President Theodore Roosevelt captured this ethos in his 1910 Sorbonne speech “Citizenship

Found on the famous 16th Street Mall in Denver, JAVAI Coffee is a robotic AI beverage kiosk that autonomously serves coffee, tea, and milk-based drinks in around 60 seconds!

in a Republic,” specifically in the famed “Man in the Arena” section. Here, Roosevelt discusses the need for one to fully devote oneself to a task or endeavor, no matter the outcome or the criticism, because “there is no effort without error or shortcoming.” Put simply, there is no success without failure or attempt. Critics and naysayers will try to discourage you and sow seeds of doubt, but one must persist and have the

14 PARKING & MOBILITY / DECEMBER 2024 / PARKING-MOBILITY-MAGAZINE.ORG

conviction and fortitude to drown out the noise.

Unfortunately, this kind of thinking is not always welcome when certainty and bottom lines are the only measures of success. Roosevelt’s words emphasize the importance of perseverance, even in the face of disappointment and criticism. This sentiment resonates strongly in the context of innovation, where bold ideas are often met with resistance. However, true leaders have the strength to move forward, undeterred by setbacks.

In the parking industry, where certainty and predictability have traditionally been prioritized, embracing risk can feel uncomfortable. Yet, fostering a mindset where failure is seen as a learning opportunity, not a disaster, is essential for innovation.

Leaders who cultivate this mindset allow their teams to experiment and explore new technologies or operational strategies without fearing immediate consequences. Whether it’s trialing AI-driven parking systems or testing new revenue models, the willingness to take risks is a fundamental driver of innovation.

The Role of Adaptability in Leadership One of the most important qualities in today’s fastpaced world is adaptability. Innovative leaders must constantly assess the industry landscape, staying alert to technological shifts, customer preferences, political changes, and economic challenges.

The parking industry already sees the impact of emerging technologies like AI, IoT, and data analytics, transforming how parking is managed. Leaders who adapt to these advancements future-proof their businesses and stay ahead of the competition.

Even leaders who may not see themselves as inherently innovative can foster a culture of innovation by empowering their teams. Providing employees with autonomy, the right tools, and the space to think creatively will harness collective problem-solving and creativity—critical components for any breakthrough. Leaders who tap into the expertise and creativity of their teams will find new ways to address pain points and identify growth opportunities, such as maximizing space utilization or enhancing revenue through dynamic pricing models.

You are surrounded by talent and ideas; tap in!

Technology, Collaboration, and the Future of Parking Technology is a key driver of innovation, and nowhere is this more evident than in the parking industry.

Technology is reshaping how we approach parking, from AI-powered sensors that streamline parking management to data analytics that help optimize operations. Leaders must stay on top of these advancements to maintain their competitive edge, whether by attending trade shows, reading industry publications, or engaging with online communities.

However, technological innovation is just one part of the equation. Collaboration across industries can unlock new possibilities. The parking industry intersects with many other industries, including transportation, real estate, and sustainability.

Leaders who look beyond the confines of their sector—partnering with tech firms, urban planners, or even behavioral scientists—can uncover fresh insights that lead to innovative solutions. Whether integrating electric vehicle charging stations or improving the sustainability of parking structures, cross-industry collaboration is often the catalyst for transformative change.

You are surrounded by talent and ideas; tap in!

Innovation Is Essential for Survival In an ever-evolving world, the ability to innovate is no longer a luxury—it’s essential for survival. For leaders in the parking industry, this means staying attuned to technological changes, market demands, and customer expectations while continuously encouraging creativity and risk-taking. By fostering an environment where innovation thrives, parking industry leaders can drive forward-thinking solutions that meet today’s needs and anticipate tomorrow’s trials. It’s a brave new world full of opportunities, and I’m thrilled to be a part of it. The possibilities for innovation and growth are endless, and I’m eager to embrace the challenges and changes that come with this exciting new chapter. ◆ ANGELA CLARK, ESQ., is the Owner of Nationwide Parking Services. She can be reached at aclark@nwprk.com.

PARKING-MOBILITY-MAGAZINE.ORG / DECEMBER 2024 / PARKING & MOBILITY 15

HR PERSPECTIVE

Driving Success Top Recruitment Tips for the Transportation Industry

R

by Vinny Justiniano, SHRM-CP

ECRUITMENT IS A NECESSITY, but it doesn’t have to be a necessary evil. It’s a skill

much like managing operations or generating new business—it can be worked on and improved.

Understanding how to properly recruit will make you a major asset to your team and company. Today, I’m going to cover my top six tips for recruiting in the transportation industry, helping you avoid the mistakes other managers make. Implement these recruitment steps yourself, and you’ll find yourself bringing in top-tier talent in no time.

#1: Understand where in the process you’re experiencing challenges and address them properly.

You can’t fix an engine issue by changing a tire.

Likewise, you can’t fix a flaw made while interviewing by revising your orientation program.

There are six stages in full-cycle recruitment: 1. Preparing: Creating a recruitment plan and job description 2. Sourcing: Finding talent and promoting the position 3. Screening: Reviewing candidate applications 4. Selecting: Interviewing and making your decision 5. Hiring: Extending an offer and conducting pre-screenings 6. Onboarding: Orientation and setting up a successful introduction Understanding the recruitment process makes it easier to break down challenges and properly dissect what tweaks must be made to improve recruitment success.

If candidates believe the job description doesn’t accurately reflect the position, that’s a preparation phase error. If the candidates applying do not match the role’s needs, that’s a huge sourcing issue which becomes a screening concern if they advance in the process.

Did you have the perfect person but failed to get them onto the team and started? Depending on when

16 PARKING & MOBILITY / DECEMBER 2024 / PARKING-MOBILITY-MAGAZINE.ORG

you lost them, that could be a misstep in the hiring or onboarding phase. It takes intentionality along each step to ensure things are being done correctly.

Everything is controllable with the proper thought process.

Be honest about where you’re experiencing challenges and concentrate your efforts to improve there first.

#2: Recruitment is a sprint, not a marathon.

The Preparation stage is a time for deliberate and methodical decision-making. However, steps two through six (Sourcing through Onboarding) are the time to put the pedal to the metal and work with urgency.

Once candidate applications start arriving, recruitment needs to be a priority. Every day without action increases the odds that another company or recruiter will communicate with them, interview them, and potentially hire them.

Money is invested the moment the candidate is sourced, and costs can easily balloon if these prospects are wasted. By contacting your candidates first, you improve the success of your recruitment.

With consistent and early effort, you’ll find yourself onboarding better and more skilled talent.

The first company to communicate becomes the benchmark against which all other opportunities are compared. Put yourself and your company in that advantageous position.

#3: Communication: clear, concise, and consistent.

Imagine a challenging job search as an applicant: dozens, potentially hundreds of applications sent out, only to be ghosted repeatedly or receive a rejection email.

STOCK.ADOBE.COM / DG-STUDIO

Poor communication demoralizes the job search and makes the conversation a one-way street. Being different is crucial as an employer, and effective communication will transform the recruitment experience. In every communication, you represent and demonstrate company values and standards.

Be transparent from the beginning; communicate the planned interview stages, the major stakeholders in the decision, and the expected hiring timeline. Communicating properly means intentionality and being an ally, keeping candidates informed in the process—even if the current stage is just basic updates to keep communication channels open.

If candidates are interested in the job, they’ll appreciate being kept in the loop. Solid communication demonstrates from the start that you value their time and your organization’s professional expectations.

#4: Wonder Woman is fictional—be honest about requirements and recognize transferrable skills.

Do you find yourself tasked in your recruitment searches to find a candidate with a Type A work ethic, a Type B calm demeanor, O- blood type, 10+ years of business management experience in the parking industry, and comfortable relocating to Buford, Wyoming?

Yeah, that’s a lot to ask. You will find yourself short of candidates who fit the role and salary.

Instead of looking for your superhero, determine the most important responsibilities of the position and other industries where candidates could have gained those skills.

Operations management? A background in the security industry could be an option. Entry-level accounting and billing? The medical industry has an abundance of specialists who’ve navigated plenty of difficult billing scenarios. Front desk? Hotel industry. New business? There are plenty of sales folks who know how to close a deal.

