Parking & Mobility — August 2022

INTERNATIONAL PARKING & MOBILITY INSTITUTE AUGUST 2022

Building Bridges GET TO KNOW IPMI BOARD CHAIR

Gary A. Means, CAPP

FIND YOUR SPOT IN THE WORLD OF PARKING The parking industry is rapidly expanding in scope beyond the yellow painted stripes and gate arms of parking lots and garages. From curb management to virtual payments to harnessing the power of data, the wheels of innovation are in motion.

T2 is at the centerof this evolution, offering a growing platform of unified and intelligent solutions, tailor-made to help you overcome your challenges and achieve your goals while meeting your customer’s expectations of convenience in a competitive marketplace.

FIND YOUR SPOT AT T2Systems.com/Find-My-Solution

800.434.1502 T2Systems.com

INTERNATIONAL PARKING & MOBILITY INSTITUTE AUGUST 2022 VOL. 4 / N0. 8

FEATURES 24

34

40

24

Building Bridges

34

SHARP Values

40

Clean Air for All

44

Celebrating Excellence

46

Setting the Standard

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Leading the Charge, Advancing the Industry

Get to Know IPMI Board Chair Gary A, Means, CAPP

By Melissa Rysak, CPSM

Platinum Parking’s Journey to DEI Implementation

By Karla Cantu and Will Thompson

The Game-Changing Impact of Electric Cars on Environmental Equity

By Margaret-Ann Leavitt

IPMI Announces the newest CAPP certified professionals.

Parking, Transportation, and Mobility Organizations Achieve Top Industry Accreditation

Committees Work Together to Build the IPMI Community

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/ EDITOR’S NOTE COLUMNS 4 ENTRANCE IPMI New Orleans 2022

by Pamela Corbin, CAPP

6 FIVE THINGS 5 Things To Do When You Return From a Conference

8 THE BUSINESS OF PARKING Diversity, Equity, and Inclusion Policies Promote Best Practices in the Workplace

By Michael J. Ash, Esq., CRE

10 THE GREEN STANDARD Clean Cars, Dirty Power?

By Yasser Jabbari, CAPP

12 DIVERSITY, EQUITY, & INCLUSION When Workplace Conflict is More than Just Conflict

By Vincent L. Thomas, CAPP, MSM

16 MOBILITY & TECH The Evolution of Access Control

By James Fedor

20 STATE & REGIONAL SPOTLIGHT Merger Ahead

By Mike Tudor, CAPP

22 ASK THE EXPERTS 56 AROUND THE INDUSTRY 60 PARKING & MOBILITY CONSULTANTS

I AM WRITING THIS NOTE TO YOU before I leave for

the July IPMI 2022 Parking & Mobility Conference & Expo, so while you will be reading it after you return, I am not ready to give you my download yet! More on that in the issues to follow.

Instead, I find myself in an interesting state of mind. As I work to curate the articles for you to read in this issue, focused on transportation equity and diversity, equity, and inclusion (DEI), my thoughts keep going to inequity.

Inequity is a funny thing. We all think we understand what it is, and that we know it when we see it. I know I would like to think that I am someone who battles it—that I fight to even the scales of inequality when I cross its path. I must say, having done the research for this issue and read some of the pieces you are about to read, I now feel like I still have a lot to learn. But I am here for it, ready to learn with an open mind and heart. I hope you are too.

That is why I am so glad I work where I work. IPMI is a voice that helps spread learning—and we are grateful that you are here with us to receive the message.

We learn from the best and the brightest that the parking and mobility industry has to offer, and as we learn more, we share it with you. As you learn more, you can share it with those who can make a difference in your world. After all, isn’t that how change happens? One lesson, one new idea, one better way at a time?

We have several great articles in this issue looking closely at both transportation equity and DEI. The Platinum Parking team has contributed a fantastic article on the implementation of their DEI program—they tell us to think of equity as supporting each staff member with the tools they need at the level they are currently working from. We hope that we are doing just that for all our members; supporting you at the level that you are working from, and helping you rise to meet your potential.

As always, thank you for spending some time with us. We have posted our editorial calendar for 2023, respond to our Call for Content open through August 26, 2022 to contribute your thought leadership to our community. Hope you get as much from this issue as I did!

61 ADVERTISERS INDEX 62 CALENDAR

Melissa Rysak, editor rysak@parking-mobility.org

SPECIAL FEATURES 52 LIFETIME ACHIEVEMENT AWARDS 54 CHAIR AWARDS

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/ ENTRANCE

IPMI New Orleans 2022 PUBLISHER

Shawn Conrad, CAE 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 CONTRIBUTING EDITOR

Bill Smith, APR

bsmith@smith-phillips.com 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, 2022. 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.

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By Pamela Corbin, CAPP

W

HAT AN AMAZING AND REFRESHING TIME WE HAD in

New Orleans this year. It felt good to be back in the swing of things. After one of the most challenging two years our industry may ever face, with the on-set of the dreaded COVID-19 virus that kept things shut down for so long. Some places shuttered for as long as two years. Without fail, IPMI took the helm and guided the ship through the storm navigating us to no better place than New Orleans, La.

We can all be proud of the accomplishments we’ve all made during the last two years. IPMI and other parking partners were able to stay ahead of the game with implementing new technologies, offering a variety of on-line learning opportunities, having online conference and expos in 2020, and taking the initiative (and risk) to have an in-person show in Tampa, Fla in 2021.

The 2022 Conference and Expo kicked off bright and early with the William Voigt CAPP Classic along with an amazing preconference course that covered critical operations, finance, maintenance, and disaster recovery. Of course, the free-flowing Shoptalks were rocking with participation.

We are all aware that the Opening Welcome Event is known for captivating entertainment, high energy networking, and a “taste” of the host city; however, this year’s opening event at the National WWII Museum was one that we will never forget.

With the drawdown of forces in Afghanistan after a long 20-year war and the Russian-Ukrainian conflict waging this year, this event provided an enlightening experience of this great war (WWII). The Museum showed us how it changed the world—why it was fought, how it was won, and what it means to us today. It truly brought to light the price of freedom— leaving us awe inspired.

Of course, right when you thought it

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couldn’t get better, the opening session on leadership was phenomenal with Army combat veteran and author Mike Erwin. He is a true leader who has dedicated his life to serving our country and empowering people to build positive and enduring relationships and resiliency was an inspiration to all who attended.

The military analogies he provided in comparison to our post March 2020 world– volatile, chaotic with relentless challenges was especially memorable, meaningful, and significant. The secrets and strategies shared on being resilient during these volatile and turbulent times can be carried forward and used in all aspects of our lives.

All of this set the pace for an exciting week filled with networking, exposure to new trends, products, and resources, stimulating new ideas, and becoming more knowledgeable to better support clients and customers. What a way to encapsulate the last two years and use it to our benefit to project us into the future. The only thing I can say in closing is “WOW, can IPMI top this year’s event?” See you next year in Fort Worth to find out! ◆ PAMELA CORBIN, CAPP is parking services manager for the City of Greenville, and a member of the IPMI Board of Directors. She can be reached at pcorbin@ greenvillesc.gov.

THINGS TO DO WHEN YOU RETURN FROM A CONFERENCE YOU MADE IT BACK! If you were with us in NOLA at #IPMI2022, you are probably just getting

back into the swing of things at home and at the office. Hopefully while you were in the Big Easy you made a lot of new contacts, cultivated your old ones, and learned valuable takeaways from both the Expo and the education sessions.

Now that you are settled back in, how can you be sure to maximize all the great things you did, learned, and experienced while you were at Conference?

Here are five things that will help you get the most return from your Conference experience:

1

Update LinkedIn. Gather all those business cards and connect! Remember to write a personalized connection message so they will remember who you are and accept your invite. You will be surprised at how often these contacts can come in handy as you move throughout the year! If you really connected with someone, be sure to follow up with a more detailed email or (gasp) a phone call.

3

Pass Along the Knowledge. Chances are that not everyone in your company had the chance to attend Conference. Share the important learning and knowledge and multiply your company’s return on investment! Write a white paper, create a presentation, set up a lunch and learn—there are so many ways to pass along what you have learned. Become the office hero!

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Assess the Conference Value.

All conferences have costs associated with them. Did you get a good return on your investment? If not, what can you change up next year to get a better result? Analyze sponsorship, awards, exhibiting, and other opportunities for visibility and look to get discounts for early sign-on.

Brain Dump. While it is fresh in your mind, get it down on paper! Go back over any notes you took in education sessions and re-consider any sessions you went to and jot down your thoughts. Use this information as reference material over and over. Your thoughts and spin on what you heard and saw makes for excellent blog posts and thought leadership.

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Put What You Learned into Practice. What did you learn that you can put into practice right away?

What concepts can help you do your job better, faster, or with an improved service outcome? Did you uncover a new passion, curiosity, or set a new goal thanks to something you experienced at Conference? Then get to work! Think through how you can implement what you have learned.

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/ THE BUSINESS OF PARKING /LEGAL

Diversity, Equity, and Inclusion Policies Promote Best Practices in the Workplace The Opposite Invites Litigation

By Michael J. Ash, Esq., CRE

A

LL WORKPLACES SHOULD STRIVE for meaningful ways to promote diversity, equity,

and inclusion (DEI). There are a myriad of benefits for an equitable and inclusive work environment, and there are many human resources professionals that can provide insight on the effects of these benefits. As an attorney, what I can provide insight on is what results from the failure of an equitable and inclusive workplace: lawsuits. Complaints of discrimination have become commonplace, and employers need to understand the statutory framework that provides a cause of action for discrimination with a clear goal to avoid liability.

How is Discrimination Enforced?

While most states have their own version of protective workplace laws, there is a uniform federal statute that applies across the United States. The Equal Employment Opportunity Commission (“EEOC”) is a federal agency that administers and enforces civil rights laws against workplace discrimination. EEOC Guidelines specifically provide that harassment constitutes “verbal or physical conduct that denigrates or shows hostility or aversion toward an individual because of [the employee’s protected class,]” “has the purpose or effect of creating an intimidating, hostile, or offensive work environment,” “has the purpose or effect of unreasonably interfering

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with an individual’s work performance,” includes “[e] pithets, slurs, negative stereotyping, or threatening, intimidating or hostile acts, that relate to …disability” and “[w]ritten or graphic material that denigrates or shows hostility or aversion toward an individual or group because of [the employee’s protected class] and that is placed on walls, bulletin boards, or elsewhere in the employer’s premises or circulated in the workplace.”

29 C.F.R. § 1609.1(b).

There are many cases that have interpreted individual state’s laws against discrimination, clarifying the general criteria in proving whether harassment can be established to find an employer liable. Courts

have specifically held that a plaintiff in a harassment action must demonstrate that the “complained of conduct (1) would not have occurred but for the employee’s protected status; and it was (2) severe or pervasive enough to make a (3) reasonable employee believe that (4) the conditions of employment are altered, and the working environment is hostile or abusive.” An employer may be strictly liable for equitable damages (back-pay, promotions, reinstatement, etc.) for discrimination and harassment committed by a supervisor. Agency principals apply to determine whether an employer may be responsible for compensatory damages (e.g., damages for emotional distress).

Liability for Discrimination For a plaintiff to succeed in proving discrimination or a hostile work environment, he or she must present a full and complete depiction of the work environment which, when viewed as a whole, presents an image that is intimidating and hostile. As a result, both state and Federal Courts recognize that testimony by employees about discriminatory actions by the defendantemployer like those alleged by the plaintiff are admissible to prove the employer’s motive or intent to discriminate. An employer is subject to vicarious liability to a victimized employee for an actionable hostile environment created by a supervisor with immediate (or successively higher) authority over the employee.

In such circumstances, the employer is strictly liable for tangible job consequences resulting from the supervisor’s actions.

A statement of assurance that the employer will take immediate and appropriate corrective action when it is determined that harassment has occurred.

Employers should also provide periodic training to its supervisors and managers concerning their responsibilities regarding the employer’s anti-harassment and antidiscrimination policy. The training should, at minimum, provide the supervisors and managers the types of conduct that will violate the anti-harassment and discrimination policy, the seriousness of the employer’s policy against harassment and discrimination, the duties, and responsibilities of the supervisors if they learn of allegations of harassment and discrimination and a clear prohibition against retaliation for making complaints or participating in a harassment or discrimination investigation. ◆ ●

MICHAEL J. ASH, ESQ., CRE, is a partner with Carlin, Ward, Ash, & Heart. He can be reached at michael. ash@carlinward.com.

Suggestions for Employers An employer must maintain a comprehensive written antiharassment and discrimination policy that informs its employees that unlawful harassment and discrimination will not be tolerated.

