Parking & Mobility — December 2022

Miami Parking Authority Takes on Public Art Initiative

Nature Takes Over the Walls of a Public Garage

Working with the IPS team has been stellar. They’ve answered hundreds of technical questions and to work with a team that’s so responsive makes my job that much easier.

-Henry Servin SaMoDOT | Santa Monica, CA

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By

By Elizabeth

COLUMNS

Looking Back ... and Forward

By Kathryn Hebert

THINGS 5 Challenges Faced by State and Local Governments 8 THE BUSINESS OF PARKING The Key to Success: Employee Engagement

By Jessica DiGiacomo 10 DIVERSITY, EQUITY, & INCLUSION

What’s in a Name?

By Kim E. Jackson, CAPP 12 THE GREEN STANDARD

A Roadmap for Municipalities and Parking Operators for the Electric Vehicle Revolution

By Matthew Chen 14 MOBILITY & TECH

Why is Parking Technology So Complicated?

By Carmen Donnell, CAPP, and Nick Mazzenga, PE 16 STATE & REGIONAL SPOTLIGHT

Who is PIPTA? By Emily Kwatinetz

ASK THE EXPERTS What is the most significant opportunity for municipal parking organizations to improve current parking operations and plan for the future?

MUNICIPALITIES AND PUBLIC AGENCIES are experiencing unprecedented times. The pandemic forced governments to operate well outside of the normal comfort zone—reativity, speed, and openness to new ideas are the traits that brought so many of them successfully through the storm. We are seeing an evolution in how these agencies operate, and how they approach parking and mobility. 2022 has been a challenging, yet exciting, time.

This issue of Parking & Mobility focuses on the some of the many evolutions in public parking, and some of the challenges facing our public agencies. One of the biggest—how to manage recruitment, retention, and upskilling—is one we will look at today as well as make a primary focus for 2023. Another significant challenge, yet arguably the biggest opportunity, lies in the application of new technologies in parking and mobility. And we can’t forget about sustainability and the role that electric vehicles will play in the future of our industry.

Yet, through all the challenges they are encountering, many agencies are shining though with impactful programs that benefit the community. Our cover story on the inclusion of public art into parking garages is just one example of this. What is your organization doing to impact the community at large? We would love to tell your stories.

There is so much to talk about, and so much to look forward to as the public parking sector continues to evolve. As we bring 2022 to a close, we are excited to share this month’s outstanding content with you.

From all of us at IPMI, have a wonderful holiday season and best wishes for a fantastic 2023. We can’t wait to see what 2023 will bring!

Melissa Rysak, editor rysak@parking-mobility.org

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

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Tina Altman taltman@parking-mobility.org

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Looking Back ... and Forward

By Kathryn Hebert

Looking back at 2022, it seems like we all just burst out of our shells and couldn’t wait to get back to business, to get together, to talk nonstop—there seemed not to be enough social and business activities to go around. I felt like I was constantly in motion but loving it. I couldn’t get enough of the constant balls in the air, the constant dinging of my texts and emails and ringing of my phone. Now looking forward to 2023, I’ve had some time to reassess, time to evaluate the momentum, which brings me to what we are looking forward to, what we seem to be all talking about: sustainability

We’ve heard the word sustainability for what seems like forever, and lately it seems to be the “it” word—the buzz word. What does it really mean and how does parking fit into sustainability? Sustainability is a comprehensive term that includes so many things: actions that connect and represent supporting local businesses; managing land use; creating and promoting vibrant cultural, arts and historic preservation programs; implementing safe, equitable, accessible and affordable transportation and mobility options while reducing carbon emissions; managing waste and water usage; developing energy efficiency programs and projects; promoting health and wellness; enhancing diverse housing options; and increasing awareness to support ending homelessness.

Clearly, I’ve been thinking about this for a very long time. It keeps coming up, now more than ever. It means so many things to so many people. The word sustainability seems to be everywhere… seriously, everywhere.

To me, sustainability means strengthening inclusivity, celebrating differences and resiliency, creating vibrant communities and organizations,

and providing opportunities through sustainable actions that build the economy, support equity, respect the environment, and engage the community through connected partnerships.

How does parking fit into all of this? Well, look around you at the IPMI community—we all lend a piece of ourselves, our organizations, our businesses to sustainability. In so many ways, parking is the glue that keeps our communities together and moving forward.

We are an industry of partners and collaborators, leading the way to breaking down siloes and integrating verticals to make things work, whether it be through creating value added solutions, amazing technology, or smiling, responsive customer service and operations. This industry touches all sustainability components.

We do this through our incredible partnerships. Partnerships are the only way our world moves forward. We need to connect with people who have different skill sets and different strengths; we need to be open to different ideas, opinions, and views; we need to build relationships based on equity; we need to challenge each other. To create a sustainable world, we absolutely need to work together. There is no one size fits all. We all bring something to the table.

Let’s continue to ride the wave that we jumped into with eyes wide open in 2023; let’s always create sustainability through partnerships. We won’t be here forever, but our world will. Let’s make parking the sustainability that goes down in history. Happy New Year! ◆

HEBERT, Ph.D., is President and CEO of TPMConnect and a member of the IPMI Board of Directors. She can be reached at kathryn.hebert@tpmconnect.com

KATHRYN

Challenges Faced by State and Local Governments

1Talent. Human capital is a huge challenge for the government sector. The Baby Boomer population is larger than the generation behind it and finding the right people to replace an aging workforce leaves them competing with private industry for a small pool of applicants. To win the right staff, agencies will be forced to look at non-traditional perks and hybrid working, neither of which have been adopted widely or quickly in the public service arena. (See the Business of Parking column on Page 8)

3Cybersecurity. Along with the increase in technology use comes an increased threat of a cyber-attack for governments. While applying new technology can pay significant dividends in efficiency and revenue, it opens agencies up to a whole new category of risk they may be ill-prepared for, making them vulnerable to hackers. Securing and protecting the data and infrastructure, as well as having a disaster recovery plan in place, are vital as agencies make the transition to digital.

2Technology. Many agencies are mired in antiquated processes that are inefficient for both staff and citizens. While some have embraced the digital marketplace and made the jump to implement a digital strategy, most are still very much behind the curve in applying new technologies to their operations. (See the Mobility & Tech column on Page 14)

4Alternative Revenue Sources. As traditional sources of income—for parking, we are looking at parking fees and ticketing specifically—evolve, governments need to re-examine their revenue and look for new opportunities. (See the feature articles on Non-Criminal Adjudication, Page 34, and Economics of the Curb, Page 38)

5Sustainability. One sustainability topic seems to be everywhere: electric vehicles (EVs). State and local governments are looking at their roles when it comes to EV rollouts, from providing charging stations to converting fleets and public transportation to electric. (See the Green Standard column on Page 12)

The Key to Success: Employee Engagement

By Jessica DiGiacomo

THE LAST COUPLE OF YEARS every employee in every company across every industry has faced unparalleled challenges, huge adjustments, and a transforming work environment (hello—hybrid and work from home life). Amid a dynamic and perpetually changing landscape, the parking industry has continued to rapidly advance while still holding an array of untapped potential; potential that the employees are leading the charge to uncover.

be productive on their own schedule, have confidence in the qualities and skills that each employee brings to the company, and understand that each employee is more than just their professional lives.