The parking industry is interesting, dynamic, and growing, but we’re not an industry that has five-yearolds daydreaming about being in our field. Find experts with transferrable responsibilities and skills from another industry, and they’ll already have a leg up on the work while learning the quirks that make our industry unique.

Don’t be boxed in by the job requirements; otherwise, you risk disregarding high-quality candidates who could thrive on your team.

#5: Interviews are a long-awaited reunion, not a first date.

People tend to think of interviews as first dates. Avoid that.

First dates are awkward and uncomfortable and can feel robotic. You both have limited things to discuss and are likely keeping a few items close to the vest.

Instead, reframe the interview as a reunion with a best friend after a long absence. You both have so much to share and learn. Thinking of an interview as a reunion avoids the “will they like me?” concern and brings a genuine joy of recapping all the exciting things they’ve missed and fun future plans.

Start making that mental adjustment, and you’ll conduct more personable and unique interviews. Personable interviews are key to identifying the candidate’s true character and intangible skills.

#6: Avoid recruitment desperation.

You may be experiencing a search that has taken too long.

Requirements and expectations have been lowered, the pay range raised, and you need this position filled now.

The candidate doesn’t know any of that and shouldn’t.

Do not let stress or desperation become apparent in the interview. It can turn away solid candidates with thoughts of “What am I missing? Why doesn’t anyone else want this job?” and spoils their mood from an excited team addition to a guarded or apathetic new employee. Don’t lose sight of the value of the opportunity.

There are financial, career, and life circumstances improvements you’re providing. They’re being offered an option to be a part of a team you hold in high regard. Keep your head up to ensure the top candidate is as excited as you are when they receive the offer.

Conclusion Recruitment is a skill, and all skills take practice.

Following these techniques will help you excel at recruitment. Remember, recruitment is the difference between a functional team and a fantastic one that achieves success far beyond expectations.

Recruitment is a sprint, so let’s get running. ◆ VINNY JUSTINIANO, SHRM-CP, is a recruiter for The Car Park. He can be reached at vjustiniano@ thecarpark.com.

PARKING-MOBILITY-MAGAZINE.ORG / DECEMBER 2024 / PARKING & MOBILITY 17

ALLYSHIP & EQUITY

Reflecting on Progress

By Gary A. Means, CAPP

D

ECEMBER MARKS THE END OF THE YEAR, and many of us will reflect on how 2024 turned out. As I

write this column, I’m actually looking back on the last four years, reflecting specifically on progress made around Allyship & Equity within the IPMI community.

On August 20, 2020, IPMI offered a free, membersonly webinar titled, “A Fireside Chat on Industry Inclusion.”

I was honored to moderate that inaugural conversation, which included my esteemed colleagues and panelists Kim Jackson, CAPP, Tiffany Peebles, Richard Easley, CAPP, and Keith Hutchings.

Since then, IPMI has presented several Shoptalks and training sessions and published blogs, columns, and feature articles on this critical topic.

DEI Column Series I was also honored to write the very first diversity, equity, and inclusion (DEI) column for the October 2020 issue of Parking & Mobility magazine. These columns continued every other month until Melissa Rysak, IPMI’s Vice President of Communications and Editor of Parking & Mobility, implemented a monthly column in the magazine. Thank you, Melissa, for your continued support, and to all the writers who have contributed the more than 38 columns that provide great perspectives and further educate us on this topic. Progress was being made, but we still didn’t have an IPMI committee to explore and shape this important work.

IPMI Committees Committee work is vital for the functioning and success of any association. IPMI volunteers who serve on committees focus on specific areas, leveraging specialized expertise in focus areas such as awards and recognition, conference program planning, education and training, planning, design and construction, sustainable mobility, and technology, among others. By bringing together individuals with diverse backgrounds and various viewpoints and experiences, committees foster a spirit of collaboration that leads to comprehensive solutions and innovative ideas.

Committees also facilitate networking, enabling members to build relationships that can lead to collaboration and support within the association. They play a key role in implementing the organization’s strategic goals, ensuring that plans translate into action. Overall, committee work enhances the association’s effectiveness, engagement, and sustainability, making it a vital component of organizational success.

Allyship & Equity Committee The IPMI Allyship & Equity Committee was born from the Allyship & Equity Advisory Group, a “think tank” to explore the possibilities for IPMI’s DEI efforts. The undertaking was so successful that the group was transitioned to a standing committee. The Allyship & Equity Committee works internally and externally to create opportunities for traditionally underrepresented voices to be heard and amplified. The main focus is providing education and tools for IPMI, its affiliate organizations, and the broader parking, mobility, and transportation community to create a more diverse, equitable, and inclusive future.

What’s in a name?

Why not DEI? Allyship and equity are essential components in fostering inclusive and supportive environments, whether in workplaces, communities, or society at large. The goal of allyship is to promote diversity, equity, and inclusion in all we do.

Allyship is the practice of individuals actively supporting and advocating for marginalized groups, using their power to amplify voices and promote change for those who are often unseen and unheard. It requires an ongoing commitment to learning, self-reflection, and standing in solidarity with others, recognizing that the struggle for equity affects everyone.

Allies can help bridge gaps in awareness, offering insights and resources that empower marginalized individuals.

On the other hand, equity focuses on ensuring fair treatment, opportunities, and access for all individuals, recognizing that different backgrounds may require different resources and support to achieve equal outcomes. By promoting equity, organizations can create environments where diverse perspectives are valued, leading to richer ideas, improved problem-solving, and enhanced innovation. Together, allyship and equity foster environments where everyone can thrive, where diversity is celebrated, and where everyone’s potential is realized.

In September 2023, IPMI created the Allyship & Equity Advisory Group, and the following founding members helped to blaze the path forward: Melinda Alonzo, CAPP; Marcía Alvarado; Dan Atkins; Charles Boddy, CAPP; Ravali Kosaraju, P.Eng., PE,

18 PARKING & MOBILITY / DECEMBER 2024 / PARKING-MOBILITY-MAGAZINE.ORG

 2024 IPMI Conference & Expo

2024 IPMI Leadership Summit 

PTOE; Joseph Madison; Michelle Porter, CAPP; George Richardson, CAPP; Andy Santos; Mark Santos, CAPP, PE; and Maria Tamayo-Soto, CAPP. Working with this group was enlightening and enjoyable. Here are a few reflections from our year-one members:

“I am so grateful for the opportunity to be a part of the inaugural year of the IPMI Allyship & Equity team. What an amazing opportunity to collaborate with our fellow parking professionals.

The shared experiences will forever change the way I interact with others daily. I appreciate those who have stepped up and shared their experiences, allowing others to grow, learn, and feel comfortable expressing ourselves, which makes us better leaders.”

—S. Maria Tamayo-Soto, CAPP MBA, Parking Services Manager, City of Las Vegas

“Allyship helps calibrate yesterday’s infrastructure with today’s resources for tomorrow’s solutions. We can level the playing field and empower all participants by ensuring equity in our initiatives. This synergy enables us to adapt and innovate effectively, ensuring sustainable progress for future generations.”

—Joseph Madison, Assistant Program Delivery Manager, Georgia Department of Transportation

PARKING-MOBILITY-MAGAZINE.ORG / DECEMBER 2024 / PARKING & MOBILITY 19

ALLYSHIP & EQUITY

“I went from ‘What is this?’ to ‘Still confused but learning,’ to ‘I had no idea that may be offensive,’ to ‘Ohhhhhh, I see.’ I’m glad I was a part of it and am still learning. No matter what your stance, understanding gives you more power than the fear of learning.”

— George Richardson, CAPP, Manager, Parking and Transportation, UF Health Shands Hospital

“Being on the Allyship & Equity committee allowed me to share my voice with people committed to learning how to be better allies. I’ve met leaders and others in the community who proactively ensure that people around them feel supported and psychologically safe and that everyone can succeed in a place where they feel like they truly belong. It’s also inspiring to see how engaged IPMI’s community was this past year with allyship education - it just shows that we care about each other and want to see everyone succeed together.”

— Andy Santos, Director, People & Culture, SpotHero

“I was extremely excited to participate with the inaugural Allyship & Equity advisory group due to real-time experiences with several staff; the need to respond to people matters, not just the operational or business matters. My hope for this committee is to show those non-believers that it truly does not take away from business, or life in general, when you include and honor all groups of people and perspectives. We ALL win when we are ALL seen and respected. Allyship is the path to championing this effort.”