The written anti-harassment or discrimination policy must also inform employees how and to whom they should bring their complaints so that the employee knows what he or she should do before the harassment or discrimination occurs. In its Model EEO Program, the EEOC set forth the following minimum guidelines of what must be included in an anti-harassment policy: ● A clear explanation of what constitutes as prohibited conduct. ● A statement of assurance that employees who complain of harassment or provide information relating to complaints of harassment will not be retaliated against because of making the complaint or providing such information. ● A clear description of the complaint process which provides access avenues to make a complaint of harassment. ● A statement of assurance that the employer will keep complaints of harassment confidential, to the extent possible. ● A complaint process that states that the employer will investigate complaints of harassment promptly, thoroughly, and impartially.

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/ THE GREEN STANDARD

Clean Cars, Dirty Power?

By Yasser Jabbari, CAPP

I

STILL REMEMBER WHEN I SAW MY FIRST TESLA. Growing up in the Silicon Valley,

I knew eventually I would see one. But that moment when I first saw one go by me, I remember thinking just what a cool car that was. Not just in looks and style, but that it was all electric and could go so fast.

As we all know, there would be others after. But this—this was the car that would change the conversation on sustainable transportation in our country, and maybe the world. The idea of electric vehicles has become a mainstream reality, but that reality is more complicated than first imagined. Many first-generation electric vehicles (EVs) and plug-in hybrids had short ranges, and parking operators were suddenly expected to become fueling stations to support these vehicles. Although there have been many government programs to support an expansive EV charging network for all, it continues to be a rough road.

When consumers think about EV charging and a growing EV charging network, they tend to limit their thoughts to additional chargers being installed in the parking facility. They often have no concept of what it takes to support these devices. After 20 years of industry exposure, when I hear about EV charging, I go back to the infrastructure. Do the high-voltage feeders coming to my facility have capacity? Does my transformer and current electrical system have capacity? Is there room in my panel to accommodate two 40-amp breakers for a single dual charger? What are the accessibility requirements in my area for EV charging and can I meet those? Who is going to pay for these improvements and the electricity? Who is paying for the ongoing maintenance and connection fees? To further complicate the conversation, parking operators may be tasked with providing charging services for university, airport, or government fleet vehicles.

I raise these points not to dissuade operators from installing chargers or consumers from purchasing electric vehicles, but to have a greater understanding of the complicated electric system behind that charging port. Here are some key points to consider in the conversation around installing chargers in your parking facilities:

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How are you going to fund the equipment, ongoing maintenance, electrical, and connection costs? ● Learn what your state and local electric vehicle charging requirements and associated accessibility codes are. ● Do you have the existing electrical capacity to support charging at your facility? If so, what can you support? ● Think about what you are trying to do. Are you trying to get people charged and out in a hurry or are cars sitting for a long time? These answers change what type of charger you are installing and how many you are installing. ● How can your local utility help you? Will they provide funding, chargers, maybe a separate meter at a discounted rate?

At a larger level, all of this is supported by the electrical infrastructure that powers the U.S. through a system of power generation stations—be it coal, wind, water, or solar, and the transmission lines that move it from its source to the charging station. It takes a significant investment to bring electrical chargers and maintain them over time, and everyone seems to be in a massive rush to electrify everything around us. What is not keeping pace, however, is the investment in the infrastructure that is needed to power these chargers and our world.

For example, look at Northern California. The local energy company there recently announced that during the threat of wildfires, they would be shutting down electrical service to minimize the threat of fire spread. Sounds good, unless you have an EV that needs to be charged and have no other way to charge it.

As a side note, there has been a recent push to remove gas stoves from new construction as they are seen as harmful to the environment. So, in California during a wildfire, now you can’t cook or charge your car. What will your excuse be when you call ●

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off for work the next day? “Sorry, I can’t come in because my car didn’t charge and I’m hungry.” Of course, since the power is out you can’t charge your phone either, so there’s that problem as well. There has been no investment to have stable, plentiful renewable power available for customers to keep pace with not only the transportation sector, but everything else around us.

Decisions will have to be made soon about how power is produced and how it gets placed. As parking operators, we are not making those decisions, but we should know how the power is getting to our facilities and push on the people who supply it. Are they getting power from coal?

Are they getting it from sustainable resources? Can they even get it from sustainable resources? Recently, California attempted to receive funds to keep the nuclear power plant at Diablo Canyon open for power production. That

single plant produces 9% of California’s power. If it shuts down, where do we get the power? I am not advocating for or against it, but what’s the point of an EV if you start building more coal power plants to power it? By now we have all seen the pictures or videos of electric buses or cars being charged by diesel generators. What is the point of a clean car if it’s being powered by dirty power?

Again, I stress that I am not trying to push people away from installing EV chargers, but there is a lot more to it than most people know. These conversations need to start happening soon. ◆ YASSER JABBARI, CAPP is operations coordinator for the University of California, Riverside and a member of the IPMI Sustainability Committee. He can be reached at yasser.jabbari@ ucr.edu.

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/ DIVERSITY, EQUITY, & INCLUSION

When Workplace Conflict Is More Than Just Conflict

By Vincent L. Thomas, CAPP, MSM

C

HANGING WORKPLACE DEMOGRAPHICS in the U.S. are everywhere, even in our

industry. Since the last Census count, diversity in the workplace has been dramatically transformed. People of color make up nearly one-third of the labor force, women make up more than half, gay and transgendered people comprise more than six percent, and the number of people with disabilities in the labor force is on the rise. Day to day interactions with our clients and customers are always a priority for us, especially when there are disagreements and when conflict arises; but what about the conflict within our own organizations? Do we have standard approaches to conflict resolution? Even if we do, are those traditional approaches aligned with the different cultural orientations within our own companies?

Historic conflict management practices suggest that disputes were more easily resolved with commonly understood and accepted resolution processes. Many of these processes were quite informal and relied on longestablished personal work relationships, understood boundaries for behavior, and closeness of employees to their managers. However, in today’s workplace, differing cultural orientations are also critical in defining, acknowledging, and resolving workplace conflicts.

Culturally based conflict involves not only how we look at different attitudes that are rooted in cultural norms, but also how we respond to and resolve conflicts. Suffice it to say, there are different cultural triggers for and expectations around conflict and what constitutes fairness in resolving those conflicts. The following is an illustration of culturally based conflict and possible solutions to that conflict.

Some years ago, as a manager employed by an industry-leading company in another business (this industry is closely associated with motor vehicles as well), I was faced with a situation where conflict arose between two of my customer service employees who practiced Islam and the rest of the customer service team who were non-Islamic. The Islamic religion requires its members to pray at least five times per day (termed Salaat), and three of those prayer times occurred during the workday. When the Islamic employees were hired at my location, they requested from me and my superiors that they be allowed to perform Salaat during their

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work shifts. I didn’t think this was an unreasonable ask, so I convinced my manager that I could make this work without disrupting work schedules or team chemistry. And thus, an accommodation for prayer had been made for these Islamic team members. The other team members seemed to be on board with this accommodation, as they trusted my judgment to ensure that service would not be compromised. After several weeks of operations, making this exception for the Islamic customer service team members did not sit well with most of the non-Islamic customer service team as the peak hours for business coincided with those prayer times. This conflict made it very difficult to service customers with efficiency and it significantly increased stressful situations between employees and customers and among team members as well. The non-Islamic team members felt that service should not be sacrificed for religious accommodations.

This attitude made the Islamic employees feel alienated and unwanted and as their manager, I was faced with a dilemma that needed a resolution that I was not equipped to offer. Naturally, I turned to my manager and our local human resources (HR) office for guidance and answers to this situation that was escalating. While HR met with my management team and discussed what, if any, policy could be drafted and implemented, the Islamic team members resigned from the company, as they felt that management would not see their side of this argument.

Not only did the Islamic team members feel like they were forced to choose between work and religion,

complicating this employee relations matter was the absence of a personnel policy that could have resolved this conflict. Today, I work in a much smaller organization, yet I could be facing the very same situation previously mentioned. I have an employee who works in a customer service role who has recently reembraced his commitment to the Islamic faith. He takes his prayer during working hours but is supported by his immediate supervisor and his teammates when he needs that time for spiritual communion. I am equally supportive of his prayer time as well, and the schedule we have created to accommodate his need has not been problematic at all.

But what if this wasn’t the case? What if his teammates and supervisor rejected his request for individual time for prayer during work hours? As the chief of operations, and

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DIVERSITY, EQUITY, & INCLUSION

a member of executive management, how would I deal with this conflict? Because of my previous experience with a similar matter, I would employ a three-pronged approach to this culturally based conflict. First, gather all parties and openly and honestly address the conflict.

Due to the impact on the entire team, this conflict could not, and should not, be resolved in a silo. Next, allow the team members to craft a resolution process where they outline techniques to resolve conflicts. Finally, agree to let team members assist HR and executive management with drafting an organization policy that recognizes religious practice during the workday as an employee right and establishes guidelines for all employees regardless of their religious orientation.

Culturally based conflict can be problematic for frontline managers, HR managers, and organization leaders. Employees expect their employers to provide guidance in the resolution of all conflicts, but in today’s diverse workplaces, generic conflict resolution practices are not as effective. However, to expect businesses to create culturally based conflict resolution methods for every diverse group is simply not practical. So how does an organization manage conflict while recognizing that individual constituencies bring differing cultural norms and orientations to the workplace? Well, it’s not easy, but there are some measures that organizations can employ to manage culturally based conflict, one of which is to recognize that this type of conflict is a real business issue. That is, if it is not recognized and managed, culturally based conflict can have a direct impact on your bottom line, productivity, customer service, and legal stance. While some business leaders may have serious doubts about this impact, others, including HR professionals or employee relations managers, can sway these questioners by increasing their understanding of the financial impact of such conflict. To demonstrate this, managers should calculate the actual dollar cost of conflict or identify indices that effect customer service satisfaction and trustworthiness on productivity and/or goal attainment.

Another action that organizations can take to manage culturally based conflict is to remedy the conflict as soon as it arises. Most commonly, conflict is created at the individual level, which is where it is best addressed.

However, this can be extremely difficult for many employees, especially if the conflict is within one’s own peer group, as oftentimes no one wants to be the one to broach the matter and possibly risk being ostracized.

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Nevertheless, action and/or communication is warranted.

The action can be overt or subtle, but taking no action or stance often indicates tacit approval of the conflict which could escalate. Therefore, it is imperative that employees are adequately trained and possess the skills and abilities necessary to both identify and resolve such conflict in its infancy. This is critical to minimizing any negative impact on the business. In fact, a leading financial services firm has created a training course where employees and managers are taught to resolve problems cooperatively.

The instruction includes considering and communicating perspectives, discussing, and generating creative options, and drafting mutually acceptable agreements.

Last, as previously mentioned organizations must recognize the need for addressing culturally-based conflict and make a commitment to educate its HR professionals and managers to communicate with diverse populations and develop those conflict resolution skills that would be appropriate for those diverse populations. HR managers and company leadership need to set the tone, the guideline, and the policy for managing culturally based conflict. They can also serve as diversity coaches helping employees and managers to clarify those disputes, uncover their causes, and create effective approaches to resolving the conflict. Another role for HR professionals and business leaders is that of consultant. They can work with teams, designing and crafting interventions that can assist employees in establishing acceptable, and respectable, communication and behavior when it is suspected that culturally based conflict has surfaced.

Modern day organizational performance, financially and operationally, is impacted by the diversity of our workforce. Businesses that want to reach certain markets are now compelled to staff their firms with individuals who are representative of that target market and who understand how to “reach” that target market.

Companies that are committed to positive growth realize that there is a direct correlation between their diversity management strategy and the effect on their bottom lines. These organizations understand that culturally based conflict management is a key component of their overall business plans. ◆ VINCENT L. THOMAS, CAPP, MSM is regional director for New England operations for REEF Technology. He can be reached at vincent. thomas@reeftechnology.com.

Instructor-led Courses Get best-in-class education from subject matter experts through small group sessions. Member and nonmember rates apply. Each course offers CAPP points.

Frontline Training Industry experts lead interactive, online education for frontline staff. Free for all IPMI members.

Shoptalks Connect and expand your network during virtual, interactive discussions on the most relevant trends and topics. Free to all industry professionals.

Webinars Members register for a single webinar for $35. Each webinar offers 1 CAPP point, and puts you on the CAPP Track!