We all are plagued by the same stressors and fears in and outside of work, managers and leaders included. We all are tasked with cautiously balancing both work and home life, precariously keeping all the balls up in the air hoping that none will fall. Creating a safe space to hold discussions with transparency, showing empathy and understanding, crafting a sense of community, and developing comradery will all positively transform a company culture and engagement that impacts the entire workforce from the C-suite to the summer intern.

In our ever-changing world, where new technologies are emerging and innovation adoption grows at warp speed, it is crucial that companies, managers, and people teams keep a pulse on the workforce, showing constant progress in employee engagement. It is essential to focus on how, as a company within the parking industry, employee engagement stays a top priority even with a growing workforce and varying work ecosystem.

So, the question is this: how does a rapidly growing company with a diverse workforce stay up to speed with its employees and meet the needs of desired engagement?

We have turned a corner when it comes to how managers and leaders should be viewed and engage with their workforce. Gone are the days where leaders sit in their office micromanaging the workforce—a workforce that was scared when they got called into their managers office or saw a manager meeting suddenly pop up on their calendar. This is the same workforce that the managers personally interviewed and believed in their capabilities enough to hire. We live in an age where managers and leaders need to show that they trust their employees to

The most effective tools for engagement and employee relationship building that should come from the very top of the company leaders and go all the way down to individual contributors are transparency and open communication. To maintain and strengthen relationships, increase employee morale, and boost engagement it is essential for leaders to be transparent and have two-way communication with their workforce. Holding company-wide meetings with scheduled frequency, distributing monthly employee newsletters, investing in collaboration tools for communication and feedback, and encouraging managers, the C-Suite, and people team to have an empathetic, open-door policy are the most important and easiest ways to engage employees and keep them excited about the brand and mission.

Focus should be not on just the work, but also the people— the employees. Develop interpersonal relationships, make them feel like they are more than just a number or person to fill a role. Ensure managers have daily team standups or at a minimum a weekly meeting. In these meetings, take the first 10 minutes to show an interest in their personal lives, ask about upcoming fun plans/events, or just talk about how they are doing. Direct reports should have weekly or biweekly one-on-ones with their

managers. Maintaining that strong connection and accessible line of communication is critical to increased engagement and employee satisfaction. Managers and leaders slowing down in the moment to listen, personally engage, and show that they care about their team will only enhance performance and allow everyone to move faster later.

Prioritizing employee engagement and employee connection is just as strategic of a task for leadership as any other job duty. When companies invest in their employees and the employee’s needs, it leads to a more collaborative, innovative, and energized environment. A company culture and brand that is authentic and transparent draws in top talent, has lower turnover, and has greater employee engagement and happiness which in turn leads to greater company productivity. Engaged employees and a strong, interpersonal company culture are key indicators of a company’s success. The workforce are the ones who drive innovation and the transactional tasks and represent the brand of the company. Investing in the company workforce leads to a path of company success and company advancement. In the end, an engaged and satisfied employee becomes an effective and reliable employee.

As we close out 2022, I challenge each company and each leader to plan to intentionally invest time in their workforce in 2023. Recognize your employees for the wins, no matter how big or small. Sit down with employees during times of failure, without judgement, and show them it is an opportunity to grow and learn. Encourage ideas, innovation, and employee voices through company meetings, one-on-ones, and open forums and show the workforce that their opinion is valued. If a company, its leaders, and its people team focus on cultivating a positive, engaged culture then—WOW—will that company be unstoppable. At the end of the day, a company’s key indicator of success is revenue. But how can you possibly ever achieve revenue without a dedicated workforce? Without employees who are content, fulfilled, and productive? You can’t. Employee engagement is the key that unlocks a company’s true and full potential. ◆

JESSICA DIGIACOMO is the Director of People Operations for FLASH. She can be reached at jessica. digiacomo@flashparking.com

What’s in a Name?

By Kim E. Jackson, CAPP

WHAT’S IN A NAME? Everything! It is our identity, our heritage, and so much more. But in some cases, our name may be the one thing holding us back from a job, a promotion, or receiving an invitation to a networking event.

Ask many and the answer could be a resounding NO! One reason why—employees are and have been demoralized: when their manager forgets their name because it is complicated; mispronounces their name; does not acknowledge them directly because they can’t correctly pronounce their name; gives them a nickname because is easier to pronounce; or just continue to mispronounce their name regardless of how often they may correct us.

These individuals are the face of our organization, they do the work, yet they can be passed over for advancement simply based on their name. We claim we are diverse, but that is sometimes where it stops. We do not do the internal work to create an inclusive culture by learning more about an employee’s name.

A person’s name connects to their identity and individuality. Using someone’s name correctly shows a respect for that individual. By remembering someone’s name and using it when you see them again, a person will feel influential and respected. Not remembering someone’s name or taking the time to ensure you are saying it correctly will make them feel slighted and very unimportant to you. A person’s name may activate social category information, which has been shown to lead to stereotyping and discrimination in various contexts.

This is so true for many of our frontline employees. Our industry’s frontline is a global representation from every continent and representing many cultures. Look around your organization: externally, you may appear to be very diverse, but are you inclusive internally? We should ask ourselves and our employees: do we really provide equitable opportunities and access to all our employees? Do our employees feel valued, do they believe they are an integral part of the organizational culture?

Name discrimination is a real phenomenon, with researchers suggesting that this form of discrimination is present based on a name’s meaning, pronunciation, uniqueness, and gender or racial affiliation. Name bias is a discriminatory act that involves a negative judgment or preference for a person’s name. In recruitment, a candidate’s name affects the hiring decision through either conscious or unconscious bias motives. Considering a candidate’s name as a reason not to hire is a prejudiced action.

Perhaps you can relate to the following scenario:

You receive a resume for a vacant supervisory position and the name of the applicant is Jerome Johnson. Let’s be honest, what is your first mental image of the candidate? Will you continue reviewing the resume, will you consider this person for the position? If we are brutally honest with ourselves, 90% of us visualized a person of African American descent. Based on our mental image of the applicant we may just slide the resume to the “no” pile. However, the truth in this situation is that Jerome Johnson is white.