— Melinda M. Alonzo, CAPP, Sr. Director, Parking and Transportation Services, Georgia Institute of Technology

20 PARKING & MOBILITY / DECEMBER 2024 / PARKING-MOBILITY-MAGAZINE.ORG

This group blazed a wide trail that included a benchmarking survey, which established a baseline and provided valuable insights to inform our strategies in implementing learning programs geared toward promoting allyship and equity. They also conducted a Town Hall at the IPMI Leadership Summit in February 2024 and presented an Allyship & Equity Charette at the 2024 IPMI Conference and Expo in Columbus.

We Are Official With IPMI’s August 2024 Call for Volunteers, it was announced that IPMI now has an official Allyship & Equity Committee. Many thanks to this incredible group of committee members who will build upon the work of the previous group: Adriana Albrecht, Andy Santos, Armaan Dhillon, Benito Perez, CAPP; Bianca Keipe; Brandon Patocka; Bruce Kaplan; Charles Boddy, CAPP; Chisa Nagai; Conor Burke; Dan Akins; Darryl Davis; Erik Hamilton; Faye Morrison; George Richardson, CAPP; Gina Hurny, CAPP; Jeri Baker, CAPP; Jeshua Pringle, CAPP; John Dembinski; Joseph AlHajeri; Joseph Madison; Julia Scholl; Kelly Dixon; Lauren Weintraut; Leslie Stone, CAPP; Madison Huemmer; Maggie Vercoe; Maria Tamayo-Soto, CAPP; Matthew Darst; Melinda M. Alonzo, CAPP; Melissa Morgan; Melonie Curry; Michael Ball; Nancy Kobielski; Norman Holt, CAPP; Ravali Kosaraju; Sarah Becherer; Sean Keane; Susan Cole; and Tony Porter.

I cannot wait to see what this committee puts together for the benefit of our organization and the entire Parking and Mobility industry. Let’s all work together to provide opportunities for all. ◆ GARY A. MEANS, CAPP, is Executive ALLYSHIP Vice President for & EQUITY Pivot Parking, PastCOMMITTEE MEMBER Chair of the IPMI Board of Directors, and a member of IPMI’s Allyship & Equity Committee. He can be reached at gmeans@pivotparking.com.

The Leading Credential in Parking & Mobility

Without my CAPP certification, I would be drowning in challenges, but my CAPP has allowed me to be proactive to prevent problems from occurring.”

Dennis Delaney, CAPP Assistant Director University of Texas, Austin Click to find out why Dennis earned his CAPP and how it impacted his career.

STATE & REGIONAL SPOTLIGHT The New England Parking & Transportation Council

Embracing Change The Evolution of NEPTC and the Future of Parking and Transportation in New England

T

By Douglas Hausladen, CAPP, NEPTC Board Member

HE NEW ENGLAND PARKING & TRANSPORTATION COUNCIL (NEPTC) has always

focused on supporting professionals in the ever-changing parking and transportation industries. This year marks a significant evolution for our organization, reflecting these shifts in our rebranding from the New England Parking Council to the New England Parking & Transportation Council. Like the International Parking & Mobility Institute (IPMI), which incorporated “mobility” into its name, the rebranding underscores our commitment to addressing the growing intersection between mobility, access, and parking.

Parking professionals today face new challenges that go beyond traditional parking management. Whether integrating new transportation technologies or addressing mobility trends, the NEPTC is dedicated to providing the tools, knowledge, and networking opportunities necessary to navigate this complex environment. Our new name represents a broadening of our mission to include transportation alongside parking, emphasizing a more holistic approach to how people move through urban spaces – both new and historic downtowns.

This change also reflects a growing focus on educational and networking opportunities for our members. Through conferences, seminars, workshops,

22

and a digital library of resources, NEPTC remains committed to helping its members stay ahead of the curve. As NEPTC President Andy Hill highlighted, the rebranding signals an essential milestone in our organization’s history and our continued effort to meet the evolving needs of our members. By offering support to municipalities, universities, healthcare institutions, and private operators, we aim to ensure that everyone in the industry is prepared for what’s next.

We invite all parking and transportation professionals to join us at our Annual Conference from June 2426, 2025, at Foxwoods Resort & Casino. This event will provide a unique opportunity to connect, learn, and grow within this rapidly changing industry.

For more information about NEPTC and how to get involved, visit our website at neptc.org. ◆

DOUGLAS HAUSLADEN, CAPP, is the Executive Director of the New Haven Parking Authority (Park New Haven), a member of IPMI’s State & Regional Affiliate Committee, and a member of the NEPTC Board of Directors. He can be reached at dhausladen@nhparking.com.

FEBRUARY 1820, 2025 One Ocean Resort & Spa - Atlantic Beach, Florida

For more information please email Tina at taltman@parking-mobility.org

www.parking-mobility.org

Preparing Present and Future Leaders for What Lies Ahead.

ASK THE EXPERTS

ASK THE EXPERTS

What is your dream innovation for parking and mobility?

What is your dream innovation for parking and mobility?

If you could have one parking and mobility wish, what boundarybreaking resource or practice would you make a reality?

Benito Perez, CAPP

Gabe Mendez, CAPP

Policy Director Transportation for America

Director of Transportation Operations UW-Madison Transportation Services

If there was an opportunity to innovate the mobility status quo, it is to recalibrate the practice to remember why we design, build, operate, and maintain our mobility system: for people. This would mean a people-first mobility mindset, especially given that everyone is a pedestrian at some point in their journey, and more than a third of people can’t or don’t own/operate a vehicle. People-first mobility also helps facilitate community, civic engagement, and economic development.

Katherine Beaty Executive Vice President of Customer Experience TEZ Technology My dream innovation is an intelligent, AIpowered security system capable of real-time detection, predicting, and preventing fraudulent activity across all parking and mobility platforms.

This system would leverage machine learning algorithms, behavioral analytics, and blockchain technology to secure transactions, authenticate users, and instantly identify suspicious patterns.”

A truly integrated parking management system where I could manage all my parking technology solutions in one admin console. I can set rates for EV charging stations, on-street meters, mobile payment options, and parking garages in one location. Also, all my reports can be customized across systems to give me a global look at my operations in one spot.”

Wady Burgos, CAPP Parking & TDM Coordinator City of Westminster My dream innovation is a mobility hub—a space where users have an array of choices for their parking and mobility needs. Our downtowns and cities continue to grow, and with growth comes pressure on our existing infrastructure. Providing a safe, accessible, and comfortable environment where everyone can choose how to move around in our community would improve everyone’s quality of life.”

Vanessa Solesbee, CAPP, CCTM Principal Planner Dixon Resources Unlimited For parking and transportation program and asset managers: a world in which every single technology solution integrated with one another in a seamless and common-sense way. For our customers: a truly frictionless and universal parking and transportation environment where someone could sign up for one account one time and just drive, park, and ride without ever having to figure out rules, make payment, buy a pass, or display a permit. Ideally, this universal pass would be smart enough to know where you are, charge you automatically, or inform you that you cannot park there via your smartphone, watch, or connected vehicle. For our industry: a world in which everyone knows, understands and respects why we manage parking and transportation resources.

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

24 PARKING & MOBILITY / DECEMBER 2024

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

Scott Petri President Mobility Parking Advisors, LLC I wish fleet delivery companies would engage garage operators to assist with last mile deliveries in cities, the most expensive portion of the shipment. The current practice of delivering packages multiple times a day to the same location by each delivery company will increase delays, congestion, and pollution as e-commerce continues to explode. The projections for growth are startling.”

Brian Shaw, CAPP Practice Builder Kimley-Horn

Matt Brooker Vice President of Sales Automotus I wish for broad policy changes to allow all parking departments, particularly municipal, to automate enforcement. Ticket-by-mail is a game-changer for safety and efficiency, but many municipalities can’t reap the benefits due to local or state codes requiring physical citations on windshields. Adopting this practice across the industry would help create more sustainable, livable cities!”

For all parking spaces to be digitized. That way, occupancy, utilization, compliance, and availability data could be provided easily and quickly. And users could find parking with minimal effort.”