Dive into Industry Trends and Enhance Your Skills Shoptalk: September 7: Innovations at the Curb Frontline Training: September 13: Change Management: The Frontline Perspective Webinar: September 14: Everything You Wanted to Know About EV Charging But Were Afraid to Ask Instructor-Led Course: September 20 & 22: Wicked Problem Solving Instructor-Led Course: September 29: Analysis & Applications of Technology Instructor-Led Course: October 18, 20, 25, & 27: Parksmart Advisor Training

/ MOBILITY & TECH

The Evolution of Access Control

by James Fedor

P

ARKING ACCESS CONTROL HAS BEEN AROUND FOR DECADES. Developed to be used

in a variety of environments, including airport, commercial, municipality, and university markets, parking access control provides individuals with access to a parking facility by presenting some form of media to a device on entry. Use cases for parking access control can include residents or employees in a city or town, staff and students on a university campus, hotel guests, valet parking, emergency service vehicles, or simply basic security.

Access Control Challenges During the onset of parking access control systems, parkers were often given a single form of access credential in the form of a proximity or RFID card. They were usually required to physically travel to the parking operator’s office to purchase and obtain the credential.

However, this model often had zero accountability and minimal security. Credentialed parkers could easily share their access control credentials with others, leading to revenue loss and security risks for the operator.

On the back end, the entire process of issuing and assigning parking access credentials and billing for parking access has often been done through two or more separate systems that do not integrate with one

other in real time. This creates duplication of data entry, mistakes due to human error, and complex auditing processes to ensure accuracy against the various systems. Additionally, when one vendor makes software updates, it can impact the data import/export process with the other systems.

These challenges that evolve from using multiple systems are not just felt by the parking operator, but often by the parker as well. Negative impacts to the parker can include access denial or invoicing issues.

Meanwhile, the parking operator often must hire additional staff to handle the operational and customer service impacts, as well as identifying which software provider is responsible for particular issues.

The Evolution to Unified Parking Management Today we have unified, enterprise hosted parking management systems that combine software and hardware offerings to encompass all of an organization’s needs. Moving to a unified system can solve many of the challenges faced by parking operators. Handling permits, access control, enforcement, and more in a single system eliminates the communication breakdowns, manual data entry, duplication of efforts, and lack of integration. Other benefits include:

Putting the Parker in Control Utilizing mobile technology and leveraging parkers’ real-time access to the internet, parking operators can transfer the management of access control to each individual parker, department, company, or third party.

There are numerous product offerings that allow parkers to purchase and maintain their access credentials online.

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STOCK.ADOBE.COM / VOLODYMYR

This is much more customer-friendly, secure, and seamless for the parker. It also enables the vendor and operator to offer parking to a larger population with less staffing and capital expenditures than typically associated with parking access and revenue control systems.

Providing More Options With the technology available today, parking operators can customize a variety of parking options catered to the specific needs of individuals or groups of parkers. Examples include allowing specialized rates tied to specific time slots or offering non-concurrent days for a specified time allotment typically used by medical staff and university commuters. This not only provides a better parking experience for customers, but also allows the parking operator to operate more efficiently and increase revenue by more effectively selling the available spaces in their facilities.

Access Control Billing Parking operators can offer many billing options using what is known in the industry as contract and profiles for access control. This platform allows for individual, corporate, or departmental billing options.

These billing options may include automated electronic invoicing via email or recurring credit charges to be paid by the account owner or by the individual parkers within the account profile.

Command Center Environment The ability to monitor and control hundreds of parking lanes using a single enterprise system reduces the need for customer service agents in each facility. Parking access control exceptions can be managed from any internet capable device, whether by a customer service agent in the office or by staff out in the field.

Intelligent parking solutions far beyond guidance

A smart-parking ecosystem designed to elevate the customer experience, maximize efficiency, enhance security, and increase parking revenue. +1 203-220-6544 | parkassist.com

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MOBILITY & TECH

Remote cashiering or rate push capabilities provide operators additional options for access control. Parkers who have exceeded their parking schedule or time allotment can be charged automatically, or fees can be pushed to the parking device by the customer service agent for real-time payment. This can also increase compliance, as repeat parkers will know that they cannot get away with gaming the system.

Looking Toward the Future As we move into the post-pandemic world, the expectations of parkers have evolved to include handsfree / touchless options for access control and the ability to pay for parking in advance using their mobile device. Touchless options that exist today include AVI tags, mobile NFC credentials, mobile-based barcodes and QR codes, and Fixed license plate recognition.

Mobile options continue to grow in functionality and popularity. One newer option that is becoming more prevalent is the virtual wallet pass, which houses a parker’s credential in their Apple or Google Wallet.

The parker simply opens the pass in their wallet and taps their phone to an NFC reader on the entry device,

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providing a smoother access experience.

License plate recognition technology is also continuing to advance. There are many solutions on the market that use LPR to provide access to a facility with or without gates for an improved customer experience.

Additionally, LPR combined with occupancy and wayfinding systems now provide parking operators the ability to assign access control to specific areas in a facility and charge variable rates based on where a vehicle is parked.

One of the biggest trends to monitor in the coming years is around electric vehicle charging. Parking vendors and operators should be looking for ways to incorporate, and eventually monetize, charging services.

For example, operators could offer charging to parkers via mobile NFC access control, either for free or a preset charge as electric vehicles become more common, and standards are developed.

JAMES FEDOR is director, PARCS product management for T2 Systems and serves on the IPMI Research & Innovation Task Force. He can be reached at james.fedor@t2systems.com.

2023 Call for Content Shape the Future of Parking & Mobility

Call for Webinars, Shoptalks, Frontline Sessions, and Magazine Features Submit by August 26!

/ STATE & REGIONAL SPOTLIGHT/MID-SOUTH TRANSPORTATION & PARKING ASSOCIATION

Merger Ahead

By Mike Tudor, CAPP

T

HE MID-SOUTH TRANSPORTATION & PARKING ASSOCIATION (MSTPA) and the

Parking & Transportation Association of Georgia (PTAG) are proud to announce they have merged their associations of parking and transportation professionals. The two parties have agreed to maintain the Mid-South Transportation & Parking Association name and branding.

Since 1999, MSTPA has a proven track record of hosting successful annual conferences that strike the appropriate balance between our membership and vendor community while providing our sponsors great value for their investment. With our growing membership and stability, MSTPA will continue to provide top tier training, interactive workshops, and resources to our membership.

Likewise, PTAG has a strong history of more than 25 years of active membership made up of a network of committed professionals that foster mutual support for each other by sharing proven operational best practices across the Peach State.

PTAG’s commitment to maintaining quality programming and services to their members led them to seek out the best partner for them in the region to further their mission. “We are excited to combine our assets and create a dynamic network that vendors and members alike will benefit from this larger scale approach in the region,” said Adele Clements, PTAG President.

PTAG has been known for its focus on supporting parking professionals in the state of Georgia and providing resources and benefits to their membership. This goal aligns well with MSTPA’s goals to identify issues while evaluating solutions to improve our association’s municipal and university programs. In addition, with our combined resources, our objective is to stay updated on legislative changes that impact transportation and parking operations. “We couldn’t be more excited to welcome PTAG members to our family and begin

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sharing ideas and resources to better serve the parking and transportation industry in our region”, said Mike Tudor, MSTPA President.

This combined approach allows both associations to utilize the resources of a much larger platform to create dynamic, diversified conferences and training in the region. Together we will be able to attract members, speakers and vendors that will enhance the attendee experience provided to everyone.

To that end, MSTPA will be hosting its 2023 annual Conference & Tradeshow in the beautiful city of Savannah, Georgia during the week of April 18th–21st!

As the oldest city in Georgia, Savannah is known for its beautiful coastal landscapes, its well-preserved architecture, and its rich, vibrant history. Did you know the top three fun facts about Savannah are: 1. You can take your cocktails to go! (No wonder this is number 1) 2. Savannah was a Christmas gift to President Lincoln in the Civil War. 3. Savannah’s Spanish moss isn’t a moss at all (it’s actually a close cousin to the pineapple).

This will be an amazing event highlighting the accomplishments of PTAG over the past 25 years, celebrating a new future together, and joining parking and mobility professionals throughout our region for valuable education, networking, and professional development. We can’t wait for you to join us and celebrate all our accomplishments. ◆ MICHAEL W. TUDOR, CAPP, is assistant director of the Parking Authority of River City, Inc., and president of MSTPA. He can be reached at Mike.Tudor@louisvilleky. gov.

MSTPA BOARD OF DIRECTORS PRESIDENT

Mike Tudor, CAPP, CPP Parking Authority of River City, Inc. VICE PRESIDENT

Arishna Lastinger Auburn University

SECRETARY

Brent Matthews, CAPP Chattanooga Area Regional Transit TREASURER

Steve Hernandez, CAPP The Car Park

BOARD MEMBERS

John Ashburn Huntsville, Alabama

Brett Munkel, CAPP SP+

Adele Clements Emory University

Mitch Skyer Pasio Technologies, Inc. and Solstice Transportation Group

Matt Davis, CAPP, CPP Oxford, Mississippi Mark Hairr, CAPP University of Tennessee

Ed Trammell Lexington, Kentucky

Jon Martens, AICP, CAPP Walker Consultants

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ASK THE

EXPERTS Transportation Equity is about seeing, understanding, and meeting the needs of every person potentially served or impacted by every transportation, parking, and mobility decision. What are today’s parking and mobility organizations seeing differently through the lens of Transportation Equity, and what actions are they taking because of that view?

Allen Corry, CAPP

AVP, Transportation Business Unit DFW International Airport We try to make sure that our various modes of travel at the airport are secure, safe, and accessible to all transport passengers to and from their destination. We work to make sure our transportation offerings are comfortable and as economically efficient as possible.

Security is a focus for all our ridership’s concerns, especially during the evenings. When planning, we consider the transportation equity needs of all the people potentially served or impacted by every transportation, parking, and mobility decision we make.”

Ravali Kosaraju, PE, PTOE Director, Mobility WGI

Transportation equity applies differently to different people and depending on their current situation, needs vary. Sometimes, it’s to/from amenities, other times, it’s to/from childcare, place of work, etc. One way VIA (transit entity in San Antonio) is achieving equity is by providing on-demand ridesharing at same cost as regular bus service to areas where traditional bus routes are not viable. This service gives riders flexibility of time, money, and mobility.”

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

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

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STOCK.ADOBE.COM / VECTORPLUS

Benito O. Pérez, CAPP, AICP, CTP, CPM

Christina Jones, CAPP, MBA

Policy Director Transportation for America

Equity for people at the curb consists of equitable access of all modes at the curb. For parking and mobility organizations to be advancing equity in such a niche space, it is crucial to create choices, so the consumer, regardless of the mode of travel, who they are, their physical or socioeconomic ability, has a fair shot to access the curb. That may also involve removing parking for bike lanes or expanded/new transit stops.”

Consultant Walker Consultants

A parking and mobility organization that strives to achieve equity in transportation recognizes that pricing is just one piece of an effective solution.

These agencies also target investments in mode options, infrastructure, and support in recognition of the varying needs of the diverse populations they serve.”

Katherine Beaty, CFE

Keith Hutchings

VP of Implementation TEZ Technology

Director, Municipal Parking Department City of Detroit, Michigan The challenge when considering transportation equity is to consider the economic implications of mobility, parking, and curbside usage on commerce and quality of life. Contemplation of the question drives the need for detailed, accurate and real-time data to allow for the most efficient decisions.”

Jeff Perkins CEO ParkMobile

Being on the technology side, I was really impacted by the bias that is appearing in algorithms that are used in many Artificial Intelligence (A.I.) programs from facial recognition to Human Resource software. It is a reminder that we need to ensure that the data we use is also all encompassing of those that will be served or impacted. We should seek first to understand and then inform and finally inspire change.”

Brian Shaw, CAPP

We spend a lot of time and resources to ensure that we provide a service everyone can use. For example, we make sure the colors in our app are accessible for people who are color blind and have other visual impairments. Additionally, we offer payment solutions for people who are unbanked or underbanked, as well as a dial-in payment option for those without a smartphone. These features ensure that the city is providing a parking solution that truly meets the needs of all people in a community.”

Executive Director Stanford Transportation As part of a bike access study, we learned that our efforts to promote cycling has not reached persons of color. We are now making a concerted effort to engage with black and Latino community to help those community make greater use of cycling to Stanford.”

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Buil

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lding Bridges Get to Know IPMI Board Chair

Gary A. Means, CAPP

By Melissa Rysak, CPSM

G

ARY A. MEANS, CAPP, brings a unique style of servant leadership to IPMI to bridge

the divide between the innovation that is driving unprecedented change, and the foundations of traditional parking fundamentals that still need a strong champion.

When you ask Gary Means, CAPP, about his childhood, he smiles in that way he has that tells you to sit back and relax, because he has a story to tell you. Gary grew up as a self-proclaimed “air force brat” whose father served our country for 26 years, and typical of the military life he moved around a lot. While the years he spent moving from place to place taught him valuable lessons that would serve as the foundation of who he would become, those are not the memories Gary speaks of most fondly. Instead, he tells a story of walking around on base with his dad, a non-commissioned officer who worked his way up from an enlisted aircraft mechanic to a leader of a team of 250 men and women maintaining B-52 bombers. Gary describes with clear pride how the men on base—from airman

to captains and colonels—respected and admired his father, who had earned his rank through hard work and determination.