Jerome candidly shares that he often does not get opportunities for interviews for positions that

he is more than qualified for simply based on his name. He explained that growing up teachers, parents, and elders often looked at him in disbelief when he shared his name. He further shared how he repeatedly applied for an entry level position, only to be told the company never received his application. During his candid conversation with me, he told me that not long ago, during an interview for a management position, the recruiter came out to the waiting room where there were other applicants waiting, asked for “Jerome Johnson” then proceeded to look only at the men of color in the room. After a second call from the recruiter he said, “I am Jerome Johnson.” He chuckles, remembering that the look on the recruiter’s face was priceless. At the end of the interview the recruiter apologized for looking shocked, saying, “You do not look like the person I was expecting.”

Over the years, Jerome realized he was experiencing

We need to be honest with ourselves because throughout our careers, most of us have been guilty of unconscious bias in the form of a simple name microaggression—a subtle, often unintentional, form of prejudice that negatively targets a marginalized group of people. Many will tell you racism does not exist in today’s society simply based on someone’s name; I am here to share it does!

Let’s really begin to practice what we preach. The next time you are hiring or looking to promote from within, have someone on the team or an outside recruiter remove applicant’s names. Review the entire pool of eligible applicants based on their merit, not their name. You will be on your way to not only creating an inclusive review, but an equitable one too. ◆

KIM E. JACKSON, CAPP , is Principal of KEJ Associates LLC and a former Chair of the IPMI Board of

A Roadmap for Municipalities and Parking Operators for the Electric Vehicle Revolution

By Matthew Chen

ELECTRIC VEHICLES (EVS) are gaining popularity and market share so much that in the second quarter of 2022, EV sales accounted for 5.6% of the total auto market compared to 2.7% in Q2 of 2021. However, some potential EV drivers remain hesitant to make the switch due to the lack of public charging stations. To transition more drivers to EVs, municipalities are acting swiftly to ensure enough charging stations are available to meet growing consumer demand.

Federal Funding

To make EV charging widely accessible to EV drivers across the country, the federal government has appropriated $7.5 billion to build a national network of EV charging stations through the $5 billion National Electric Vehicle Infrastructure (NEVI) Formula Program and $2.5 billion in competitive grants. Last month, the U.S. Department of Transportation (DOT) approved plans from all 50 states describing how they will use NEVI funds to build out DC fast charging stations along interstate highways.

In addition to federal funding for EV charging along major travel corridors, the Inflation Reduction Act (IRA) extends the existing alternative fuel vehicle refueling property credit through 2032. First, the IRA temporarily renews the original credit of 30% up to $30,000 per property. Then, beginning next year, it allows taxpayers to claim a base credit of 6% for expenses up to $100,000 (for each piece refueling property at a given facility) so long as the property is placed into service— within an eligible census tract—before January 1, 2033. A bonus credit (up to 30%) may be given if other eligibility provisions are met. (To claim the bonus credit amount with respect to eligible property, taxpayers must satisfy prevailing wage and apprenticeship requirements.)

State Governments are Leading the Way

State governments also moving quickly to craft policies that promote electric vehicles. For example, California regulators approved rules banning the sale of new gas-powered cars by 2035.

Following California’s example, New York’s Governor Kathy Hochul directed the N.Y. Department of Environmental Conservation to develop draft rules requiring a growing percentage of new light-duty vehicle sales to be zero-emission vehicles, beginning with 35% in model year 2026. In addition, 16 states follow vehicle emission standards established by California. As states move further down the road to EV adoption, municipalities and parking operators must develop a comprehensive strategy for charging to meet increasing demand.

Strategy for Success

Municipalities and parking operators that develop their EV strategy now will benefit much more than those which wait. Timing is critical because federal funding will not last forever, and those that delay will be left scrambling to find any source of funding to offset the cost of EV installation.

The federal government’s NEVI program prioritizes the Alternative Fuel Corridors (AFCs), which require a maximum of 50 miles between public charging facilities which must be no more than one mile from an interstate highway. Municipalities and parking operators that meet Alternative Fuel Corridor requirements may be eligible for grant funding and should contact your state DOT. Municipalities and parking operators that are not eligible for NEVI funding but still wish to leverage federal dollars should watch for the upcoming $2.5 billion competitive grant programs to be split 50-50 between corridor and community charging. The U.S. DOT is expected release guidance for the competitive charging grant programs soon.

A second important factor for the success of public-facing EV charging stations is what type of charger to install. Level 3 (direct current (DC) fast chargers) stations can provide more than 150 miles in a 30-minute charge compared to a Level 2 (L2), which provides up to 65 miles in an hour. However, DC fast chargers are significantly more expensive than L2 chargers. Depending on the type of charger purchased, the total cost to install a fast charger could be over $100,000. Further, according to the U.S. Department of Energy, 80% of EV charging is done at home due to the convenience and low cost of residential charging. Therefore, it may not be worth the cost to install expensive fast chargers when today’s L2 chargers can provide more than enough miles of range at locations where vehicles are parked for several hours.

Another major factor for municipalities and parking operators to consider is the best EV charging business model. A potential site host, such as a municipality, may purchase a charger but not want to operate a charging station directly and prefer an owner-operator model instead. For example, a charging company and a site host will agree on an arrangement where the charging company installs and operates the charging

infrastructure at the owner’s site, and the site host is not responsible for maintenance, utility coordination, or other operational costs of the EV charging station. The owner-operator model enables the municipality or parking operator to provide EV charging while leaving station management to their charging company partner. Further, site hosts who utilize an owner-operator model limit their financial risks.

Conclusion

With Americans driving EVs in record numbers and billions of dollars in new federal funding, municipalities and parking operators need to start planning now for the electrification of transportation. A strategic EV plan that leverages federal funding, selects the correct charger, and identifies an optimal business model will prepare municipalities and parking operators to be successful. ◆

MATTHEW CHEN is Director of Government Affairs for Blink Charging. He can be reached at matthew.chen@ semaconnect.com

Why is Parking Technology So Complicated?

By Carmen Donnell, CAPP, and Nick Mazzenga, PE

IMPLEMENTING PARKING TECHNOLOGY was straightforward for many decades. The marketplace for vendors was more consolidated and the offerings were limited. This meant that the need for multiple systems to be integrated into one another was not as prevalent. The industry hadn’t matured enough to ask for services outside the basic offerings provided under one roof. Today’s modern parking operation requires multiple types of hardware, services, and systems that need to work together synergistically. The concept of data sharing and aggregation has meant parking technology has become more complicated.