Joseph Madison Assistant Transit Program Delivery Manager Georgia Department of Transportation

Marc Boher COO URBIOTICA The aspiration for cities today in terms of parking and mobility innovation is to achieve seamless automatic vehicle identification— knowing in real time that vehicle X is in spot Y. This advancement would greatly enhance urban efficiency by optimizing curbside management, strengthening enforcement, increasing turnover and spot availability, making spaces more accessible, and fostering smoother, more sustainable mobility within cities.”

Kathryn Hebert President and CEO TPMConnect My dream innovation combines connected technology, pioneering urban planning, sustainable practices, and advanced mobility solutions. The vision is to unify all aspects of transportation and mobility into a connected, AI-powered network supported by smart infrastructure. This integrated system would transform traditional approaches by connecting neighborhoods, transportation, and people. The goal is to alleviate urban congestion, maximize parking efficiency, and repurpose spaces for community use, creating accessible, sustainable, and vibrant areas that enhance quality of life. By reusing spaces for green areas and low-impact activities, this innovation would support healthier, more connected communities where people can easily live, work, and play.”

Electric Vertical Takeoff and Landing (eVTOL) and other advanced air mobility are expected to grow to $45B over the next six years. With medical trauma centers being repurposed and many real estate portfolios changing ownership, Architects of Transport Solutions can focus on aviation as an alternative to traffic along the extra mile. The FAA and FTA can leverage research institutions to establish safe flight paths among helipads.”

PARKING-MOBILITY-MAGAZINE.ORG / DECEMBER 2024 / PARKING & MOBILITY 25

Blueprint for Change Pittsburgh Builds Legal Structure for Ticket-by-Mail

By Mike Bourre

26 PARKING & MOBILITY / DECEMBER 2024 / PARKING-MOBILITY-MAGAZINE.ORG

t n i r p e u l B e g n a h C r o f re u t c u r t al S g e L s d l Bui h g r u b il a M Pitts y b et for Tick

By Mike

ISTOCK / SMARTBOY10 / BELTERZ

Bourre

PARKING-MOBILITY-MAGAZINE.ORG / DECEMBER 2024 / PARKING & MOBILITY 27

BLUEPRINT FOR CHANGE

Project Snapshot

T

HE CITY OF PITTSBURGH, PA, HAS SUCCESSFULLY ESTABLISHED A LEGAL FR AMEWORK FOR IMPLEMENTING A TICKET-BY-MAIL SYSTEM FOR PARKING ENFORCEMENT. The goal is to increase enforcement officers’ safety by removing

direct physical interaction when issuing tickets. Officers will be able to patrol and manage parking violations more effectively in areas where safety risks previously limited their operations.

Challenges: Due to a significant reduction in the operational workforce (currently at 60% of pre-pandemic levels), authorities couldn’t maintain adequate coverage across all areas. ● Safety concerns limited enforcement primarily to daytime hours, reducing the overall effectiveness of parking regulations. ● Existing laws and municipal codes didn’t support or explicitly authorize the Public Parking Authority of Pittsburgh (PPAP) to implement alternative enforcement solutions. ●

Solution: ●

Ticket-by-Mail

Expected results: Faster issuance of parking tickets with no need for officers to walk to each vehicle. ● Extended coverage in areas with evening and nighttime parking challenges. ● No more physical interactions with drivers, meaning enhanced safety for parking enforcement officers. ● More revenue going back into the neighborhoods for community development and upkeep. ●

Background and Foundations Pittsburgh’s parking infrastructure has been innovative and efficient since 2012. The city was the first in the country to adopt pay-by-plate technology, with 500 payby-plate kiosks spread throughout the city.

By 2015, metered revenue had nearly doubled, and the PPAP introduced pay-by-phone capabilities, further enhancing user convenience. By 2016, transactions through the new app hit the half-million milestone, drastically reducing system downtime — from a previous average of 20-30% to less than 1%.

28 PARKING & MOBILITY / DECEMBER 2024 / PARKING-MOBILITY-MAGAZINE.ORG

One last piece was missing to complete the city’s parking management and enforcement transformation.

Full-Circle Evolution for Modern Parking Management and Enforcement Placing a ticket on a windshield in some of Pittsburgh’s vibrant nightlife districts was no easy task. Officers often found themselves in tense situations, as confrontations with vehicle owners would quickly escalate. Without police escorts, officers were, in fact, unable to issue tickets past a particular hour, leaving many violations unchecked during peak times.

Ticket-by-Mail was the perfect solution to counter operational inefficiencies and safety risks. The PPAP could send parking violation notices directly to the vehicle owners’ registered addresses using license plate data captured via handheld or vehicle-mounted License Plate Recognition (LPR) cameras. This system safeguarded officers, extended enforcement hours, and improved compliance rates.

However, the existing legal framework didn’t support such a modern approach to parking enforcement. At that time, municipal laws and the Pennsylvania Motor Vehicle Code, which guided parking regulations and enforcement practices, didn’t explicitly authorize the issuance of parking tickets via mail.

New Technologies vs. Outdated Statutes: How Pittsburgh Built the Legal Structure for Ticket-by-Mail It was a legal and political challenge requiring advocacy, iterative discussions, and back-and-forth exchanges to identify the specific legal adjustments needed. Key players in this effort included the Pennsylvania House Transportation Committee Chair, the Transportation Committee’s legal counsel, the City of Pittsburgh Law Department, and the Mayor’s Office. These entities worked together to review, refine, and ultimately agree on the precise language and scope of the legal changes.

Take the next step in your career path as a parking enforcement professional today!

TM

This online, on-demand micro-credential is

PECP™ is open to all industry

designed to advance your knowledge and

professionals with a minimum of one year

skills and provide you with the foundation

of employment in the industry. This

for greater advancement in the parking,

micro-credential is ideal for frontline and

transportation, and mobility industry. Take

enforcement personnel, and specifically

nine job-specific courses on-demand, on

tailored to the needs of your staff.

your schedule, and pass the assessment to earn this valuable new micro-credential.

Course Credit: 9 Certification Points.

Register Now.

Office rs with LPR c handh amera eld an s scan d vehi c licens e plate le-mounted s.

Step 1: Legal Analysis

The journey started with analyzing all existing regulations that could impact the process: Pennsylvania statutes, Pennsylvania legal precedent, the City of Pittsburgh municipal law, the Pennsylvania Motor Vehicle Code, the Pennsylvania Second Class Cities Act, the Authority’s enabling legislation, the Pennsylvania Municipalities Act, and the Pittsburgh Code.

Step 2: Drafting Proposed Legislation

Once the PPAP confirmed the need for statutory amendment, the next step was drafting the Pittsburgh Code amendments required to authorize mail-based parking enforcement. The proposed legislation needed to be precise, ensuring it would withstand legal scrutiny and not conflict with existing laws.

Step 3: Securing Political Support

After drafting the proposed legislation, the PPAP and its advisers engaged with local city council members and state legislators to secure their support and assistance in navigating the legislative process.

The City of Pittsburgh Law Department prepared legislation which stated, in its most pertinent section, that the Public Parking Authority of Pittsburgh had the power and right

“... to issue parking tickets, by placing them on the windshields thereof, by delivering them to the drivers thereof, or by mailing them by first class mail to the registered owners thereof for illegally stopped or parked vehicles.”

—David G. Onorato, CAPP, Executive Director, PPAP

How Ticket-by-Mail Works in Pittsburgh The strategic rollout of the new Ticket-by-Mail system is designed to immediately address the most pressing parking challenges downtown, in South Side locations, and during street cleaning operations.

Officers with handheld and vehicle-mounted LPR cameras scan license plates. When a violation is detected, ticket issuance isn’t immediate. Instead, officers meticulously review all captured data, including

evidence of the violation, which is stored in the cloud and accessible only to authorized users. Once the violation is confirmed through this rigorous review, the system automatically prepares the ticket, which is then mailed directly to the registered owner’s home address.

Adjusted rules for payment deadlines and late fees complete these changes. Recognizing that mailed tickets would take additional days to reach their destination, the Authority extended the payment deadlines to give vehicle owners sufficient time to receive and respond to their notices, maintaining fairness in the enforcement process.