Gary has followed closely in those large footsteps, working his way through the ranks of the parking industry with that same dedication to hard work and determination to succeed. He has earned that same respect and admiration from those around him. As Gary takes the helm of IPMI as Chair of the Board of Directors, and he does so at a time of great change in the parking and mobility industry. There can be no better leader in a time of change than one who has lived a life of adaption, for whom change offers possibility and opens doors for progress. As his story unfolds, it becomes clear that Gary is that leader.

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Early Days Born in Little Rock, Arkansas, Gary first moved with his military family to Okinawa, Japan at age five. This was followed by moves to Illinois, Texas, and Korea before moving back permanently stateside. After a few years in North Dakota, the Means family returned to their country roots and settled in Kentucky, where they had family.

“Moving around was challenging, but an adventure,” he says. “It taught me how to roll with change, embrace it even. Every move brought new opportunities.

Looking back now, I know that my moving from place to place allowed me to be open to appreciating other cultures and ways of life. It also taught me to make friends quickly.” Gary points to the move from Korea to North Dakota during his high school years the one

he remembers most. “We did not have internet back then, so it was impossible to keep up on everything going on in the states. Let’s just say I was a little behind the times when I moved back to the U.S., having gotten all my information on current trends from old television reruns!”

But as he always did, Gary adapted. His ability to roll with change and embrace whatever culture he found himself in has served him well over the years and continues to be a key factor in his professional success today. “The world of parking and mobility is constantly changing, and it is evolving now faster than ever. I look at these changes the same way I did when I was younger and moving around from place to place— change is challenging, but an adventure.”

I Want My MTV Gary’s college years yielded no indicators that his future would be as a leader in the parking world; in fact, Gary is a rocker at heart. MTV launched as Gary was entering college, and music has always been, and remains to this day, a very big part of his life. With dreams of a career making music videos, Gary chose to major in Broadcasting at Eastern Kentucky University. He was passionate about the editing, lighting, set design, and other behind the scenes aspects of production. Gary also played in two Christian rock bands during his college years—Journey’s End in North Dakota and Shophar in Kentucky. “It was a really fun era of my life.

I still play today—I play bass every other week for my church. I am still a rocker at heart.”

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Steps Along the Way It is a famous saying in the parking industry that no one sets out to get into parking, they just “fall” into it.

Gary says his journey is a little bit less like a “fall” as he was already working in property management when we took his first position in parking, so it was sort-of an intentional step sideways. Gary was the maintenance director for Fayette Mall, at that time the largest shopping mall in Kentucky, when he answered an ad for an operations manager position for Central Parking System (CPS). Thus began his parking journey.

It was not an easy road. “People in this industry have to wear a lot of hats. There is a lot of stress, a lot of long hours. Even though I was management, I sat in booths when I needed to. At 7:00 a.m. in my suit I reached my arms up inside the gate equipment trying to fix it, then cleaned myself up for an 8:00 a.m. meeting. You did it all, you just did what you needed to do. I learned by doing, that’s how I was brought up in the industry.”

In the beginning, Gary admits that parking was just a job for him. His excitement and commitment to the parking world ebbed and flowed over the first few years,

“This is my profession.

I am a parking professional.

I help solve problems.” but then something happened that caused it to click for him. In his words, he “got bit” the first time he had the chance to network with other industry professionals en masse (Jim Corbett, CAPP, now Director of Studies with Walker Consultants, was at that same CPS meeting!)

“The first time you get with people who do what you do from other cities and other companies, and you have that chance to network, it creates a real impact. Hearing their stories, bouncing ideas off them, listening to how they solved problems, and sharing my knowledge with them, I was like—YOU GET ME. I just loved it; it was amazing. That was when it really clicked for me: this is my profession. I am a parking professional. I help solve problems.”

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LEXPARK Among parking authorities in the United States, the Lexington & Fayette County Parking Authority (LEXPARK) is relatively young. The Board of Directors was created in 2006, and Gary was hired as the organization’s executive director in 2007. The LEXPARK program was rolled out in 2008. They became an Accredited Parking Organization in 2017.

In some ways the organization is traditional—they have both meters and garages and manage residential permit parking. Gary is quick to point out that LEXPARK was an early adopter of a mobile payment app as well as real-time space count signage, and overall they have been very quick to adopt new technology solutions if they benefit their consumers. As always, Gary’s attitude of embracing change trickles down from the top.

In other ways, they are different than most parking authorities. “What we do that is different than some is that we outsource almost all of our program, relying on a parking operator to help us do what we do,” he said.

“Our philosophy is that they are providing on-going pre-consulting. They are constantly bringing in new ideas and advising on programs that are working in other places, making sure we are always offering the best available programs.”

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Implementing this model allows Gary and his team to work at higher level, remain visionary, and focus on budget and asset management versus day-to-day operations. It is a model that has yielded significant success for LEXPARK and its constituents. Under Gary’s leadership, LEXPARK strives to partner with their operators and vendors, and structures their contracts to motivate them to generate revenue by finding ways to collect and save money. This benefits the organization, the vendors, and most importantly, the users of LEXPARK’s facilities and services.

The LEXPARK Board of Directors is a continuation of that partnership. The Board is made up of citizens from the community who direct the organization towards the needs of the everyday users; staff who are parking and mobility professionals that stay on the cutting edge of the industry and attend conferences and training to ensure their knowledge and expertise stay current; and the operator, who performs their same tasks in other cities as well and brings all that

The award-winning decorative lighting on one of LEXPARK’s older garages improves the aesthetics.

The colors can be programmed to any combination and are often programmed to bring awareness to non-profit causes around the globe.

knowledge to the table. Under Gary’s direction, the organization is continuously gaining efficiencies through this pool of shared knowledge, allowing for better, safer, and more cost-effective maintenance of their facilities.

Under Gary’s leadership, LEXPARK has undertaken some impactful community initiatives that go far beyond simple parking operations. Since 2014, the holiday season in Lexington brings the “Food for Fines” program, where constituents can use canned goods to pay their parking fines, allowing them to help others while they are satisfying their obligations. There are also community-facing efforts, including the awardwinning decorative lighting on one of the organization’s older garages to improve the aesthetics and make it more appealing for those in the community that see it daily. The colors can be programmed to any combination and are often programmed to bring awareness to nonprofit causes around the globe. When recent events left minority members of the community feeling voiceless, LEXPARK spearheaded an effort to have a Black Lives Matter mural painted on one of their facilities to let them know that they were seen and heard.

“If there is anything going on in a downtown, it is smart to have a parking and mobility professional at the table. Commercial developments need efficient parking to succeed. If residential components are being considered, you need to have parking. If you are thinking of entertainment, you need to consider parking. If you are looking at how restaurants can function better, you need to examine parking. Parking professionals need to be at the tables for these big conversations.

I have been at the table with the developers, the bankers, the university presidents, the city leaders; playing a role in making decisions that has helped our community evolve has brought me huge satisfaction. We bring value, we make an impact on success.”

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“When I met and got to know Gary, I found someone who had a real, authentic soul.

Gary is so humble; he is constantly thinking about everyone else. From his earliest involvement in IPMI, Gary wanted to contribute so much but he was not sure how to go about it. I encouraged him to get active, join committees, and eventually run for the Board of Directors because I saw that he wanted to make a difference for everyone, ensuring no one was excluded. From educating frontline staff to championing DEI, Gary made sure no one was left behind.”

—Kim Jackson, CAPP, former Chair, IPMI Board of Directors

IPMI Leadership Gary considers himself to be “just Gary.” He is never the loudest in the room, or the one that stands out the most from the crowd. In fact, many say that Gary is a quiet, contemplative guy. But don’t let that quiet fool you. Behind the quiet demeanor, there is a force brewing.

Gary’s talent is his ability to listen, process, plan, and engage.

“This industry, especially IPMI, has given me so much, provided me with so much—be it networking, education— that I have always wanted to give back,” he said.

Gary became an active participant in IPMI, was active in SRAs, joined several committees, and was then asked to chair them. He became a CAPP in the infamous CAPP Class of 2010 and developed a reputation as someone who made people of all backgrounds feel welcome, who was a good listener, a moderator and bridge-builder, and a thought leader with exceptional industry knowledge. Even with this excellent reputation, Gary was hesitant to run for the board. In his mind, he was still “just Gary.”

He credits several mentors in IPMI for pushing him to participate in leadership, and to eventually run for

the board of directors. In particular, Casey Jones, CAPP, and Kim Jackson, CAPP, were both big influences on his decision to move into a leadership role. With their urging, and support from a large community of those who interacted with and grew to respect Gary over the years, he ran for the board in 2015 and was successful his first time out. Now, in 2022, he has reached the pinnacle as Chair.

The Future of the Organization

The parking and mobility industry has reached a convergence of older technologies and ways of thinking with an unprecedented influx of new technology and very modern thinking; parking and mobility professionals are left with trying to make a functional reality of that convergence at the curb, within the transit system, and in the parking facilities. The juxtaposition of the old and the new is causing a gap, and Gary sees IPMI’s role as serving as to help bridge that gap.

Acknowledging the speed at which the industry is evolving, Gary contends that it is IPMI’s job to keep up with the evolution while not losing sight of the basic and fundamental needs of our parking members. “We are moving fast into transportation and mobility, and there are some cities that are way more advanced on that transportation and mobility “Gary possesses all the most important front than others. But there are so many cities and towns that still need basic parking leadership traits and then some from fundamentals: how to do meters, parking integrity, vision, and empathy to a deep enforcement, training enforcement officers, and sincere desire to help others and just basics. There are still communities rolling out paid parking for the first time, and we don’t make things better. I saw this early on in want to forget them! They are not the past. They our friendship and couldn’t be happier for need IPMI and our resources, and I am going to Gary and IPMI that he is now our chairman.” make sure that we are still focused on parking.

That we are still talking about parking, and —Casey Jones, CAPP, that we are still teaching and learning about Member, IPMI Board of Directors parking,” he said. “Mobility hubs, charging,

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EV, AV—all of it is vital to today’s conversations. But we won’t leave parking behind. We will continue to provide resources and educate the community and our members on best practices for parking.”

This continued focus comes in conjunction with a dedication to education in the emerging EV, AV, and mico-mobility sectors. Gary’s commitment to placing IPMI at the center of all things parking and mobility sees the organization bridging the traditional and the innovative, the fundamental and the futuristic.

Gary has some lofty goals for the organization, both for his term as Chair and beyond. In terms of his leadership stye, he cites former IPMI Chairs Kim Jackson and Roamy Valera as role models for him: Kim in how she ran committees and how she got thing done, and Roamy in his experience and knowledge, and how he always managed to find a perfect balance between hard work and fun. Gary is also very respectful of outgoing Chair Dave Onorato’s leadership following a significant organizational name change and navigating the impacts of a worldwide pandemic. “Dave did a great job holding the family together!” he said.

A few measurable goals Gary has set include increasing the use of metrics and measurements to help in the planning and decision-making process, and continuing to increase program attendance, both online and in-person, to meet and then surpass IPMI’s pre-COVID numbers. The more people that participate in programs, the more members get to hear diverse perspectives and learn from a wide array of voices and experiences. Engagement is a tide that raises all ships.

Perhaps most important, though, Gary wants to make it his mission to ensure that people who are new to parking and mobility find not only a job here, but they also find a career and a home here. “Our goal is for members of the parking and mobility community to find IPMI, join as members, and then achieve success,”

“As I transition from the Chair of IPMI I am excited that Gary will be assuming the chair position.

Gary’s leadership and expertise will ensure that IPMI will continue to be the leader that the parking and mobility industry looks towards to guide us into the future. One of Gary’s strengths is keeping everyone connected. Our future is bright with Gary at the helm.”

—Dave Onorato, CAPP, Past Chair, IPMI Board of Directors

Gary said. “IPMI exists to help members achieve their goals. It is our hope that they become better at their jobs and an even bigger asset to their organizations and their communities thanks to the education, resources, and training that IPMI provides.” In particular, Gary is passionate about making sure everyone has an opportunity, and that minorities not only feel comfortable within IPMI, but are given the tools and resources they need to thrive within the parking and mobility industry.

To achieve these goals, Gary is hoping to continue IPMI’s successful partnership with other industry trade organizations including the U.S. Green Building Council, the CHARGE Coalition, and many others. He knows that operating in a silo is a barrier to innovation, and these partnerships allow our members to see how parking and mobility impact and are impacted by the systems they operate within.