How do parking operations become more cohesive, and how do you get better continuity between multiple systems? To create a seamless parking experience now requires strong partnerships between multiple stakeholders and strong integrations between multiple hardware and software providers. So what is an integration? What does that actually mean? If you’ve procured or deployed any parking technology system such as an offstreet parking access and revenue control system (PARCS) or an on-street multi-space meter system, you were not just procuring one company, but multiple hardware and software systems all under one umbrella, trying to fit them into one seamless experience. Moreover, if you want to do something like this with a third-party integration, you will need to understand the importance of an Application Program Interface (API).

So, what is an API, and why should parking professionals be attuned to it? Simply put, an API is a way for two different systems, such as a piece of hardware from one vendor and a piece of software from another vendor, to communicate with each other and exchange data between them. It’s a safe bet that the databases on the backend of the different systems you are trying to integrate were written by different programmers; you will need a translator in the middle to share information, interpret that information, and help facilitate the communication between them. This is exactly what the API does; it acts as that middleman between the third-parties and gets them to speak the same language to each other.

Today’s parking operations have several highly technical pieces that need to be integrated. As an example, you may have the need for aggregated reporting and/or aggregated enforcement. Under the reporting umbrella, you may want to

aggregate transaction revenue, length of stay, payment types (cash, credit), payment method (mobile, hardware, permits), and more. For aggregated enforcement, you may need to pull from your permits, validations, transient payments (perhaps from multiple sources), reservations, and more. Getting all this technology to talk to each other and speak the same language is critical to having a seamless operation.

There are some ways in which the industry is moving towards better communication between third parties, specifically the Alliance for Parking Data Standards (APDS). APDS is a common language for data elements and definitions in the parking and mobility industry that seeks to streamline communications by having technology providers speaking the same language. As more parking industry players adopt APDS, the burden of integration between third parties should lessen. In the meantime, while the industry works towards this lofty end goal and navigates the complexities in doing so, educating your organization and starting the conversation early with your tech partners is a good place to start. ◆

CARMEN DONNELL, CAPP , is Managing Director, North America for PaybyPhone, and is Co-Chair of the IPMI Technology Committee. She can be reached at cdonnell@paybyphone.com

NICK MAZZENGA, PE , is an Associate at Kimley-Horn, and is Co-Chair of the IPMI Technology Committee. He can be reached at nick.mazzenga@kimley-horn.com

Who is PIPTA?

By Emily Kwatinetz

THE PACIFIC INTERMOUNTAIN PARKING AND TRANSPORTATION ASSOCIATION (PIPTA) is an association of parking and transportation professionals across nine western states. We offer opportunities to collaborate, discuss challenges, share information, and learn about industry best practices. One of the most valuable aspects of a state and regional association like PIPTA is the community and joining PIPTA is a chance to form meaningful connections with industry peers.

But who even is PIPTA?

Buckle up your Birkenstocks, and let’s take another ride around the beautiful Northwest to meet some of the incredible people behind PIPTA.

First, we arrive at a bus stop in Seattle, Washington where we meet PIPTA President Mike Estey (pictured left) on his way to work as the city’s Manager of Curbside Management. Mike is passionate about implementing data-driven policies and making tangible, positive impacts through the work he does. In his spare time, Mike can be found cheering (and possibly getting worked up) from the sidelines watching his two sons playing basketball and soccer. Mike is truly family focused. He cooks family meals on weekends, shuttles his sons to games, watches movies with his family, and even takes family vacations across the world — most recently to London, Scotland, Paris, and Barcelona. Mike is excited that Seattle is the host city for our next Annual Conference from September 6th through 8th, 2023. Be sure to mark your calendars, and ask him about our signature PIPTA cocktail, the Black Opal!

Next, we hop into her hybrid car and drive over to Boise, Idaho with Linsey Hartke (pictured below) who is our PIPTA Treasurer. Linsey recently was promoted to Director of Parking, Transportation, and Safety Systems at Boise State University (congrats, Linsey!), and her background is in athletics and event parking. She loves to watch sports and spend time with her kids on the weekends. Linsey has successfully litterbox trained two bunnies, Edie and Fancy—there is nothing she can’t do! Linsey’s

Mike Estey

Linsey Hartke

favorite PIPTA memory is from the conference in Boise when she attended a fun event at JUMP and went down a five-story slide!

Now let’s drive over to Longmont, Colorado and meet with Melissa Yates, CAPP (pictured right). You may recognize her as our host of the PIPTA Parking and Mobility Pulse webinar series. Melissa works hard to offer valuable opportunities to our members through her role on the Education & Training Committee, and she is now a Senior Customer Experience Manager at FLASH. Melissa loves to take advantage of the beautiful landscape in Colorado, and she frequently goes hiking and mountain biking. Melissa also knows how to play the violin and has taken ballet lessons in the past. Despite her parking management expertise, Melissa has shamelessly received more parking citations than she can count, but luckily this challenge has been resolved since she introduced an employee parking program in Boulder in her prior role with the city. Melissa’s favorite PIPTA tradition is the custom PIPTA pint glass offered at each Annual Conference. Make sure you grab your own PIPTA glass next year. Cheers to another fun year at PIPTA!

We hope you enjoyed riding around the Northwest and meeting some of the fantastic people who support PIPTA. We are looking forward to seeing you at our upcoming events! ◆

Intelligent parking solutions far beyond guidance

EMILY KWATINETZ is a senior associate at Dixon Resources Unlimited, and is Co-Chair of the PIPTA Trade & Vendor Relations Committee. She can be reached at emily@ dixonresourcesunlimited.com

Melissa Yates, CAPP

Tom Woznick, CAPP

Parking Services Manager

City of Milwaukee, WI

ASK THE EXPERTS

Brandy Stanley, CAPP, MBA Parking Services Manager

City of Las Vegas Parking Services

Figure out how to get EV Chargers in your facilities, or at least plan for them. For example, GM is spending $35 billion converting their output to EVs and of that, only $750 million is going to charging infrastructure. The next five years will see a significant rise in EVs on the road, so the parking operations that have a plan may end up ahead.”

Haley Peckett, AICP

Associate Director, Curbside Management Division District Department of Transportation

We can better tie our operations to our city’s larger transportation goals. For example, Washington DC prioritizes safety for vulnerable roadway users through moveDC and Vision Zero, and that means reducing parking near intersections to increase visibility for pedestrians. When framed in connection to our larger goals, it’s easier to prioritize use of our curbside and communicate parking changes to residents and businesses.”

Improving current operations to enhance services by offering options and alternatives which encourage and promote access, mobility, and transportation. This includes the use of all modes within both the design and delivery of complete streets, while maximizing current and future technology to provide people with reasons and incentives to not only visit locations, but also consider living, working, and playing there. Planning for the future will require working both proactively and collaboratively on an ongoing and consistent basis with partners and vendors throughout the industry to prepare for the ever-changing needs of society and their desires and preferences.” / 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.