The cloud-based Ticket-by-Mail solution provides a seamless interface for enforcement officers to input and access data, ensuring that all information is centrally stored and easily retrievable. The Public Parking Authority of Pittsburgh can access the Pennsylvania Department of Motor Vehicles (DMV) records and use this data to send tickets and an evidence package to registered vehicle owners via an automated print and mail workflow. The system also integrates with third-party software for simplified management and transparency of financial transactions. These integrations enable efficient tracking of late payments, aging, fees, and even court interface, ensuring all data is clear and accurate. ◆ MIKE BOURRE is Vice President, Sales and Marketing, for gtechna, a division of Harris Computer. He can be reached at mike.bourre@ gtechna.com.

/ NYCSHOOTER 30 ISTOCK PARKING & MOBILITY / DECEMBER 2024 / PARKING-MOBILITY-MAGAZINE.ORG

One Price.

Unlimited Value.

Announcing IPMI’s new education subscription program.

Get individual access to a full library of on-demand courses for one annual fee.

Subscribe Today

Per Course

Why Subscribe?

Empower your employees to upskill. They can choose from a robust library of online learning course options. A subscription provides learners with a wide variety of industry-specific courses, all offering CAPP credits. Choose the training you want when you want it—all for one annual price. There’s always something new to discover, and courses are added and updated throughout the year.

Get access to 35 self-paced courses designed to train, upskill, and advance today’s industry professionals and tomorrow’s leaders!

Member Price: $349 per Member

Valued at over $1,700.

Want more training and on-demand resources?

Scan the QR Code to visit the IPMI On-Demand Education Library.

L E V E NEXTLEVEL L T X E N Next-Level Connectivity Smart Cellular Solutions for Parking Garages An interview with Stephen Kowal of Nextivity

CONNECTIVITY

32 PARKING & MOBILITY / DECEMBER 2024 / PARKING-MOBILITY-MAGAZINE.ORG

ISTOCK / CATHAL STADLER

Smart Cellular Solutions for Parking Garages

An interview with Stephen Kowal of Nextivity Q: What is the current state of cellular connectivity in parking garages?

A: Parking garages are notorious for having poor or no cellular coverage. Many garages have thick concrete walls and floors that block signals, creating dead zones with no or very low signal strength. The coverage problems get even worse in places like elevators, inside walkways, and stairwells, where additional materials and structures prevent devices from connecting to the macrocellular network.

Some garage owners have tried to mitigate connectivity issues with Wi-Fi. While this might work for tenants or regular visitors, it’s unreasonable to think that guests, customers, or someone passing through would take the time to log on to a parking garage network.

Connectivity is widely considered the fourth utility; just as important as water, electricity, and gas. People expect their mobile devices to “just work” and typically only think about their connection when they don’t have one. Parking garages are one place where people often expect but also worry about losing coverage, which may impact their decision to park in a certain place.

ISTOCK / ANILYANIK

Q: Why do you think it’s crucial for parking garages to have robust connectivity?

A: Safety and payment processing are the two most critical categories for cellular connectivity in a parking garage. According to the Pew Research Center, 91% of cell phone owners in the United States feel safer when they have a working phone with them. Parking garages can be isolated, have dark corners, and generally make people uneasy. Having a strong, reliable signal or being able to maintain a call while walking alone through a parking structure goes a long way toward making people feel safe. Safety also includes the ability to call for help in an emergency or car trouble and always being reachable to family and friends.

In terms of payments and transactions, there are several uses and needs for cellular connectivity, including: Payment kiosks Mobile payments ● EV Charging stations ● ●

The convenience and ease of using mobile devices for payment streamlines operations and helps keep traffic moving.

PARKING-MOBILITY-MAGAZINE.ORG / DECEMBER 2024 / PARKING & MOBILITY 33

NEXT-LEVEL CONNECTIVITY

Q: What technologies can cellular connectivity enable within parking garages?

A: Cellular connectivity enables a wide range of technologies and services within parking garages, including: EV Charging Stations: stay connected for payment.

POS/Payment Systems: streamline operations and offer convenience. ● Convenience Kiosks: support transactions such as tickets, valet, maps, and emergency reporting. ● Coverage in Dark Corners: provides peace of mind to guests and employees (e.g., elevators, stairwells, interior walkways). ● Smart Sensors: real-time data and information from across the structure. ● Security Personnel and Equipment: allow for efficient property and personal safety management. ● Maintenance Teams: facilitate quick resolution of issues through better communication and information access while protecting lone workers ● ●

For an EV charging station to operate smoothly, it requires seamless communication between multiple components: the charger itself, the electric vehicle, and the power grid.

Q: More electric vehicle charging stations are being implemented in parking garages. What is the role of cellular in this case?

A: EV charging stations rely on cellular connectivity to operate. For efficiency and reliability, these stations need a strong and stable cellular signal to perform several vital functions, including tracking usage data, managing charging schedules, and processing payments. Without reliable connectivity, these functions can be disrupted, leading to inefficiencies and potential issues for both charging station operators and users.

For an EV charging station to operate smoothly, it requires seamless communication between multiple components: the charger itself, the electric vehicle, and the power grid. This communication ensures that the system can effectively monitor charging levels, optimize energy distribution, and bill users accurately for the electricity consumed. While cellular has proven to be the most reliable and robust method for enabling this critical communication, any cellular coverage gaps could result in delayed or incomplete charges, incorrect billing, or even system failures.

Q: How can cellular connectivity make business operations more efficient?

A: The list is long of ways cellular connectivity can significantly enhance the efficiency of business operations in parking garages. Here are some of the main reasons why they’re important. ●

●

34 PARKING & MOBILITY / DECEMBER 2024 / PARKING-MOBILITY-MAGAZINE.ORG

Automated Payment Systems: ● Real-Time Payment Processing: With reliable cellular connectivity, parking garages can support automated payment kiosks or mobile payment apps.

This reduces the need for cash handling and speeds up the payment process, which improves the overall customer experience. ● License Plate Recognition (LPR): Cellular networks enable LPR systems to operate efficiently, allowing for automated entry and exit, reducing the time spent at gates, and minimizing staffing requirements.

Enhanced Security and Surveillance: ● Live Video Monitoring: High-quality cellular connections can support live streaming of surveillance cameras, enabling real-time monitoring of the premises, improving security, and speeding up response to incidents. ● Emergency Communication: Cellular connectivity ensures that important first call when trouble

ISTOCK / ONURDONGEL

occurs goes through and emergency call buttons and communication systems within the garage remain operational. ●

IoT Integration for Facility Management: ● Smart Sensors: Sensors connected via cellular networks can monitor various aspects like lighting, ventilation, and occupancy. This allows for automated adjustments (e.g., dimming lights in unoccupied areas), reducing energy costs, and optimizing facility management. ● Predictive Maintenance: IoT devices can monitor the health of equipment (e.g., elevators, gates) to send alerts when maintenance is required, minimize downtime, and prevent costly repairs.

Q: How does cellular connectivity affect the customer experience?

A: Many benefits that reliable cellular coverage inside parking garages brings to businesses also apply to customers. From easy entry/exit access, real-time information on parking availability, EV charging, and seamless mobile payments to enhanced security within the structure, improving in-garage cellular connectivity significantly enhances the customer or tenant experience.

But at the end of the day, safety is key. We often realize we don’t have a signal when calls won’t go through, texts won’t send, and our apps aren’t updating.

The best customer experience happens when tenants, guests, and visitors never question if they have a connection; their devices just work, and people can count on them to work when needed.

Q: What can parking owners implement to improve connectivity throughout the structure and ensure a seamless user experience?

A: Parking garage owners and managers should never forget that poor cellular connectivity inside structures is coverage-related, not capacity-related.

Coverage issues: signal is not penetrating, creating areas with low connectivity or signal dead zones. ● Capacity issues: bandwidth is limited because of the number of devices in the area, usually in highvolume locations (think stadiums and airports). ●

If a building owner or parking garage management company wants to improve cellular coverage in their structure, installing an intelligent, active distributed antenna system (DAS) is a great option. These systems boost cellular signals and improve cellular coverage in buildings (or in parking garages) by bringing the power of

the macro network indoors. In other words, they grab the strong signal outside the parking garage and distribute it to every floor and corner inside the parking garage.