“Gary has been a transformational leader in the industry and will continue to impact the profession as the newly elected Chair. I am excited for his time at the helm of our industry, and I know he will leave a legacy for years to come.”

—Roamy Valera, CAPP, former Chair, IPMI Board of Directors

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When He’s Not in the Office…

Between his full-time job as Executive Director at LEXPARK and his other full-time job as Chair of the Board of Directors of IPMI, you would think there would not be enough hours in the day for anything else. Well, then you have not met Gary.

Besides playing in his church band every other weekend, Gary and his wife of 20 years, Missy, love to get away and spend time in the outdoors. They will go hiking, biking, kayaking, take trips to the beach, or work on outdoor projects at home. And while he loves the outdoor activities, Gary says his favorite pastime by far is spending time with his grandchildren, Nora and Charlie (children of son Jordan and wife Leslie), and Carleigh and Deakin (children of daughter Sumer and husband Dallas).

It’s About the People At the end of the day, if you understand anything about Gary, understand this: for him, its all about the people. Serving as a bridge for those who need him, connecting their present to the future that is possible. As Chair, Gary plans to lead the Board to make all members of the parking and mobility community feel welcome, connected, included, and achieve success. And when you are lucky enough to spend any amount with Gary, he leaves you with no doubt that he will accomplish just that. ◆

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Volunteer Connect Engage Advance

Share Your Expertise and Reap the Benefits!

Submit for the Call for Volunteers

by August 26 Opportunities include: Awards Judges Ask the Experts Conference Program Education Development EV Infrastructure & Readiness Planning, Design, & Construction Smart Transportation Sustainable Mobility Technology, and more..

PLATINUM PARKING’s

Journey to DEI Implementation

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STOCK.ADOBE.COM/ WLADIMIR1804

By Karla Cantu and Will Thompson

W

HY DID PLATINUM PARKING MAKE THE DECISION to establish a Diversity,

Equity, and Inclusion (DEI) program? It’s simple. Our core values are to be SHARP: Be the solution, be humble, be authentic, be responsible, and be proud.

To be all these things we needed to ensure that we are building and supporting a workforce culture where everyone feels accepted, acknowledged, heard, and valued.

Businesses everywhere are hearing the buzz about the benefits of implementing a DEI program.

But what does DEI really mean and how does it truly improve the workplace and performance?

DEI is a term used to describe policies and programs that promote the representation and participation of different groups of individuals.

Diversity is the presence of differences within a given setting. In the workplace, that can mean differences in race, ethnicity, gender, gender identity, sexual orientation, age, and socioeconomic class. Equity means the act of ensuring that processes and programs are impartial, fair, and provide equal possible outcomes for every individual. Think of equity as supporting each staff member with the support and tools they need at the level they currently are. Inclusion is the practice of ensuring that people feel a sense of belonging in the workplace. This means that every employee feels comfortable and supported by the organization when it comes to being their authentic selves.

When employees feel like they are recognized, have a voice, and are empowered and respected, it creates trust and a feeling of belonging within an organization. From a business perspective, the more people who feel this trust and belonging, the more innovative and joyful they are, the more they use their imagination, and the more productive they will be. With this knowledge we knew that implementing an everlasting DEI program was a “must” for our organization.

While Platinum Parking’s DEI efforts are still in infancy, we will happily share why DEI is important to our company and the industry, the approach we took, and effective best practices we have implemented so far.

When looking at implementing a DEI program, we understood that this commitment to fostering an inclusive, happy workforce would need to be an ongoing, sustainable priority and process.

We also understood that it is something that cannot be achieved overnight and will continually evolve over time. We also faced starting

Platinum Parking employees

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When employees feel like they are recognized, have a voice, and are empowered and respected, it creates trust and a feeling of belonging within an organization.

implementation during a pandemic which had caused a reduction in our workforce. With all the obstacles and hurt happening around us, we knew that the time to act was now.

It started with our leadership truly caring about the melting pot of people who make up our workforce. While it’s great for a company to say they care, our leadership understood that actions speak louder than words.

Thus, a DEI mission statement was born: “At Platinum Parking, we are driving purposeful change that fosters Diversity, Equity, and Inclusion throughout our team, where all voices are valued and heard. Our workforce is a vital part of our culture, and we celebrate our differences. More than words, we believe action is what creates lasting and meaningful change.” Our mission statement tagline is, “Driving Purposeful Change to Create a Space for All.” With our mission statement in hand, we surveyed our staff to gauge employee satisfaction. This included questions on their perspective of the company’s culture of acceptance, being heard regardless of job title or where they fall on the company ladder, having the ability to speak freely, and feeling valued as an employee. Disseminating the survey results helped build our next steps.

Survey results showed we are a diverse company with a healthy community culture. The survey also uncovered, however, that a portion of front-line workers needed better communication, recognition,

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and a stronger sense of purpose. There were feelings of exclusion and isolation that were unacceptable to us.

In the parking industry, we have large numbers of employees who are spread out over multiple locations.

Many work independently and may have limited or no contact with other co-workers during their shift.

This can be very isolating, and can lead to feelings of loneliness, being undervalued, and disassociation. If these feelings go unchecked, it can lead to lowered morale, productivity, and cause customer service to decline. The fact that quality employees are experiencing these feelings is cause enough for change.

It was time to start raising awareness within our company and having conversations around DEI. To foster inclusion, we started with “Lunch & Learn” and “Conversation Corner” employee meetings to open the dialogue and share stories, in a safe environment, about unconscious biases and how this could affect the workplace. Unconscious biases are social stereotypes about certain groups of people that individuals form outside their own conscious awareness. Since everyone has unconscious biases, we wanted to raise awareness of, and have discussions on, what it means and the impact it has. We talked about the importance of considering that biases, conscious or unconscious, are not limited to ethnicity and race and can exist toward any social group.

One’s age, gender, gender identity, physical abilities, religion, sexual orientation, weight, and many other characteristics are subject to bias.

Stories shared within this safe environment opened eyes, raised awareness, bonded coworkers, and best of all—increased empathy towards one another. Empathy is the capacity to understand or feel what another person is experiencing from within their frame of reference, that is, the capacity to place oneself in another’s position. We knew we were on the right track.

Next, we focused on ensuring that communications from leadership trickled down to all. This included

utilizing every communications avenue to make sure all information, big or small, is shared to all employees. We created text messaging groups in which we can share weekly information, keeping our staff in the loop and assure those working alone feel connected. We created a monthly DEI calendar that includes important dates, with history and education behind those dates and recognizes birthdays, work anniversaries and other milestones.

We also celebrate our work families, home families and surrogate families and encourage employees to take pride in sharing their personal pictures and stories. We practice monthly team lunches for unity and educate our managers to be aware that no staff is excluded.

Sometimes, though, it’s the simple touches that make a big impact. During our April team lunches we encouraged managers to include team members practicing fasting during the holy month of Ramadan by providing a gift card for a meal they can purchase after sundown. This was a great opportunity to educate all staff about Ramadan and highlight the Muslim population which included both staff and the clientele we serve. This is just one of many examples of how Platinum Parking goes out of its way to help our people feel acknowledged and included.

Recognition was and still is key to our inclusion goals. People, in general, want to feel that they are

Recognition was and still is key to our inclusion goals. People, in general, want to feel that they are seen, acknowledged for who they are, what they do and their achievements.

seen, acknowledged for who they are, what they do and their achievements. Recognition helps our staff feel appreciated, valued, and motivated to work towards a shared purpose. As a company we provide monthly SHARP awards and, again, openly celebrate both life and work milestones.

Fostering volunteerism was another component of our DEI plan. Staff are coming together more for volunteer activities and to support causes that are meaningful to them. Employees have reported increased job satisfaction from workplace volunteering, not to mention improving communities in which we do business. We continue to ask staff to bring volunteer opportunities, ideas, and causes to us as an organization, with a goal of identifying ones we can grow annually and champion nationally.

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Since the implementation of our DEI efforts, we have seen an increase in employee retention, employee morale, and participation in workplace events.

Since the implementation of our DEI efforts, we have seen an increase in employee retention, employee morale, and participation in workplace events. We are also receiving more staff driven referrals for potential new hires. Respect and acceptance for others within our workforce is also evident.

We also recognize that, externally, our DEI efforts matter as well. We need diversity to reach a diverse market. It makes sense to think about building a team that is made up of people with different experiences, backgrounds, and skills. Satisfied employees who understand the importance of inclusivity can understand and better serve the public, as they value cultural differences, diverse perspectives, and the ability to continuously learn and engage with a variety of cultures.

We are excited for the changes we see and what lies ahead as we continue down this forever-evolving DEI path.

We encourage all businesses to join us by starting a journey of their own. We promise each step will bring positive rewards to your business and have a lasting impact for all those who work for you and do business with you. ◆ KARLA CANTU is district manager and DEI champion for Platinum Parking. She can be reached at kcantu@platinumparking.us.

WILL THOMPSON district manager and DEI champion for Platinum Parking. He can be reached at willthompson@platinumparking.us.

Submit to Speak at #IPMI2023 Fort Worth, Texas

Call for Presentations & Awards Opens this September!

CleanAir

The Game-Changing Impact of Elec

W

By Margaret-Ann Leavitt

ITH GAS PRICES SOARING, 2022 is very quickly being dubbed the year

of the electric car. However, while electric vehicles (EVs) can help save us money, reduce our carbon footprint, and protect our domestic energy

independence, the transition to electrification is also a direct path to environmental justice, especially in our pollution-filled cities across the United States.

What is environmental justice?

Environmental justice embraces the idea that we all have a right to equal protection and equal enforcement of environmental laws and regulations. Studies have shown lower income neighborhoods, and specifically communities of color, are more likely to be situated near highways, high traffic areas, manufacturing plants, garbage dumps, and so on and as such, disproportionately bear the

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brunt of environmental deterioration or pollution. While housing may be cheaper in these areas, it comes at a high cost for residents including exposure to contaminated soil and polluted air.

Layering on, these communities also frequently experience the worst of climate-change provoked disasters like hurricanes, wildfires, and flooding—impacting their livelihoods, homes, health, and financial security.

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ir for All

ctric Cars on Environmental Equity

Dr. Robert Bullard wrote, “whether by conscious design or institutional neglect, communities of color in urban ghettos, in rural ‘poverty pockets’, or on economically impoverished Native-American reservations face some of the worst environmental devastation in the nation.”

So how are EVs making a difference?

While electric vehicles aren’t perfect, they do emit 66% less emissions than their ICE counterparts and that number only increases when EVs replace SUVs which are built on a truck chassis and emit 14% more carbon dioxide than the average small passenger car.

Unbeknownst to most drivers, SUVs are the second largest global cause of CO2 emissions over the last decade, greater than shipping, aviation, heavy industry and even semi-trucks.

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CLEAN AIR FOR ALL

By reducing emissions, electric cars are helping to save lives, reducing asthma-related health issues, and generally bettering public health. The American Lung Association’s report Zeroing in on Healthy Air: A National Assessment of the Health and Climate Benefits of Zero-Emission Transportation and Electricity supports this, stating “sus tained actions to spur the transition away from combustion and toward nonpolluting technologies can yield major benefits to lung health, air quality and the climate.” This is a huge win for all of us, but especially those neighborhoods bordering highways and in high congestion areas.

The City and County of Denver is therefore investing in public charging stations in locations like community rec centers, public schools, and city buildings—all to increase access with a heavy focus on areas with low incomes and a high-density multifamily living.

“Equity is a critical focal point of our city’s environmental efforts,” Denver Councilwoman Amanda Sawyer explained. “In our efforts to increase accessibility, we’ve installed curbside charging stations in lower income neighborhoods and included stations in subsidized housing, along with making electric transportation like e-bikes and scooters a priority.”

At the state level, the Charge Ahead Colorado grant program administered by the Colorado Energy Office has provided financial support for electric vehicle charging stations (EVSE) and has increased the number of stations statewide by nearly 3,000% since launching the program. With equity at the forefront, priority for these funds is given to organizations and businesses excluded from existing state tax credits and incentives, including multifamily housing—increasing accessibility for those who cannot charge at a single-family home.

Accessible charging is great, but what about the cost of cars?

Charging accessibility for all.

Cities throughout the U.S. recognize the increasing number of EVs on our highways is not enough, nor a clear path to full environmental equity, and are taking dramatic steps to facilitate the adoption of EVs for lower income residents while also reducing their city’s overarching carbon footprint. They are accomplishing this through fleet, school bus, and mass transit electrification and by implementing EV rideshare programs and providing access to electric scooters and bikes as alternatives to driving, in addition to placing charging stations in neighborhoods where residents might not have their own driveways.