What is the most significant opportunity for municipal parking organizations to improve current parking operations and plan for the future?

Mark Lyons, CAPP General Manager, Parking & Mobility Division City of Sarasota, FL

Municipal mobility organizations need to leverage the expansive degree of technology and services in the marketplace. To that end, management teams need to set a goal and evaluate at least four new ideas and technologies each year that might be able to improve accessibility, speed of service, and communications. Any organization that makes a point to proactively pursue this objective and then selects the best new “thing” for their environment will derive benefits for years to come.”

Josh Naramore Director

City of Grand Rapids Mobile GR

Cities have huge untapped potential as managers of streets and the public right-of-way. Balancing new competition for on-street space with the future needs of the off-street system and testing new technologies to meet these needs will be key to future operations.”

Peter Najera Director, EV Charging and Mobility Programs FLASH

The most significant opportunity is investment and planning. This involves investing in the necessary upgrades, both in power and technologies, to modernize and better position facilities both in the near term and long term.”

Robert Ferrin,

Project Manager Kimley-Horn

CAPP

Creating flexibility in your municipal parking operation to quickly stay ahead of shifting demand trends and customer needs. To start, conduct an operational and policy audit to determine what tools you have or may need to stay nimble in an ever-changing environment. And always talk to your internal and external customers to keep a pulse on what is coming next in your city.”

Elizabeth Zealand CEO SPOT Parking

Undoubtedly, a digital inventory of your curb. You can not only make immediate efficiency improvements, but also future proof your city with foundation data as you further innovate. This could include occupancy technology integrations, smart curb analysis, dynamic pricing, connected and autonomous vehicle operation, EV and Last mile hubs and drone deliveries. In a future that will need less reliance on single use private vehicle parking revenue, a digital inventory of your curb assets and the ability to monetize them in different ways or indeed make cost savings due to better management is crucial.”

Roamy Valera, CAPP President Automotus

There is little chance to improve our current municipal operations if our policies do not align with those who set the vision for our cities. There is a significant gap between urban mobility planners and parking asset owners/ operators in the public sector. Let’s take our seat at the table by enacting forward leaning policies that truly support the current demands of our mobility infrastructure.”

David A. Moore Senior Parking Consultant Walter P Moore

I believe post-pandemic parking operations will continue to grow and evolve from what it was just a few short years ago. A few things municipal parking organizations can take advantage of to improve their operations are based around the use of parking technologies. Make your parking more convenient and customer friendly with flexible easy payment options using online reservation and payment systems, citywide parking availability information and directions to the facilities, facility parking guidance to help customers find an open space more quickly, and flexible parking rates and incentives are just a few things that come to mind.”

David Parker CEO Cleverciti

Incorporating accurate occupancy data. Most municipalities only have payment transaction data and lack clear data to make decisions regarding new capacity, reallocating unused spaces, loading zones, EV chargers, etc. As parking managers have to deal with rapidly expanding and diversifying curb use, trustworthy occupancy data can help cut through the noise to make and justify smart decisions.”

Brett

Wood,

CAPP, PE

President Wood Solutions Group

In the current municipal climate, adaptability is key. So much continues to change as people interact with our downtowns differently, including commutes, entertainment, and living arrangements. Those municipal programs that take a more focused look at what their clients need and adapt more flexible policies and tools will be able to better capture a changing market.”

MIAMI PARKING AUTHORITY TAKES ON PUBLIC ART INITIATIVE

IT HAS BEEN SAID THAT ART ENNOBLES PEOPLE for the benefit of society. In fact, according to facts and figures released by the 2022 National Arts Action Summit, 72% of Americans believe “the arts unify our communities regardless of age, race, and ethnicity,” and students engaged in arts learning have higher GPAs, standardized test scores, and college attendance as well as lower drop-out rates.

Nature

Takes over the Walls of a Public Garage

By Jennifer Garcia

PHOTOS ALBERTOBY: E. TAMARGO AND SUZANNE ISA

In a goodwill gesture that signifies a strong commitment to building community, Miami Parking Authority (MPA) commissioned a new public art initiative to further strengthen its ties with student artists, engage customers, and bolster workplace pride.

“Art picks up where nature ends,” said renowned French artist Marc Chagall.

Today, an ecologically inspired mural graces the interior walls of the Courthouse Center garage in downtown Miami. The mural, which pays homage to South Florida’s unique biodiversity, speaks to the interdependency of the ecosystem and urbanization.

In an unparalleled collaboration, MPA engaged with its close neighbor, the New World School of the Arts (NWSA), to create a mural that depicts, honors, and celebrates the rich ecological heritage of Miami. A mural is important to MPA because it is an artistic expression that the public can enjoy.

The NWSA, a center nationally recognized for artistic and academic excellence in the arts, encompasses an educational partnership between Miami Dade College, Miami-Dade County Public Schools System, and the University of Florida, the latter dubbed the Ivy League university of the south.

The mural was completed ahead of this year’s Art Basel fair to allow the student artists to aspire and dream about

someday participating in this exclusive museum-quality international event. Celebrating its 20th anniversary in Miami and Miami Beach, Art Basel is regarded as North America’s most comprehensive international contemporary art fair. Art Basel Miami and Miami Beach is one of only four Art Basel fairs in the world; the others are in Hong Kong and Paris, and the founding fair is in Basel, Switzerland.

Since the inaugural Art Basel art fair in 2002, downtown Miami has experienced an artistic renaissance that has cemented the City’s urban reputation as an art and cultural hub. Facing the historic Biscayne Bay, the Perez Art Museum Miami (PAMM) opening in 2013 solidified Miami’s ascension as a haven for art and culture. It is said that the PAMM became the catalyst for the dawn of the art scene that has steadily permeated other city neighborhoods such as Wynwood, the Design District, and, more recently, Little River.

Woven into the tapestry of the downtown urban core, MPA owns and manages several parking assets in these neighborhoods. Therefore, it was logical that the Authority engaged with the local community to support the arts and cultural events at the grassroots level.

In that vein, MPA commissioned the wall mural for its Courthouse Center garage to the talented Visual Arts students of the NWSA. This initiative has engaged

MIAMI PARKING AUTHORITY TAKES ON PUBLIC ART INITIATIVE

student artists to design a Miami-inspired artwork to cover three walls inside the public facility. The mural, Environs, has become the subject matter for a fall semester credit course. Through this effort, the students will earn college credits, acquire practical experience, and gain exposure for future public and commercial engagements.

The visual art students from the NWSA come from diverse, multicultural, multi-ethnic backgrounds, thus imbuing their heritage into their art. They represent the vast mosaic of cultures and ethnicities that coexist and are synonymous with Miami.