Some intelligent active DASs allow you to leverage your investment by doing more with your DAS. A modern DAS becomes the backbone of an IoT network by supporting Zigbee sensors and specialized applications such as gunshot detection. This gives building owners added value by boosting cellular coverage and adding Industry 4.0 capabilities (now or in the future) in a single solution.

Sometimes, when people hear “DAS,” they think about legacy or “big iron” DAS—the kind you use to boost capacity in a stadium for the Super Bowl or a concert, which can cost more than $1 million.

Intelligent active DAS fixes coverage issues—not capacity—at a fraction of the cost. It is estimated that 90+% of cellular issues are coverage issues, where the signal isn’t making it to the device.

Intelligent active DAS compared to legacy DAS: Perfect for solving cellular coverage issues – legacy DAS solves for capacity. ● Much more affordable than legacy DAS. ● Easier and quicker to install than legacy DAS. ● No retransmission agreement required – doesn’t need carrier approval to be turned on like legacy DAS, which speeds implementation and reduces hassles. ● Enables Industry 4.0 applications to do more with DAS. ●

Q: Is cellular connectivity restricted to only the parking garage, or can other attached areas benefit?

Hallways, stairways, and elevators are targets for cellular signal boosting. These are areas where people often stay on the line with friends or family when walking alone. Poor coverage removes the safety blanket people feel when staying connected until they reach their destination. Signal dead zones become especially problematic in emergencies, like being trapped in an elevator and unable to reach anyone for help. Ensuring end-to-end coverage in the parking garage and its hallways, stairways, and elevators provides added safety and convenience for its visitors or tenants. ◆ STEPHEN KOWAL is the Chief Commercial Officer for Nextivity. He can be reached at nextivity@sourcecodecomms.com.

PARKING-MOBILITY-MAGAZINE.ORG / DECEMBER 2024 / PARKING & MOBILITY 35

Revolutionizing Airport Parking How Real-Time Flight Data and Technology Are

By JG Biebighauser

How Real-Time Flight Data and Technology Are

Revolutionizing Airport Parking

36 PARKING & MOBILITY / DECEMBER 2024 / PARKING-MOBILITY-MAGAZINE.ORG

ISTOCKPHOTO / CIRCUITRY GRAPHICS: SUPAKRITPUMPY; PHONGSAK SANGKHAMANEE

By JG Biebighauser

A

IR TRAVEL BRINGS WITH IT several potentially stressful

situations. Whether traveling alone for business or with the family for vacation, travelers face the potential of both expected and unexpected hiccups in their journey. Over the years, the airport experience has undergone significant changes—both positive and negative.

Advancements in technology have played a pivotal role in shaping these evolving expectations, with parking being one key aspect of the travel experience that has seen notable improvements.

Parking, as the first and last touchpoint of the airport journey, plays an important role in shaping the overall customer experience. For travelers, the emphasis is often on convenience. Early in my career with IBM, a close friend asked me, “As a frequent business traveler, would you use valet parking at an airport?” My answer was simple, “No. The last thing I want to do when I get off a plane is hand a ticket to a valet and wait for someone to fetch my car. I want to walk out, get in my car, and leave.”

That sentiment has long echoed across airport parking services—until technology began to offer solutions to these pain points.

My friend shared his vision for an airport service: “We’ll track flights and have the car waiting for the customer right outside their gate. It would be like a family member picked them up.” Today, at airports like Dallas Love Field, this is no longer an idealized future but a present reality, thanks to real-time flight tracking systems and data-driven parking operations.

The Shift from Manual to Technology-driven Solutions When I entered the parking industry in 2006, parking operations were predominantly manual, ticket-based, and inefficient. Valet services relied on handwritten tickets and verbal communication, which often left customers waiting and frustrated. Enhancing

ISTOCKPHOTO / DIMENSIONS

customer service without tools to streamline operations was difficult at that time.

The industry began transforming with the advent of ticketless, app-free systems in the early 2010s. These systems improved efficiency, but they were just the first step.

Today’s real game-changer for customer service in airport parking comes from leveraging real-time data, such as flight tracking, to anticipate traveler needs and reduce wait times. Integrating these technologies into airport parking operations is now central to providing seamless and enhanced customer experiences.

Love Field and the Power of Real-time Flight Data Dallas Love Field is a perfect example of how real-time data integration can improve operational efficiency and customer satisfaction. Their valet service uses a solution that incorporates a flight tracking system from FlightAware. This system enables the valet staff to anticipate travelers’ needs based on real-time flight data.

Imagine a frequent business traveler arriving back in Dallas after a long flight.

The Love Field system lets valet runners know precisely when the customer’s plane will land. They can stage the vehicle before the traveler exits the terminal, ensuring the car is ready immediately. This reduces the typical waiting time and creates a

PARKING-MOBILITY-MAGAZINE.ORG / DECEMBER 2024 / PARKING & MOBILITY 37

seamless, frictionless experience, directly enhancing customer service. Add to that the ability to pay on their phone as they deplane, and suddenly, my friend’s vision is a reality.

John Groden, VP of Airports with PCI (Parking Concepts, Inc.), explained: “One of the pushbacks we hear is that valets don’t have time to gather flight information; business travelers are just in too much of a hurry. That’s not my experience. Travelers at DFW were quickly trained to be ready with that information.

At Dallas Love Field, even if the customer walks away before the valet can gather the information, the system sends an automated text 30 minutes later with a link to update their return flight information. Technology like this allows us to provide great service conveniently.”

This customer-centric approach has improved service delivery and helped in adaptation to logistical challenges, such as the recent relocation of the TNC pickup area. Even with the TNCs creating a smaller staging space, valet operations can be optimized through real-time flight data, ensuring a smooth flow of vehicles and a positive experience for the valet parking travelers.

38 PARKING & MOBILITY / DECEMBER 2024 / PARKING-MOBILITY-MAGAZINE.ORG

Valet parking can provide a premium experience, but only when supported by technologies that make drop-offs and pick-ups more efficient.

Business Intelligence: Optimizing Operations for Better Service While real-time data improves immediate customer experiences, business intelligence (BI) tools take it further by helping operators plan for the future.

Excellent customer service requires quick solutions in the moment and thoughtful, data-backed decisionmaking that ensures smooth operations during peak and off-peak hours.

For instance, airport operators can use BI tools to analyze patterns, such as when the airport is busiest—typically Monday and Tuesday mornings and Wednesday and Thursday evenings. However, access to historical data allows operators to dive even deeper, identifying specific trends for each week of the year. This level of insight enables more precise staffing decisions,

ISTOCKPHOTO / NATE HOVEE

ensuring that the right employees can handle rushes or provide focused service even during slower times.

In the context of customer service, having welltrained staff at the right time is crucial. Some employees excel during high-traffic periods, while others maintain efficiency during slower times. By analyzing car movements and delivery time data, airport operators can ensure proper staffing and improved service quality, regardless of the time of day.

Technology and Customer Service: A Unified Approach As highlighted in recent discussions at the Airport Ground Transportation Association (AGTA) Fall 2024 conference, customer service is a critical element of successful airport operations. Real-time data, automated communication, and BI tools have become indispensable for delivering on this promise.

For instance, while flight tracking at Love Field ensures that every returned vehicle is done smoothly, innovations like express check-in stickers make the drop-off of the vehicle just as smooth. With access to BI Tools, 45% of the customers at Dallas Love Field are repeat customers, making up nearly 2/3 of the parking sessions. Creating a quick scan and check-in method and automating the return flight request cater to the needs of these high-valued travelers. These innovations don’t just enhance the operational side of airport parking; they directly contribute to better customer experiences, ensuring that even the busiest traveler feels attended to and valued.

ticket-based systems to advanced, data-driven operations, technology is reshaping the logistics of parking and the customer experience. Real-time flight tracking and business intelligence tools are driving this change, as evidenced by the successful implementation at Dallas Love Field.

The evolution of airport parking is far from over.

Still, one thing is clear: providing excellent service is no longer just about being present at the right time—it’s about anticipating needs, optimizing resources, and using data to ensure that travelers enjoy a seamless, stress-free experience every time they park. ◆ JG BIEBIGHAUSER is the Chief Sales and Marketing Officer for TEZ Technology. He can be reached at jg@ teztechnology.com.