Case in point, the City and County of Denver considers EV equity to be paramount to meeting their EV and clean air goals. As part of this effort, equal accessibility to charging is taking center stage.

Currently, 80% of all EV charging happens at home; however, for low income and minority families renting, the lack of accessibility to fueling is a real barrier to purchase.

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Even with EV cars flying off showroom floors and battery prices dropping, electric cars continue to be viewed as an out-of-reach luxury. This perception is rooted in the early days of Tesla. When Elon Musk released the first Model S years in 2012, it was assumed Tesla, much like Ferrari and Lamborghini, would never make it to the mainstream.

Flash-forward to today, and worldwide, there is an EV sold every six seconds and, in the U.S., alone, Tesla dominates the EV market, selling over two million electric vehicles with over 300,000 those in Q1’22.

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Unbeknownst to most drivers, SUVs are the second largest global cause of CO2 emissions over the last decade, greater than shipping, aviation, heavy industry and even semi-trucks.

While the price stigma still exists, affordability and price parity are well within sight. Today, you can buy an EV for under $30K. The 2022 Nissan LEAF, for example, stickers at $27,400 and that’s before the $7,500 federal tax credit and any state incentives. And with automakers worldwide ceasing R&D on internal combustion engine (ICE) powered vehicles and focusing entirely on EVs, prices are expected to continue to fall. Many are also shifting away from repurposing existing ICE platforms and tooling, creating designs exclusively for EVs to further bring prices down and overall, increase their fuel efficiency.

More importantly, there’s the used market. While most believe EVs are relatively new, they’ve actually been on the market for more than ten years, and used models are some of the best buys on the market. For example, the 2012 version of LEAF can often be bought for $10,000 or less. And all EVs are cheaper to fuel and maintain—as much as 3x-6x cheaper depending on gas prices.

At the forefront of change.

As the largest contributor to greenhouse gas emissions, public and private transportation needs to evolve

to save our planet, but also to dramatically improve public health for all of us. As U.S. Secretary of Transportation Pete Buttigieg shared on Earth Day, “The transportation sector is … the biggest part of the problem. But it also means we can be the biggest part of the solution.”

On its own, electrified transportation will not resolve the decades of environmental inequities and injustice; however, as the largest contributor to the problem, adoption is a critical step forward and one that is already having an immediate and direct impact on the communities most affected. And with cities both big and small jumping in to ensure equitable fueling access and automakers dedicating resources and building out a wide portfolio of options, not only are there more opportunities for all Americans to contribute to the positive outcome, but an ability to further expedite this positive change. ◆ MARGARET-ANN LEAVITT is senior vice president of marketing for National Car Charging & Aloha Charge. She can be reached at mleavitt@nationalcarcharging.com.

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Celebrating Excellence

IPMI announces our newest CAPP certified professionals—those in our industry who exemplify parking and mobility knowledge and expertise.

C

APP CERTIFICATION is recognized worldwide as the leading

credential in parking and mobility—so it is no small feat for a professional in our industry to achieve this level of distinction.

CAPPs represent the best of our industry, advancing the profession and leading with innovation, professionalism, and expertise. By successfully obtaining their CAPP certification, they have demonstrated a high level of knowledge and experience that sets them apart from their counterparts.

Now, it’s time to celebrate!

The newest CAPPs were recognized on stage at the #IPMI2022 Parking & Mobility Conference & Expo in New Orleans, La, in July and we are pleased to present them here. Please join us in congratulating them!

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“ IPMI’s CAPP recipients represent the height of professionalism and the best that our industry has to offer. They advance our community through their innovation, leadership, and expertise. Their willingness to give back to the profession is what keeps parking and mobility moving forward.”

—Shawn D. Conrad, CAE, IPMI CEO

Martin R. Arroyo, CAPP

Aufrauz Khan, CAPP

Director Transportation Services University of Washington at Bothell, Seattle, Wash.

General Manager, Elite Parking Services, St. Augustine, Fla.

Adam Burke, CAPP

Stephen Logan, CAPP

General Manager, LAZ Parking Ltd., Kansas City, Mo.

Operations Manager, LAZ Parking Ltd., Las Vegas, Nev.

Peter Cho, CAPP

Muhammad Mansoor, CAPP

Senior Manager, Business Operations, LAZ Parking Ltd., La Palma, Calif.

Vice President, Government Operations, LAZ Parking Ltd., Corona, Calif.

Andrew Cushman, CAPP

Maria Starr McMullen, CAPP

General Manager, LAZ Parking Ltd., Santee, Calif.

Assistant Director, University of Illinois at Urbana-Champaign, Champaign, Ill.

Christina L. Dayton, CAPP

Tate Misiaszek, CAPP

Deputy Director, Allentown Parking Authority, Allentown, Pa.

Area Manager, LAZ Parking Ltd., Oceanside, Calif.

Adam Feller, CAPP

Nicholas Morris, CAPP

Operations Manager, LAZ Parking Ltd., San Francisco, Calif.

Senior Director of Business Development, LAZ Parking Ltd., New York, N.Y.

Robert Ferrin, CAPP Parking & Mobility Sector Leader, Kimley-Horn, Columbus, Ohio

Charlie Grab, CAPP Director of Parking and Commuter Choice, Harvard University, Central Village, Conn.

Lonetta Wilson Hanson, CAPP Assistant Director, University of Minnesota, Minneapolis, Minn.

Troy Richter, CAPP Director of Parking Services, University of Wisconsin—La Crosse, La Crosse, Wis.

Adrienne Leigh Maslin Tucker, CAPP Parking Services Manager, City of Manhattan, Junction City, Kan.

Heidi Wingate, CAPP General Manager, Elite Parking Services, Jacksonville, Fla.

Florezel Jose, CAPP Operations Manager, LAZ Parking Ltd., Los Angeles, Calif.

Click here for more information on the CAPP certification program.

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TTING E S THE STANDARD Parking, Transportation, and Mobility Organizations Achieve Top Industry Accreditation

T

he International Parking & Mobility Institute (IPMI) is pleased to recognize parking organizations that have achieved Accredited Parking Organization (APO) accreditation, earned the more stringent APO with Distinction, or re-accredited their APO. APO certification recognizes organizations and operations that have achieved a comprehensive standard of excellence. APO recognizes best practices in responsible parking management and operations, customer service, professional development, sustainability, security, access management and more. It is administered and awarded by IPMI and an independent APO Board.

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“Our Accredited Parking Organizations exemplify excellence and commitment to their customers, staff, and communities,” said IPMI CEO Shawn D. Conrad, CAE. “It’s an honor for us to recognize this year’s APOs, particularly at a time when customer service and a focus on excellence have become more important than ever before.” Organizations applying for new or renewed accreditation in 2021 and 2022 faced a challenging economy, labor shortages, supply chain issues, and lingering effects from the COVID-19 pandemic. “The fact that these organizations rose to the challenge and surpassed all expectations for serving their clients is a testament to their resilience and dedication. Their APO status recognizes that achievement.”

APOs follow a stringent process to demonstrate commitment to ongoing evaluation and improvement of program outcomes through the implementation of industry best practices. Applicant organizations work with third-party reviewers to organize and present evidence of accomplishment of 250 criteria in 14 categories related to industry best practices. APO with Distinction requires an additional set of criteria to be met.

The APO accreditation was developed to be applicable to institutional, municipal, medical, university, airport, private, and other parking programs. Organizations must re-certify every three years to maintain the designation. This year’s APOs were recognized at the 2022 IPMI Parking & Mobility Conference & Expo, July 24-27 in New Orleans, La. They are:

New APOs and APOs with Distinction

University of Wisconsin, Madison Accredited with Distinction

University at Buffalo Accredited with Distinction

LAZ Parking Accredited

Reaccredited APOs and APOs with Distinction:

Hamilton County, Ohio Stadiam and Parking, APO Accredited 2019, Reaccredited 2022

Lancaster Parking Authority, APO Accredited 2019, Reaccredited 2022

Reef Parking, APO with Distinction Accredited 2019, Reaccredited 2022

Miami Parking Authority, APO with Distinction Accredited 2015, Reaccredited 2022

University of California, Los Angeles Events & Transportation, APO with Distinction Accredited 2019, Reaccredited 2022

ParkHouston, APO with Distinction Accredited 2015, Reaccredited 2022

University of Kansas Medical Center, APO with Distinction Accredited 2019, Reaccredited 2022

Parking organizations interested in becoming APOs can download information, including the APO Manual for Applicants, at parking-mobility.org/apo. For more information, contact apo@parking-mobility.org.

LEADING THE CH

ADVANCING Committees Work Together to Build the IPMI Community

I

PMI COMMITTEES ARE THE BACKBONE of the association. Working

on specific projects or themes designed to advance both the association and the industry, committee volunteers engage with our community, add their perspective to programs and projects, connect with industry leaders, and make a positive impact on the future of parking, transportation, and mobility.

Serving on a committee or task force or as a judge for our awards programs is a benefit reserved for IPMI members. Volunteers share their interests and information for consideration through the Call for Volunteers, open through August 26. Volunteer chairs and members serve for a two-year term that begin this fall and extends to late spring 2024.

Volunteers are encouraged to share their ideas, brainstorms, and challenges—all members have an opportunity to collaborate in a positive and cooperative atmosphere. Past volunteers share that their participation had a significant and welcome effect on both their career and day-to-day work responsibilities; it is rewarding and fun! These are your peers: get to know them, build your network, and make some new (parking and mobility) friends.

Here’s a short summary of the contributions and projects developed by our volunteers over the last committee season! Many thanks to each one of them for contributing their time and expertise to advance the parking, transportation, and mobility profession.

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HARGE,

G THE INDUSTRY

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LEADING THE CHARGE, ADVANCING THE INDUSTRY

Awards & Recognition: Awards of Excellence Judges 2019-2022 CO-CHAIRS: Mark Lyons, CAPP

Carmen Donnell, CAPP

The Awards of Excellence Judges select winners in each category according to criteria that showcase the most innovative programs and projects. Awards of Excellence judges dedicated their contributions to updating the awards criteria to keep pace with our changing industry.

In addition to the new categories released for the 2022 Call for Awards, they focused on expanding the program and criteria to raise the bar and recognize projects and programs that drive excellence in operations across the board.

IPMI will open the 2023 Call for Awards this September. Click here to find out more about the submission process. Get all the details on the 2022 Awards of Excellence winners here in the Parking & Mobility feature.

Awards & Recognition: Professional Recognition Award Judges 2019-2022 CO-CHAIRS: Kathryn Hebert and Josh

Cantor, CAPP

Professional Recognition Award Judges select winners for annual awards recognizing excellence across organizations, including emerging leader, organization, and professional of the year, as well as professional excellence awards for specific areas of expertise. The Professional Recognition Awards judges applied their expertise to select another complement of award winners; read the full feature from Parking & Mobility here. They collaborated through a formal review to grow the program to accommodate industry trends and the critical skills and qualities that drive success for both individuals and organizations.

Watch for the 2023 Call for Awards this September. Click here to find out more.

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Conference Program Task Force 2019-2022 CHAIR: Jennifer Tougas, CAPP

The Conference Program Task Force reviews speaker submissions through the Call for Presentations for the annual IPMI Conference & Expo. They play a pivotal role in shaping Conference education and selecting the best content for all attendees. The task force ranks submissions according to established criteria, and members are selected from experienced parking, transportation, and mobility professionals through the Call for Volunteers this month. Please click here to check out the 2022 Conference education session agenda.

Education Development Committee 2019-2022 CO-CHAIRS: Pamela Corbin, CAPP,

David Hill, CAPP

The Education Development Committee develops, delivers, and evaluates professional development products, trainings, and educational opportunities to advance the profession in alignment with the CAPP Role Delineation Study. As an official Education Partner, IPMI offers an entire library of courses on sustainable mobility offering both LEED continuing education and CAPP credits, in addition to our comprehensive library of courses on parking, mobility, and transportation.

Be sure to check out one of our newest courses on Capital Asset Management Plans.

Mobility Task Force 2019-2022 CHAIRS: A nne Muenster-Nuiry,

Isaiah Mouw, CAPP, Roamy Valera, CAPP

The Mobility Task Force was formed to develop a strategic and comprehensive Mobility Framework for our industry. Members offered expertise on research and trends, contributed to collaborative articles, and shared content for Parking & Mobility magazine, including a feature in Parking & Mobility on how to apply the framework with case studies and illustrative examples.

Be sure to catch the recording of the June webinar diving into the framework with best practices and strategies.

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Planning, Design & Construction Committee (PDC) 2019-2022 CHAIR: Jim Anderson

The Planning, Design and Construction Committee develops projects, programs and thought leadership in real estate, planning, architecture, engineering, and construction. The past volunteer season they developed articles and resources on the design and adaptation of new and future facilities with a focus on technology and mobility.