Three teams of student artists were engaged to develop the conceptual framework for the design. They envisioned an artwork that would be aesthetically pleasing yet purposeful while underscoring the critical importance of preserving the biodiversity of South Florida’s fragile ecosystem, its threatened habitat, and the future of sustainable urbanism. The students believed the mural would spark conversation and raise awareness of the delicate balance between the ecological and urban infrastructure.

Environs drew its inspiration from the city of Miami’s flora and fauna. In large part, the Miami flora and fauna are rooted in the unique ecosystems of the national treasure known as the Florida

Everglades. The history of South Florida is inextricably linked to water. Water is the lifeblood of the Everglades, and the wetlands are unique because their water source comes from rainfall, not the rivers. Much of South Florida’s drinking water comes from the Biscayne Aquifer, which extends beneath the Everglades; hence, the preponderance of nature in the design.

The Florida Everglades features many trees, flowers, vines, and wildlife that cannot be found anywhere else in the world. They represent a variety of ecosystems where a plethora of species coexist. The Everglades harbor more than 300 species of wading birds and alligators, panthers, manatees, and crocodiles. Its biodiversity is in a class by itself. Thus, it is essential to incorporate the flora and fauna that are original to the local ecosystem.

The mural contains forms and elements reminiscent of South Florida’s elegant birds and native tropical plants. The representation of various bird species alongside overlaying shades of color form a geometrized scene or landscape. These transparent planes of color and compositional lines create movement and rhythm that flow from one end of the piece to the other. The intention is to bring the outside environment into the parking

garage and to remind the residents and visitors of the building and what it means to be in the great city of Miami.

The Color Palette

The color palette chosen for the mural is reminiscent of midday in downtown Miami. They include cool pastel tones of various blues, purples, and greens. Students integrated warm pastel tones of oranges and yellows along with these colors. The color palette is inspired by the downtown Miami midday glow, where these softer colors of geometric shapes convey tranquility and movement. The student artists created a fluid color movement between land and sky. The sky is represented in lighter versions of blue, and the land as dark blues and grays.

Moreover, green pastures and pops of accent colors represent flowers and vegetation. These integrated tones create a peaceful scene while not distracting the drivers in the parking garage as they exit the facility on the down ramp. The composition of colors is subtle at a distance and alludes to the natural environs of the city. This is counterbalanced by the geometric shapes which describe the angular nature of downtown Miami’s architecture and street design.

Downtown Miami Environment and Architecture

The landscape of the surrounding area includes both natural and architectural elements. The students subtly used architectural styles from the downtown area and utilized lines from the natural elements, such as the beaks of the native birds, and integrated them with the architectural shapes. To address depth and space, they used the structure of a building as a point of interest for the background. They also used the repetition of lines and triangular shapes to create movement and rhythm, which helps unify the mural throughout. Overall, the design integrates the two environments into an ecosystem where both coexist harmoniously. Miami Parking Authority is entrenched in the city’s urban identity and cultural distinctiveness. In the last few years, downtown Miami has experienced intense seismic activity. As a true community leader, the Authority has contributed to the transformation of downtown Miami by integrating technology, enhancing urban mobility, forging public-private partnerships to redevelop aging infrastructure, and strengthening the community through coordinated alliances with organizations. In so doing, MPA is fundamentally helping reshape the urban ecosystem and boosting civic benefits.

We at MPA believe in the shared responsibility to protect the community’s natural ecosystem. By espousing this concept through artistic initiatives, the Authority is harboring space for a nature-friendly design that can kick-start conversations with customers, neighbors, businesses, and visitors that can change the urban paradigm of the future.

In that vein, MPA believes that urban environments with robust and vibrant cultural attractions can innovate, increase economic opportunities, and drive new residents, businesses, and visitors. All in all, community art infuses a sense of pride and belongingness and leverages talent and resources. Furthermore, art in public spaces is shared equally with people from diverse backgrounds. It trespasses the walls of galleries, museums, exhibits, and fairs. Community art is at the intersection of urban beautification, social identity, and economic vitality. Art enlivens buildings, parking garages, roads, monuments, schools, and other spaces. It fosters civic engagement, adds value to public and private places, fosters urban revitalization,

sparks collaborations, and enriches the quality of life in the community.

Public art unlocks creative expressions, broadens thinking, and opens windows of opportunity for emerging local and student artists to nourish their talent, build their portfolios, and exhibit their works.

Miami Parking Authority is proud to integrate arts and cultural strategies into its social responsibility initiatives. Purposeful grassroots projects build community, beautify parking facilities, cultivate a legacy, increase staff morale, and become a source of civic pride.

Harnessing the power of community art can inspire young people to live out their dreams, reinvigorate neighborhoods, highlight issues of mutual interest, spur economic progress, and pass on the legacy to future generations of Miamians. ◆

JENNIFER GARCIA is a Senior Project & Property Manager for the Miami Parking Authority. She can be reached at jgarcia@ miamiparking.com

ADDRESS | MITIGATE |

| RECOVER |

Effective Emergency Preparedness

By Thomas Hartley, CAPP, Brenda Dome, and Lissette Hernandez, CAPP

HAVE YOU EVER been in a situation where you thought you would need to respond to an emergency? Where something happened that required your immediate attention? Any situation that causes a strain to the masses or to the infrastructure of an area is considered an emergency. While many do not consider parking and transportation as an emergency support function, you must think of yourselves as a resource to the community in a time of need.  How does transportation function during an emergency, what is your role, and what support services can you provide? What impact will an emergency have on the community and how it will it disrupt continuing operations? Your answers will help you develop a response plan.

Parking and transportation professionals can find themselves as a part of unforeseen events, testing our ability to react and take control of a situation while challenging our skills, knowledge, and capability to quickly respond. One of the key things any organization can do to ensure their team is safe and responsive to an emergency is to develop a plan. Not having a plan is planning to fail. Your best defense is a concise, well-organized emergency operations response plan.

Ask yourself: do you know “how” and “what” to do in the event of an emergency? How will you protect your team and your community? Do you know how to create a plan, and will you be ready to respond during an emergency? In this article, we will take you through how Florida International University (FIU) Parking & Transportation created a plan to help us successfully navigate through planned and predetermined emergency events.

Why are plans important? The development of an emergency preparedness plan, whether for a natural, structural, human caused, or operational disaster, is often the key to a quick response while mitigating human or structural loss. Having a plan creates confidence within the team and allows the team to perform better under a crisis.

We will cover how to develop the plan, train your team, and how to successfully execute. In addition, we will provide valuable resources to help you through your process.

Three steps for an Operational Plan:

● Develop the plan. Create a Strengths, Weaknesses, Opportunities, Threats (SWOT) Analysis and Continuity of Operations Planning (COOP). Analyze your needs and ask yourself key questions. For example, will you need remote or on-site task force and focus on your priorities? What must be addressed to mitigate loss and reduce further risk? What is your best response and how will you execute? A very important

piece is knowing the task assigned to each team member and the tools they need to complete the task.