The ability to deliver seamless, efficient service based on real-time information is becoming the industry standard, and customer service remains at the heart of this transformation.

The Future of Data-Driven Parking As more airports adopt real-time data solutions and integrate business intelligence tools, the landscape of airport parking will continue to evolve. The ability to deliver seamless, efficient service based on realtime information is becoming the industry standard, and customer service remains at the heart of this transformation.

For airports like Love Field, which have embraced these innovations, the results speak for themselves: reduced wait times, optimized staffing, and higher levels of traveler satisfaction. And as more airports adopt similar strategies, the focus on technology and service will grow stronger.

Airport parking has undergone a remarkable transformation over the last decade. From manual,

ISTOCKPHOTO / ELEGANZA

PARKING-MOBILITY-MAGAZINE.ORG / DECEMBER 2024 / PARKING & MOBILITY 39

G N I K R A P E Bridging the Parking Innovation Gap H T G N I G D I R B Aligning Technology Trials Aligning Technology Trials with Operator Realities

By Todd Tucker, CAPP, JD, DBA, and Ethan Glass

I

By Todd Tucker, CAPP, JD, DBA, and Ethan Glass

N PARKING, technological innovation has become synonymous with progress. However,

the industry is facing a big obstacle: misalignment in expectations around what makes a successful technology pilot. As is the case in many other industries, technological innovation in parking is exponentially increasing at a faster rate than change management can. This results in a scenario where innovation outpaces the human capacity to sustain that innovation.

We’ve already experienced the immense fragmentation that has resulted from the flood of technologies that have hit the market in recent years, but there are other obvious systemic problems, too. Quite frankly, there is a broken supply chain for technology adaptation, starting from the buying process and flowing all the way through client success. We’ll investigate this broken supply chain from the perspective of asset owners, operators, and vendors. In so doing, we will touch upon a sequence of three things: 1. Identifying and communicating a “problem” or “opportunity”.

2. Defining what a technology “pilot” actually is.

3. Aligning the interests of all parties to create a winwin-win scenario.

40 PARKING & MOBILITY / DECEMBER 2024 / PARKING-MOBILITY-MAGAZINE.ORG

Part One: Articulating the Problem That Needs Solving First and foremost, not all technological innovations need to be pain pills. They can be vitamins, meaning they enhance a process or add other types of value without necessarily solving a protruding problem.

Let’s focus on a technological innovation that is a pain pill—one that addresses a discrete problem. The example that follows is fully hypothetical and contains fictionalized company names: A parking garage called “C-Garage” is owned by Owner and operated by Operator A. C-Garage has been generating solid cash flow (a tremendous benefit that our industry offers asset owners), but the cost of labor has increased for Operator

ISTOCKPHOTO / ENJOYNZ

INNOVATION

GAP

i

with Operator Realities

A. Minimum wage has increased 50% over time, and C-Garage is fully staffed 24/7.

C-Garage was predominately used to park officedwelling customers for years, but those businesses are working indefinitely on hybrid return-to-work schedules. As a result, Owner has asked Operator A to start parking transient consumers to make up for the lost income.

Whereas Operator A used to yield 20% margins, it now scrapes for 12% margins and is understandably concerned that its operation could become unprofitable if a few other factors impact customer volume or labor.

Naturally, Operator A started looking into adding technology that would enable them to scale down their staffing while tapping into a new, different customer segment: transient parkers.

The next move that Operator A makes is crucial.

They must narrow down and clearly articulate their problem statement before progressing with evaluating technologies and kicking off conversations with solution providers. They risk going down numerous rabbit holes that won’t necessarily solve their core problem if they don’t.

Let’s define a problem statement as a concise description of a problem or challenge that needs to be

ISTOCKPHOTO / AGUS VILLAXE

P

addressed. In this scenario, an unsuccessful problem statement might be: We aren’t making enough money at C-Garage.

A successful problem statement here might be: Due to the fewer office parkers, we need to monetize the unutilized spaces while decreasing labor costs.

The first problem statement is unsuccessful because it only accounts for one part of the problem. One could respond to that statement by suggesting Operator A add third-party online reservation channels to drive more customer demand to C-Garage.

Whereas adding those channels will likely help increase revenue, other issues will arise: Who at Operator A will revenue manage those channels? ● What other technology will Operator A need to add to enable these channels? ●

In short, this proposed solution will not address the staffing problem at C-Garage for Operator A, as it is unlikely that the on-site staff will be able to take on another full-time responsibility of managing these thirdparty reservation channels.

PARKING-MOBILITY-MAGAZINE.ORG / DECEMBER 2024 / PARKING & MOBILITY 41

BRIDGING THE PARKING INNOVATION GAP

The second problem statement is successful because it focuses on the problem’s origin and highlights that the chosen solution should ideally decrease labor, too.

Part Two: Defining The Pilot Continuing from that example, we’ll remain vendorneutral and not indicate whether the solution should include gated or gateless technology. Either way, there will be a cost associated with it. Inevitably, the owner or operator will ask, “Who pays for this?”

In parking operations, many different deal structures could exist between an owner and operator to help answer this question. Regardless of who shoulders the burden of cost, there will most likely be a question as to how they can decrease risk during implementation.

One extremely common de-risking measure is to conduct a pilot. Pilots come in a variety of shapes and sizes, but they are essentially shorthand for “try it before you buy it.”

Now…that doesn’t mean that pilots should be free.

The most successful pilots we’ve seen involve shared risk and responsibility from all parties involved.

Everyone has skin in the game, so everyone stands to win. If the owner and operator expect the technology solution provider to wave a wand and solve their

Owner

Operator

problem for free without receiving something in return, then the pilot is doomed to fail.

Conversely, if the solution provider expects the owner and operator to pay full freight upfront for the technology, they will likely lose the deal.

It is critical for the owner, the operator, and the solution provider to have an early, upfront conversation that transparently outlines risk and reward. If the owner and operator are not yet ready to buy the solution, they should set clear expectations with the solution provider on what success looks like from their perspective, with a timetable in place to measure that success.

Especially when the solution provider offers a free or heavily discounted pilot, they need to have a target date in mind for when they’ll get paid. Naysayers will argue that the solution provider should be confident enough in their offering to take on the risk, but people with this perspective likely aren’t seeing the complete picture.

Consider this example: the solution is deployed from the top-down, but the actual user on the line level doesn’t utilize it. Is it the solution provider’s responsibility to invest more in an uncontrollable scenario for them?

Does the solution provider then over-customize their solution and end up upside down on their business model? It certainly won’t be good for any party involved if the solution provider goes out of business because they overspent.

Before a pilot kicks off, all parties should define it and do their best to set up the deal for all-around success.

Part Three: Aligning Interests for a Win-Win-Win Scenario

Solution Provider

It is critical for the owner, the operator, and the solution provider to have an early, upfront conversation that transparently outlines risk and reward.

42 PARKING & MOBILITY / DECEMBER 2024 / PARKING-MOBILITY-MAGAZINE.ORG

Pilots aren’t just about protecting the downside.

Inherently, the owner, the operator, and the solution provider will look out for their own best interests.

However, the best partnerships are win-win-wins.

It is reasonable that one should expect something to go wrong during the pilot and account for how that will be dealt with. In addition, the terms should be spelled out so that if/when the pilot is successful, all parties will be on top.

Unfortunately, there is a common scenario that can be damaging to all: when expectations are laid out properly and agreed upon, but then one party tries to renegotiate after the pilot.

If the solution provider sees that they have achieved their goals and now have leverage, they might try to take advantage of the owner or operator.

Alternatively, after seeing the solution provider invest heavily in deployment, the owner or operator might threaten to cancel, understanding that the sunk cost fallacy may force the solution provider to acquiesce and take a worse deal to try to recoup some of what they spent. The parking industry is a small industry that is driven by relationships. These relationships are strongest when interests are aligned.

Perhaps upon seeing the pilot’s success…

Operator A knows that the solution provider won’t make their optimal margin on this deal with C-Garage, but they have two other garages with a similar problem and commit to the solution provider that they will expand to more locations. Or the Owner might also own multiple garages that aren’t all operated by Operator A and commit to expand to their other assets. These arrangements would enable the solution provider to greatly decrease risk for Owner and Operator A, as they know the pilot could turn into a profitable deal.