The committee is developing a feature to be published in the October 2022 issue of Parking & Mobility addressing how to plan, design, and construct parking facilities for durability and longevity. Panelists from the committee presented to a packed house at #IPMI2022 on “Structured Parking Asset Management: Planning, Designing & Maintaining During Evolving Times”. Dive into blogs contributed by this committee on the power of connection, defining compact cars, and understanding the parking lifecycle.

Research & Innovation Task Force

Sustainability Committee 2019-2022 CHAIRS: Brian Shaw, CAPP,

Josh Naramore

The Sustainability Committee creates and investigates projects and programs that educate, inform, and benefit the parking, transportation, and mobility industry regarding sustainability, guided by the IPMI Sustainability Framework.

The committee works collaboratively and represents IPMI with other organizations, including the United States Green Building Council, to promote and advance environmental initiatives, including Parksmart Certification.

This season, members contributed a wealth of experience in Parking & Mobility, including the Green Standard in Parking & Mobility magazine. Topics included micro-mobility, affordability, and equity, EVs, and more. Members shared their insights to the IPMI blog on the topics of renewable energy, electrification, and LEED, SITES, and Parksmart certifications.

Explore just one of the many courses members developed on parking and sustainability here.

Technology Committee

2019-2022 CHAIRS: Robert Ferrin, CAPP,

2019-2022 CHAIRS: Michael Drow, CAPP,

The Research & Innovation Task Force identified critical issues in the industry, focusing on new research and the evolution of mobility as it relates to parking and transportation. Activities included researching and generating new resources and thought leadership for Parking & Mobility magazine. Most recently the task force collaborated on the Curb Management Glossary, and contributed to the 2022 IPMI Shoptalk series.

Catch the recording on adapting parking for hybrid and remote work and more.

The Technology Committee provides education and information on cutting-edge technology and services and how they are applied in the parking, transportation, and mobility industry. The committee develops and promotes educational offerings, including an annual presentation offered at the annual Conference & Expo, State and Regional Associations, and in a live webinar each year.

Brett Wood, CAPP, PE

Don’t miss the free September 7 Shoptalk presented by the task force on Innovation at the Curb.

Peter Lange, CAPP

The committee’s most recent offering, “No Parking without a Plan: Planning for a Successful Technology Implementation” provides the steps and methods to successfully implement new technologies. Committee members share their time and expertise presenting at State and Regional Association events.

If you didn’t catch it at the Conference or during the live webinar, access the on-demand webinar here. ◆

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Lifetime Achiev T

HE IPMI LIFETIME ACHIEVEMENT AWARD is bestowed upon active or retired IPMI senior

members in the parking, transportation, and mobility industry with a minimum of 20 years of service. They must show: evidence of exemplary leadership as a parking, transportation, or mobility leader through administrative roles held, accomplishments in those roles, and recognition by colleagues and others for significant contributions to the industry; a record of service, leadership, and outstanding achievements as a member of IPMI and affiliated organizations; participation on boards, committees, task forces, publications, and presentations, or general support of the association’s activities.

Allen Corry, CAPP AVP, Transportation Business Unit, DFW International Airport IPMI has always been blessed with great leaders—Allen Corry, CAPP will go down in the books as one of the great ones. Over his decades of service to the industry, Allen gifted a wealth of knowledge and experience to our community from his years of service in the Army and managing parking and transportation at a university, municipality, and now an airport.

With his multiple positions he has moved to various parts of the country and each time the nearby state and regional parking association has benefited. He is truly a giver, always volunteering to help when asked. Allen spent 18 years a representative on the IPMI Board of Directors, leading by example and serving as a mentor for two generations of parking and mobility professionals.

With gratitude for his lifetime of service to the profession and those who serve it, IPMI gratefully presents Allen Corry with a 2022 Lifetime Achievement Award.

“During the past 23 years as a parking professional, specifically as a member of IPMI and serving on the Board of Directors for approximately 18 consecutive years, the comradery and companionship I’ve experienced have been incredible. The networking, development, professional associations, partnerships and feeling of unity have been tremendous.”

A “ llen has been the one leader in this industry who has set a very high bar with his level of ethics, values, and mentorship. I am lucky enough to have shared many of my years with him as a friend and a trusted colleague.”

R — oamy Valera, CAPP, President, Automotus

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vement Awards Congratulations to the 2022 IPMI Lifetime Achievement Award recipients!

Wayne Mixdorf, CAPP Assistant Director of Urban Development, City of Lincoln, Nebraska

“Parking was my portal into the world of public administration. It taught me how to deliver services in an efficient, effective, and equitable manner.

Parking showed me how the parts fit together when you are trying to manage a city.”

I“ had the pleasure of serving with Wayne on the CAPP Board for several years as well as working together on other projects for nearly 51 years.

Wayne’s eort on the board were instrumental as we moved to elevate the CAPP credential’s prestige and reach. Known for his stellar reputation and extensive parking knowledge, Wayne is leaving a memorable legacy having mentored, developed, or touched many parking professionals on his o j urney.”

I— saiah Mouw, CAPP, Past Chair, IPMI CAPP Board

Wayne Mixdorf, CAPP has more than 30 years in the parking industry, spanning positions including Meter Technician and Facility Manager at the University of Kansas; On-Street Operations Manager in Ann Arbor, Michigan; Planner for Mongomery County, Maryland Parking Division; Operations Superintendent for the City of Tampa, Florida; and Director of Parking for Baltimore County, Maryland.

A veteran of the United States Coast Guard, Mixdorf has supported IPMI in so many ways over his career, but none more impressive than his effort to build a professional development program that gives people the opportunity to learn and advance through education. He received his CAPP in 2010 and was one of the original CAPP Certification Board members. Wayne has dedicated his efforts to CAPP certification, making sure that the certification meets the highest possible standards of excellence and making it the most respected certification in our industry. He served on the CAPP Board from 2013 to 2020 and was chair for four years. In addition, he was co-chair of the Professional Recognition Committee for four years as well as serving on the Educational Development Committee. He has presented numerous times at regional conferences and IPMI’s annual conference.

In thanks for his lifetime of commitment to bettering each one of the members of our parking and mobility community through education and service, IPMI is honored to present Wayne Mixdorf with a 2022 Lifetime Achievement Award.

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Chair Awards T

recognizes individuals who have had a significant impact on the parking, transportation, and mobility industry. These individuals and their accomplishments will leave lo lasting effiects that better communities and move the industry forward.

HE IPM I CHAIR AWARD

David Stein Director, New York City Department of Transportation, NY Running a parking and mobility program in New York City is no small feat. New York City is exceptional, as are the people that make the Big Apple work! David Stein is the Director of Parking Planning and Policy for the New York City (NYC) Department of Transportation. With a wide-ranging portfolio of projects and responsibilities, Stein blends policy, operations, and innovation in managing NYC’s metered curb, with oversight of over 14,500 parking meters, 85,000+ parking spaces and more than 20,000 authorized use spaces. In this role, David has focused on the development and implementation of new and innovative solutions to improve the overall management and efficiency of commercial and retail areas across NYC. This includes new pricing and regulatory strategies, the launch of new and emerging technologies and helping shape the curb and street performance in the post-COVID public realm.

With over two decades of service at NYCDOT, Stein has served in various managerial capacities across the agency and been at the forefront of many public facing and transformative street management programs as well as demonstrating a long history of collaborative efforts within DOT and agencies across the City.

The projects, programs, and pilots Stein and his team implemented in NYC—especially in response to the pandemic and recovery—influenced and shaped best practices and innovation for so many other cities across the country. Stein has been gracious with his time, talents, and expertise, and has had a tremendous impact in the world of parking and mobility. We congratulate him on this outstanding recognition!

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“In New York City telling someone you run “parking” is like a badge of infamy. Yet, here I am, with oversight of the largest metered parking system in the world, influencing and programing the functionality of the curb that is as varied as the inhabitants of residents. Yet, after nearly two decades at the NYCDOT and serving in a myriad of planning, policy and administrative roles, there is no other position I would rather be in.

My IPMI experience has provided me with the tools, resources, connections, and experiences that have allowed me to shape my city as well as impart my experiences to others.” —David Stein

H “ ockey dad extraordinaire and family man comes to mind when I think of David Stein. So does a passionate parking professional who has mentored and guided countless peers to keep innovating and pushing our industry forward. I can think of no one more tting to be honored with the IPMI Chair Award for his tireless work for our great industry.”

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R — obert Ferrin, CAPP, Parking & Mobility Practice Leader, Kimley-Horn

Congratulations to the 2022 Chair Award recipients!

Carey Eugene Redd, II, CAPP CEO/Director, New London Parking Authority, CT As the CEO/Director of Parking for the New London, Conn.

Parking Authority, Carey Eugene Redd, II, CAPP is responsible for the municipal transportation, transit, parking, and mobility management and operational administration, customer service, economic development support, financial sustainability, and property supervision for the New London Parking Authority. Redd has amassed more than 50 years of corporate, entrepreneurial, and professional experience in the public and private sectors providing strategic modeling and workforce planning and development.

He began his career marketing chemical, financial, insurance, and manufacturing automated applications and fully integrated artificial intelligent decision support information management systems and telecommunications products for aerospace, “The most rewarding aspect of our industry are my colleagues, who have freely shared their knowledge that yours truly has oceanic, and surface defense systems. More than 20 years ago, he humbly utilized in the parking, transportation, and mobility transitioned to the parking industry to become Deputy Director, solutions implemented in the municipalities I’ve worked in Hartford Parking Authority before taking his current position as during my career; and hopefully I have done the same for them.” —Carey Eugene Redd, II, CAPP New London Parking Authority’s Chief Executive Officer/Director of Transportation, Transit, and Parking.

Redd serves on United States Senator Chris Murphy’s Transportation Advisory Council and State of Connecticut Governor Ned Lamont’s Transportation Policy Committee. He a Board Member in good standing with Southeast Connecticut Council of Government Transit Committee, Connecticut C “ arey is a magnetic and collaborative Conference of Municipalities Transportation Committee, and visionary whose inspiration resonates the New England Parking Council, where he served as President with everyone. e H has e b en an inspiration, from 2016 - 2018. Redd has received countless civic, community, and humanitarian awards throughout his career including an supporter, and mentor to me for many years. Carey is someone who inspired me Official Proclamation that named February 15th, 2010, as “Carey E. Redd, II Day” by the Honorable Jodi Rell, then-Governor of the to a leadership role in our dynamic and State of Connecticut.

Redd has served as an advocate for our industry and for amazing industry. I am forever grateful for everyone that works in it. He is always one of the first to respond his support and mentoring.” to a colleague’s question, or encourages others to advance, or to — Kathryn e H e b rt pursue their CAPP. We thank him for his service to the profession President and CEO, TPMConnect and congratulate him on this well-deserved honor!

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/ Parking Industry Veteran Roamy Valera, CAPP to Join Automotus as President The former CEO of PayByPhone North America and past IPMI Chair will leverage 33 years of industry experience to support Automotus’ rapid rise as the leader in curb management.

Automotus, the leader in curb management technology, today announced that it will welcome parking industry veteran Roamy Valera, CAPP as the company’s first President in August 2022. The announcement came during the highly anticipated 2022 International Parking & Mobility Institute (IPMI) Conference and Expo in New Orleans.

Valera is an internationally respected C-suite executive with more than 33 years of parking experience, including 11 years as a public administrator. He began his career as a 20-year-old parking enforcement officer in Miami and evolved into an industry visionary, leading operational and growth strategies for organizations around the globe. Most recently, Valera served as the global Chief Client Officer for PayByPhone, the leader in mobile parking payments, following more than 3 years as the CEO of PayByPhone North America. Prior to his time at PayByPhone, Valera served as CEO of NewTown Advisors, a parking and mobility consulting firm.

Valera also served as the former Chair of the IPMI Board of Directors, where he was instrumental in facilitating the industry’s evolving focus on Mobility as a Service (MaaS). In his new role as President of Automotus, he will leverage this expertise to bring industry and public attention to key trends, including the potential of automated curb management.

“I know I speak for all of Automotus when I say it’s an honor to welcome Roamy to our team,” said Automotus CEO Jordan Justus. “His expertise and reputation speaks for itself—as our industry enters this next phase of transformation, there is no one better suited than he is to guide both our team and the market more broadly. We’re thrilled to begin this next chapter with him and look forward to shaping the future of curb management together.”

As President of Automotus, Valera will focus on market development and growth strategies while overseeing city partnerships and ensuring best-in-class customer success. “I am thrilled to join such a dynamic team and I am looking forward to leading and guiding the next phase of our growth and scale in the market,” Valera said.