● Train the team. Identify training methods and tools such as Active Shooter Training and other training resources to help prepare your team.

● Execute the plan. Track your daily occurrences. Maintain notes. This helps your team stay updated.

It is essential that you have a well thought out plan. As we all know situations may change or issues will arise requiring you to adjust your plan. Starting with a solid plan is a great first step.

Developing the Plan:

Once you have defined your essential areas of operation and your role in assisting your community in response to an emergency, you can begin gathering the information that will formulate the basis of your plan. A wellorganized safety plan will take into consideration all potential forms of emergency, such as natural disasters, man-made or severe weather conditions including hurricanes, tornadoes, earthquakes, floods, blizzards, or mudslides. You should be familiar with the types of natural disasters that are likely to affect your region and preplan accordingly for these types of events.

Always know what to do before, during, and after a disaster. Assess your needs, do you have the equipment infrastructure in place to respond? If not, how do you

quickly secure it. Identify your key stakeholders. Which partners do you need to help you navigate through the aftermath of an emergency? Use your operational plan to house the list of contacts and other valuable resources your team will need for a quick response to an emergency.

Creating a SWOT analysis of your department will help you establish the areas where you will be likely to succeed, but more importantly, will help you identify areas that you need to improve. The analysis will help you understand how you can best prepare to bridge the operational response gaps and identify improvement opportunities.

Identify your essential functions to ensure continuation of operations. Do you have the IT infrastructure in place and support staff to respond before, during, and after an emergency? Link your support to your needs. What’s the best way to assess availability? Survey your team and ask what support they can provide to the area should an emergency arise.

Proactive vs. Reactive:

You identified your strengths and weakness using the SWOT analysis. Now is the time to implement solutions. A proactive approach yields better results than a reactive approach. How can you be more prepared to respond?

Take all reasonable steps to prevent an emergency from occurring. Use technology such as a license plate recognition system which helps you identify who is parked on campus. Create a live integration with your parking permit software system for emergency targeted communications. Always be prepared to send out communications with standardized templates. These templates can be stored within your emergency response plan for easy access.

Leverage technology to make your plan effortless. A digital version of a plan makes it easy to disseminate and update seamlessly while maintaining the integrity of the document. You will need to consider that plans are a living document simply because situations will

Incident Command System

change, or new action items will come up requiring plan adjustments. We used digital channels to make the plan easily adjustable and accessible to our team members. Lastly, understanding important elements such as data gathering, assessment, monitoring, and evaluating essential components before, during, and after an emergency is integral to the operations. This in an essential and meticulous task which can result in reimbursement being approved or denied. Create a punch list to help you track your team’s activity and task completion.

Below are additional resources and points which may be helpful in developing your plan:

● Follow established Incident Command System – it’s not just for Fire/EMS

● NIMS is an “all-hazards” program applicable to diverse incidents and developed by Homeland Security

● Think about your Management Structure

● Chain of Command

● Unity of Command

● Span of Control

● Accountability

● Resource Management

● Communications

● Internal

● External/Public/Media

Resources are available to you to assist with your plan development. Large scale emergencies are discussed in more detail in the FEMA app.

Training the Team:

Having a plan creates confidence within the team and allows them to perform better during a crisis. Provide training to your team members and look for gaps in skillset. Everyone has specific skills they are very good at and identifying those strengths in a team is crucial to placing the right team members in the right role.

Create scenario-based training focused on team response. Our FIU police have developed an eight-hour Active Training program. This program covers the points of run, hide, or fight. As mandatory training for over 10,000 faculty and staff members, the training not only directs how employees should respond and where to go should an emergency arise but places our officers in the exact scenarios they would encounter should

they have to respond. Provide for Stop the Bleed, Defibrillator, and CPR training. FIU established bleeding control kits placed at strategic locations throughout campus made by our emergency operations team. We placed them on the first floor of every garage and every building on campus by the elevators. There are online training resources available. For additional information, visit https://training.fema.gov or www.ready.gov.

The more detail your employees you have the better. Be as specific as possible. Your team should be able to view all details within the emergency response playbook and will be able to link directly on each of the instructions and easily follow through. You will want to be as granular as possible. You do not want to assume someone your team knows everything you know—record it all. Keep track of your employees through remote clock-in software with attendance and task assignment tracking. Keep account of your material consumptions.

In addition, developing your team and finding other roles and processes which can be used in these emergencies reduces your struggle and cost, and should be clearly defined and communicated during training to

address, mitigate, and recover should an emergency arise.

Be sure to invest in your staff development and enhancing their professional abilities. A well cross trained group will strengthen your response time.

Executing the Plan:

There are planning resources available to you. We suggest you read them and identify what works best. Existing Emergency Action Plan are available:

● Local Police, Fire, EMS, Emergency Management Agency

● Websites (ready.gov, FEMA, DHS, OSHA)

Now that your plan is ready, how will you execute? Ensure you keep the plan up to date and provide preplanned training sessions for your team members to preview the plan guidelines and determine if there are any gaps or capabilities which still need to be addressed. Remember, responding to an emergency requires a trained, knowledgeable, and prepared team. Be sure to embrace other areas in your community which can support the response.

We have given you all the tools, including ideas and advice to help you structure an emergency operational plan. It’s up to you to make the difference – thank you and happy planning.

For more information on the information contained in this feature, email parking@fiu.edu to reach the FIU parking team. ◆

THOMAS HARTLEY, CAPP, is the Assistant Vice President of Operations & Safety for Florida International University. He can be reached at thartley@fiu.edu

BRENDA DOME is the Director of Parking & Transportation for Florida International University. She can be reached at bdome@fiu. edu.

LISSETTE HERNANDEZ, CAPP, is the Director of Sustainability & Physical Plant for Florida International University. She can be reached at lishern@fiu.edu

Non-Criminal Adjudication of Parking Tickets

By Matt Lohenitz

Why You Should be Adjudicating Your Own

RECENT PARADIGM SHIFTS IN THE UNITED STATES are indicating an appetite for decriminalization of certain types of offenses. One of those is parking tickets. What happens to a parking ticket from issuance to disposition? In many states, a parking ticket is processed at some level in the court system. The volume of parking tickets written in the United States annually creates a considerable number of cases weighing down already overburdened court systems that could be better focused on criminal matters. When the question is posed to a municipality as to why they choose to process their tickets in this way, they will generally respond with two answers: “That’s the way we’ve always done it,” or “I don’t know.” Neither is a good answer.