1+1=3 scenarios abound, and good partners create these together.

Conclusion Whether you are an owner, an operator, or a solution provider, we hope you have gained some insights into creating a successful pilot that decreases risk and produces optimal outcomes for all involved. There are many others in the technology supply chain, including parking consultants and advisors, but these points apply, nonetheless.

To summarize, misalignment in the pilot stage can result in many cascading problems, such as: Solution providers over-promising and under-delivering. ● Deal price disparity. ● Stagnancy in innovation. ● Wasted time and resources.

Parking sits at the intersection of some of the top GDP-producing industries in the United States, such as transportation, mobility, and hospitality.

Parties can achieve alignment by: Operators clearly define their problem statement to avoid going down rabbit holes while evaluating solutions providers. ● Sharing risk and responsibility so everyone has skin in the game. ● Properly layout and agree upon expectations without one party trying to renegotiate after the pilot concludes. ● Operators set clear expectations with the solution provider on what success looks like and set a timetable so that the solution provider can reasonably expect when they will get paid. ● Aligning interests and working together towards 1+1=outcomes. ●

At this exciting time, technology innovation can be the rising tide that lifts all ships in our industry and enables us to add immense value to adjacent ones. Parking sits at the intersection of some of the top GDP-producing industries in the United States, such as transportation, mobility, and hospitality. There is more margin to grab for all parties, whether the solution solves a pressing problem (pain pill) or adds incremental value (vitamin).

By creating and adhering to terms and systems for technology pilots, we all stand to win big as innovations proliferate. ◆ TODD TUCKER, CAPP, JD, DBA, is the Chief Operating Officer at PRRS Parking/Asura Technologies. He can be reached at ttucker@ prrsparking.com.

●

ETHAN GLASS is the CEO and Co-Founder of Ocra. He can be reached at ethan@getocra.com.

PARKING-MOBILITY-MAGAZINE.ORG / DECEMBER 2024 / PARKING & MOBILITY 43

The IPMI Conference & Expo June 8-11, 2025 Louisville, Kentucky

The must-attend event that brings together parking, transportation, and mobility professionals for education, knowledge sharing, networking, and exposure to the latest technology and service providers.

Register Now!

44 PARKING & MOBILITY / DECEMBER 2024 / PARKING-MOBILITY-MAGAZINE.ORG

We can’t wait to see you in Louisville, Kentucky!

June 8-11

IPMI CALENDAR

IPMI Events Calendar 2025 JANUARY JANUARY 8 IPMI Webinar

Parking in the Digital Lane: A DataDriven Tech Journey

JANUARY 14 Free IPMI Municipal Member Roundtable Virtual Roundtable is limited to municipal/new members.

JANUARY 16 Free Member Chat CAPP

JANUARY 28, 30 Online, Instructor-Led Learning APO Site Reviewer Training

FEBRUARY FEBRUARY 6 Free Member Chat New Members

FEBRUARY 11 Free IPMI Higher Education Member Roundtable

Virtual Roundtable is limited to higher education members.

FEBRUARY 12 Free Virtual Frontline Training

Park Your Nerves: Drive Your Interview Success!

FEBRUARY 19-20 2025 IPMI Leadership Summit Atlantic Beach, FL

*Topic to be announced.

FEBRUARY 26 Free Learning Lab

Leap Into the Future with Innovative Parking Solutions Presented by Frogparking

MARCH MARCH 4, 6, 11, & 13 Online, Instructor-Led Learning Parksmart Advisor Training

MARCH 11 Free IPMI Municipal Member Roundtable Virtual Roundtable is limited to municipal/city members.

MARCH 12 IPMI Webinar

Homelessness: Not Just a Housing Problem

MARCH 27 Free Member Chat CAPP

APRIL APRIL 8 Free IPMI Higher Education Member Roundtable

Virtual Roundtable is limited to higher education members.

APRIL 9 Free Virtual Frontline Training

Understanding and Supporting Mental Health on the Frontline

APRIL 24 Free Member Chat New Members

MAY MAY 14 IPMI Webinar

A Decade of Parking Technology: Predictions, Progress, and Future Needs, presented by the IPMI Technology Committee

MAY 15 Free Member Chat APO

MAY 28* Free Learning Lab

Presented by gtechna

JUNE JUNE 3 Free Member Chat

Conference & Expo First Timers Orientation Chat

JUNE 4 Free Virtual Frontline Training

Managing Expanding Events: Mastering ICS (Incident Command System)

JUNE 8–11 IPMI Parking & Mobility Conference & Expo Louisville, KY

Stay up to date on industry events and activities!

Visit parking-mobility.org/calendar for the latest updates.

PARKING-MOBILITY-MAGAZINE.ORG / DECEMBER 2024 / PARKING & MOBILITY 45

IPMI CALENDAR

2025

(continued)

*Topic to be announced.

JULY

SEPTEMBER

JULY 9* IPMI Webinar

SEPTEMBER 9 Online, Instructor-Led Learning

JULY 17 Free Member Chat

SEPTEMBER 10 IPMI Webinar

Subject: Funding & Financing

New Members

JULY 22, 24, 29, & 31 Online, Instructor-Led Learning Parksmart Advisor Training

APO Site Reviewer Training—Renewal

There’s Not Here for the Parking: Venue Parking That is Not the Main Event

SEPTEMBER 16 Free IPMI Municipal Member Roundtable

AUGUST

Virtual Roundtable is limited to municipal/city members.

AUGUST 13 Free Virtual Frontline Training

SEPTEMBER 18 Free Member Chat

Turning Moments of Failure into a Lifetime of Success

AUGUST 21 Free Member Chat Awards

AUGUST 28 Free Live Meeting

Building Brand & ROI with IPMI

CAPP

SEPTEMBER 25* Free Learning Lab

OCTOBER 21, 23, 28, & 30 Online, Instructor-Led Learning Parksmart Advisor Training

NOVEMBER NOVEMBER 5 IPMI Webinar

Building Blocks: Understanding the Impacts of Policy on Your Operations, Presented by the IPMI Policy & Legislative Cohort

NOVEMBER 12 Free IPMI Municipal Member Roundtable Virtual Roundtable is limited to municipal/city members.

NOVEMBER 20 Free Member Chat APO

Presented by gtechna

OCTOBER OCTOBER 8 Free Virtual Frontline Training

Introversion & Extroversion: What’s Your Personality Superpower?

OCTOBER 14 Free IPMI Higher Education Member Roundtable

DECEMBER DECEMBER 11 Free Member Chat New Members

DECEMBER 17* Free Virtual Frontline Training

Virtual Roundtable is limited to higher education members.

OCTOBER 16 Free Member Chat New Members

Stay up to date on industry events and activities!

Visit parking-mobility.org/calendar for the latest updates.

46 PARKING & MOBILITY / DECEMBER 2024 / PARKING-MOBILITY-MAGAZINE.ORG

STATE & REGIONAL CALENDAR

2024 State & Regional Events Calendar DECEMBER 10-13 Florida Parking & Transportation Association (FPTA) Conference & Trade Show Amelia Island, FL

2025 APRIL 1-3

SEPTEMBER 22-26

Parking & Transportation Association of Pennsylvania (PTAP) Annual Conference & Expo

Carolinas Parking & Mobility Association (CPMA) Ashville, NC

Pittsburgh. PA

OCTOBER 21-23

APRIL 22-25 Texas Parking and Transportation Association (TPTA) Annual Conference & Trade Show

Pacific Intermountain Parking & Transportation Association (PIPTA) Conference & Expo Eugene, OR

Galveston. TX

OCTOBER 27-29

MAY 5-8 Mid-South Parking and Transportation Association (MSTPA) Conference & Trade Show

Southwest Parking & Transportation Association (SWPTA) Annual Conference Las Vegas, NV

Atlanta, GA

NOVEMBER 4-6, 2025

JUNE 24-26, 2025 New England Parking & Transportation Council (NEPTC) Conference & Trade Show

California Mobility and Parking Association (CMPA) Annual Conference & Tradeshow Lake Tahoe, CA

Mashantucket, CT

PARKING-MOBILITY-MAGAZINE.ORG / DECEMBER 2024 / PARKING & MOBILITY 47