Robert Ferrin, CAPP joins Kimley-Horn’s Central Ohio office KIMLEY-HORN is expanding their mobility planning and parking services in Columbus with the addition of Robert Ferrin, CAPP. Robert currently sits on the board of IPMI where he was recently re-elected to a second term. Robert’s previous experience includes working as the Assistant Director for Parking Services at the City of Columbus where he led efforts to increase mobility options, parking management, and the advancement of curbside strategies. He also brings experience working in various leadership roles focusing on transportation, planning, equity, and economic development initiatives.

Through his 17 years of experience, Robert has specialized in smart city solutions, urban and economic development, transportation planning, and asset management. He brings this expertise to Kimley-Horn and is excited about contributing to Kimley-Horn’s national mobility planning, parking, and curbside asset teams.

“Joining the Kimley-Horn team allows me to continue guiding cities and organizations with tradeoff decisions associated with public systems and assets through accessible, efficient, and forward-thinking strategies. The opportunity to help clients across the country is a professional dream come true!” said Ferrin.

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PayByPhone announces appointment of Jonny Combe as new global CEO PAYBYPHONE , the global leader in mobile parking payments, announces the appointment of Jonny Combe as global CEO. Thirty-six-year-old Combe, already part of the senior leadership team, will work alongside current CEO Andy Gruber, who has been in the role for four years, during a transition period starting July 1, 2022. Gruber will exit the role effective August 1, 2022, to take up a senior management position within PayByPhone’s parent-company Volkswagen Financial Services AG. Gruber will also sit on the PayByPhone supervisory board, to which Combe will report, headed by Stefan Imme, Chief Digital Officer, Volkswagen Financial Services AG. Imme says, “The journey of growth and development that Andy has led over his four years has been incredible.

On behalf of Volkswagen Financial Services AG, I want to thank Andy for his hard work and dedication. As we enter the next stage of growth for the business, we are confident it is in great hands with Jonny. His track record of success sets him up well to lead the dynamic and fast-paced PayByPhone Group, ensuring exceptional results.”

During Gruber’s successful tenure at the company, PayByPhone has seen exponential growth including more than doubling the number of monthly active users of the PayByPhone app and expanding its coverage from 5 to 11 countries around the globe.

Gruber says, “Jonny is in a unique position to lead the business through our next phase of growth, thanks to the senior leadership positions he’s held since he joined PayByPhone in 2018. Our app is now available in nearly 1,300 cities, compared to just over 400 four years ago, and that trajectory is set to continue. He fully understands not only our products and services, but also the challenges our clients and customers face. I have full confidence and trust in Jonny as I hand the reins to him – this is an exciting time for PayByPhone.”

Combe says, “I am delighted to be taking on this role, continuing the exemplary global leadership that Andy has demonstrated, and working alongside our exceptional leadership team. As we evolve and grow, I want to drive our ethos of

simplifying our clients’ and customers’ journeys and encourage our teams across the globe to continue to embrace our winning mindset. The reason is simple. We are in a unique position; PayByPhone is the only player in our industry to have an app that can be used globally, in nearly 1,300 cities. The possibilities for continued growth and success are outstanding.”

Combe, who will relocate from the UK to Vancouver, Canada, will continue to lead the corporate division until a replacement is appointed. Before taking responsibility for the corporate business, Combe was CEO of the UK market, a position he held for four years, where he led it to massive growth and launched a multiaward-winning environmental initiative. Combe’s background is steeped in not only mobility but also technology. Before joining PayByPhone, Combe held several high-profile management roles at BMW Group, looking after its environment, real estate, mobility, and innovation team in EMEA. Most notably, he spearheaded BMW’s digital and innovation programs in the UK and pioneered the birth of the award-winning BMW Innovation Lab. For more information, visit www.paybyphone.com

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/ Spot Parking Partners with Athena Partners Strategy Group to Expand Digital Technologies Across U.S. Parking Industry APSG, renowned for its nationwide network, to support Spot’s explosive expansion into cities, schools, and airports Spot Parking has announced a partnership with Athena Partners Strategy Group (APSG), a government relations and technology consultancy, to expand Spot’s smart parking and curb digitization management systems across the nation.

With offices in Denver, Los Angeles, Chicago and soon-to-be in Arizona, Spot Parking has developed a data platform enabling: ● Digital inventory of parking assets ● Real-time analysis of curb and garage utilization via tracking technology ● Interactive parking guidance for users, directly to their phones ● Intelligence for consolidating parking data from multiple sources “As leaders in digitized parking platforms, Spot Parking has an unrivaled capacity to unify all parking occupancy and payment technologies in one source, optimizing a department’s ability to better manage mobility and parking assets,” said APSG Managing Partner Nick Stanton. “Spot’s unique offerings enable a seamless digital parking platform that uniquely solves problems both for the driver and the parking asset owner.”

APSG will support Spot’s fast-moving expansion with business development and strategic consulting services, including sales support, marketing support, network expansion, strategic partnerships and smartcity-bundling. APSG has built a trusted reputation in the

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parking, transportation, electric vehicle, sustainability and mobility industries for representing entities as they implement game-changing technology with cities, schools and airports nationwide.

“Athena is an innovator in the parking industry and sees the big picture for the future of mobility,” said Elizabeth Zealand, CEO of Spot Parking, and former deputy secretary of transport of New South Wales.

“Cities worldwide are looking to unlock the value of the curb for mobility, and that starts with digitization.

Athena is a key partner in helping us communicate this value through their parking industry network.”

Dr. Jennifer Tougas Appointed as Assistant Vice President for Business Services in the Division of Strategy, Operations and Finance for WKU Western Kentucky University has announced Dr. Jennifer Tougas, CAPP as Assistant Vice President for Business Services in the Division of Strategy, Operations and Finance. Dr. Tougas sits on the IPMI Board of Directors.

Dr. Tougas has a lengthy and impactful history with WKU. She was hired in 2004 to design and implement the strategic plan for Parking and Transportation Services at WKU. Through her acumen and abilities as a team player, she has brought modern technology-based solutions to WKU P&T operations.

As Director, she also worked with the Bowling Green government and relevant agencies to coordinate WKU and public transit operations. Quality services that are both efficient and environmentally friendly have been hallmarks of her leadership in Parking and Transportation Services.

In 2019, Jennifer Tougas accepted the responsibilities as Interim Assistant Vice President for Business Services.

Bringing the same energy, organizational skills, and student-first approach to this position, Dr. Tougas has continued to improve operational efficiencies while reducing costs. She strives to create a collaborative atmosphere of continual improvement.

Jennifer Tougas has a multi-faceted background upon which she will draw as AVP for Business Services. Dr. Tougas earned her Ph.D. in Ecology and B.S. in Zoology from the University of Georgia. At UGA, she served in the role of Computer Services Specialist, Office Manager, and then Assistant Manager for Parking Services. She is a member of various professional organizations and boards, including the Bowling Green Warren County Metropolitan Planning Organization and the BG/WC Greenways Commission. Her campus activities include the WKU Strategic Plan formation process, the Campus Master Plan, and numerous other WKU committees.

Cleverciti Enters Next Stage of Growth, Promotes David Parker to CEO Building upon the solid foundation established during his 3-year tenure as COO, Parker will lead Cleverciti as CEO. Cleverciti®, provider of comprehensive, turn-by-turn parking guidance solutions both on-street and off-street, has promoted David Parker to Chief Executive Officer. Thomas Hohenacker, Cleverciti’s founder, will take a strategic role on the company’s board.

For the past 3 years, Parker has been leading the sales & marketing teams of Cleverciti as COO. During this time, Cleverciti has scaled significantly, particularly in the US and Germany, adding flagship clients including Redwood City (in the heart of Silicon Valley) and El Monte (a suburb of Los Angeles) in the US, and Cologne, Düsseldorf, Paderborn, and Gelsenkirchen in Germany.

“When I joined Cleverciti three years ago, I knew this company was positioned to lead the industry in the adoption of smart parking and intelligent parking guidance,” said Parker. “We have now proven we can halve parking search time while growing parking revenues and delivering an extraordinary citizen experience. Our customers can achieve a financial ROI in less than two years. Today, leading cities around the world are choosing Cleverciti.”

Parker’s CEO succession was in the making for the past few years: “When I asked David to join Cleverciti, I did so with the plan that he would eventually succeed me as CEO,” said Hohenacker. “With the transition complete, now I am able to shift my focus to key strategic topics as a member of the board.”

“Thomas is a visionary entrepreneur, developing and implementing the patents, AI sensor and unique smart parking guidance systems that are the core of Cleverciti. He had the foresight that parking-as-we-know-it had to change by providing precise data for drivers to save them valuable time and by enabling a powerful parking management system for operators,” said Parker. “Today, we have the top team, industry-leading product, and confidence of a strong customer base to realize his vision at a global scale.”

Parker came to Cleverciti from Cox Automotive where he served as COO of Modix, the leading global automotive digital marketing solution.

At Modix, he led the expansion of the business across more than 60 countries. Throughout his career, he has held senior-level roles and advisory positions with a wide range of high-growth tech businesses with successful exits, including Dealer.com (sold to Dealertrack), Dealertrack (Sold to Cox Automotive), and BentoBox (sold to Fiserv). He holds MBAs from Columbia University and London Business School and a B.S. in Information Technology from Rensselaer Polytechnic Institute.

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/

CALENDAR

2022 AUGUST 1 IPMI Call for Volunteers Open IPMI Call for Content Open

SEPTEMBER 28 Free IPMI Learning Lab

OCTOBER 18, 20, 25, & 27 Online, Instructor-Led Course

AUGUST 26 Call for Volunteers Closes IPMI Call for Content Closes

SEPTEMBER 29 Online, Instructor-Led Course

OCTOBER 26 Free IPMI Learning Lab

SEPTEMBER 6 #IPMI2023 Call for Presentations and Awards Opens

OCTOBER 4, 2022 #IPMI2023 Call for Presentations Closes

NOVEMBER 3 #IPMI2023 Call for Awards Closes

SEPTEMBER 7 Free IPMI Virtual Shoptalk

OCTOBER 11 Free Virtual Frontline Training

Innovations at the Curb

SEPTEMBER 13 Free Virtual Frontline Training Change Management

SEPTEMBER 14 IPMI Webinar

Everything You Wanted to Know About EV Charging But Were Afraid to Ask—EV Charging Basics

SEPTEMBER 20 & 22 Online, Instructor-Led Course Wicked Problem Solving

SEPTEMBER 22 Free Member Chat

Presented by gtechna

Analysis & Applications of Technology

Leading From the Second Chair: The Importance of Empowering Others

OCTOBER 12 Free FHWA Webinar

Mayors’ Commuter Incentives Toolkit: Parking Cash Out and Other Commuter Benefits Ordinance Analysis

OCTOBER 13 Free Member Chat CAPP

OCTOBER 18 Online, Instructor-Led Course

Accredited Parking Organization (APO) Site Reviewer Renewal Training

Parksmart Advisor Training

Presented by Blink

NOVEMBER 8 Free Virtual Frontline Training Customer Experience—From the Customer’s Point of View

NOVEMBER 9 IPMI Webinar

Parking Work is Emotional Customer Service Work

DECEMBER 6 Free Virtual Frontline Training

Avoiding Conflict Through Preparation

DECEMBER 7 Free IPMI Learning Lab

Presented by Spot Parking

DECEMBER 8 Free Member Chat

Accredited Parking Organization (APO)

Awards of Excellence and Professional Recognition Awards

Stay up to date on industry events and activities!

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

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State and Regional Events Calendar SEPTEMBER 13–16 36th Annual Carolinas Parking & Mobility Association (CPMA) Conference and Expo

OCTOBER 18–20 New York State Parking & Transportation Association (NYSPTA) Conference & Trade Show

OCTOBER 2-4, 2022 Campus Parking and Transportation Association (CPTA)

OCTOBER 19–21 Pacific Intermountain Parking & Transportation Association (PIPTA) Annual Conference & Expo

Charleston, SC

College Station, TX

OCTOBER 4-5 Mid-Atlantic Parking & Transportation Conference and Trade Show Baltimore, MD

Buffalo, NY

Salt Lake City, UT

OCTOBER 24–26 Southwest Parking & Transportation Association (SWPTA) Fall Conference

NOVEMBER 1-3, 2022 Parking Association of Virginia (PAV) Richmond, VA

NOVEMBER 8-10 California Mobility & Parking Association (CMPA) Annual Conference & Trade Show Los Angeles, CA

DECEMBER 6–9 Florida Parking and Transportation Association (FPTA) Annual Conference and Tradeshow Palm Beach, FL

Las Vegas, NV

Stay up to date on industry events and activities!

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

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