Before proceeding, let’s examine the scofflaws. Every municipality has them—some that are in arrears to the tune of thousands of dollars. When you entrust the court system to manage these debts owed to you, the standard practice by the magistrate is to put the scofflaw on a payment plan. Typically, the monthly payment is so low that even if they continue to pay the scheduled amount, the municipality will never be made whole on that debt. Of course, the scofflaw will most certainly continue to rack up more fines.

The question arises, “What other option do we have as a municipality?” The simple answer is to decriminalize parking tickets. Non-criminal adjudication allows the municipality to capture the outstanding debt owed without the need to have a criminal warrant issued for the offender. It also puts the entire process back into the hands of the issuing authority where it can get the most individual attention.

Decriminalizing parking tickets requires several steps. A municipality needs to first determine that their current process is not as effective and efficient as it should be. If you are currently using the courts, you are absolutely sacrificing revenue. For example, in Pennsylvania, a parking ticket is issued for a violation. After a period (no more than 30 days), the ticket can then be turned into a traffic citation which is when it is subsequently turned over to the magisterial court

system. The court then must contact the violator to obtain a plea, collect payment, or schedule a hearing on the matter. If the violator does not respond, a warrant for their arrest can be issued. Most magisterial courts in Pennsylvania use a constable to serve their warrants. When a warrant is served, the constable gets paid a fee for that service, and the violator can be taken forthwith before the issuing judge. Most often, if the violator pays some amount of money owed, they will be put on a payment plan and be free to go. Under this system, the municipality that has already done the work only gets a small portion of their revenue.

But is non-criminal adjudication of parking tickets all about the revenue? Of course not. The most important benefit of removing the courts from the process is that it will put command and control of the parking ticket and the revenue created by it back in the hands of the issuing authority.

So, Where Do We Begin?

● To move forward, a municipality must make certain that the infrastructure to achieve non-criminal adjudication is in place. They must have all the necessary components to be successful in the transition to achieve a decriminalized program. A good first step is to speak with your local district attorney and/or the solicitor for

your municipality to ensure you can legally proceed. The rules of criminal procedure in your state are a good place to determine what your guidelines may be. You must be sure that the process is feasible in your area.

● Next, you must have a parking professional on your team that can lead you through the transition. There are many moving parts to making this change, and there must be a point person to lead the effort. Be sure they have the knowledge, experience, industry contacts, and desire to lead you to a successful completion.

● In addition, you will almost certainly have local ordinances on the books that address parking. A comprehensive review of those ordinances must be done, and likely new ordinances will need to be added and or amended.

● You will also need to review your current process of adjudicating tickets and determine what needs to be done to create adequate due process for your customer. When you eliminate the court system from the process, you must replace it with an adequate level of due process. Otherwise, you may open your agency up to potential legal issues. Your parking point-person leading the non-criminal adjudication effort should provide you with the guidance and recommendations needed to navigate this step. If done correctly, the due process you put in place will create a softer experience for your customers and your staff. Of course, no one likes to get a parking ticket, and when they deal with your staff, they are already upset, so friendlier is better for all involved.

Putting control of the ticket entirely into your decision-making realm allows you to decide how you will handle the customer rather than relegating that responsibility to a third party. When the magistrate and their staff preside over your violation, you have no say what happens to the violation or how the customer is treated. For example, the magistrate would not have access to the data you possess. This information may identify violator history and allow for leniency or not.

You should be aware that it is not uncommon for administrators or directors of public parking operations to want to make this transition only to find out later that the powers that be (council, mayor, city administrator, etc.) are not quite ready to move. Don’t be discouraged. It is perfectly fine to have your team develop your plan in advance, so you are ready to move forward at a moment’s notice. Much of the time spent on the process is in development

of protocols, legislative actions, or amendments, etc., and having a complete plan in hand is crucial.

Benefits to Transitioning to Non-Criminal Adjudication

Benefits to the Customer:

● One stop shopping. They now deal with one entity –the municipality.

● Convenience. Paying the fine or filing an appeal is now centrally located.

● More compassionate. Court proceedings are usually set during the workday, requiring the customer to potentially miss work, schedule childcare, etc. to attend the hearing.

● Less expensive. The customer is no longer responsible for paying court costs or potential warrant service fees.

● Less confusing. The customer no longer has to navigate a complicated court system/process.

● Less intimidating. Appearing before a judge can be stressful. Non-criminal adjudication provides a friendlier process for the customer.

Benefits to the Municipality:

● Complete control of your ticket. The municipality will know what is happening with the ticket, in house, every step of the way.

● Create a softer approach to the process. The adversarial environment of a courtroom is no longer in place. (You will notice that this is a benefit for both the customer and the municipality. A less stressful environment is good for all).

● Apply technology. Many parts of the infrastructure of this process rely on technology and data. The ability for staff to track data and use it effectively will improve efficiency.

● Increase visibility. Parking enforcement officers will no longer need to leave their assigned responsibilities to attend court. This keeps them on the street. Their visibility to the parking public is crucial to driving parking compliance. This benefit also saves the municipality money by reducing overtime pay for officers to attend court.

● Increase realization of revenue. No longer relying upon a court system to collect fines on your behalf will increase the amount of revenue you collect.

● Re-investment in the community. The increased revenue recovery can be used to professionalize your parking operation, beautify parks and other areas of the municipality, update your vehicle fleet, etc.

Building the Infrastructure to Make This New System Possible

By now, most municipalities have incorporated some or all the technologies that are needed to reach successful non-criminal adjudication. If you have not, your parking professional point-person should be seeking out qualified vendors on your behalf to provide you with the best services at the best prices. If the municipality does need to engage technology vendors, remember, this is an investment. The return on investment for this transition is both financial and operational. Financially, the municipality stands to recover debt that has long been owed to them and will continue to collect more

effectively moving forward. Operationally, your staff will be much more efficient when you eliminate clunky software, paper tickets, and spreadsheets.

Using the court system to manage the adjudication of your tickets can be confusing, costly, and inconvenient for the customer. It can cause untold loss of revenue, a decrease in efficiency and effectiveness, and a misuse of resources for the municipality. Clearly, the time of using the courts to handle parking violations has come to an end. Moving forward, non-criminal adjudication of parking tickets and putting the control of the entire system back into the hands of the issuing authority is the way to go. ◆

MATT LOHENITZ is the Owner of LOHI Consulting, and a member of the Pennsylvania Parking Association Board of Directors. He can be reached at mlohenitz@outlook.com

ByElizabethZealand

Going Beyond Parking Revenue for Sustainable City Management

Jane thought she had done a really great job this year. As Manager of Transportation and Parking, she was responsible for several key citywide strategies which had paid dividends. So, when her performance review came around, she felt she’d knocked it out of the park.

The implementation of smart parking and transit initiatives, such as the creation of a digital inventory of all parking rules, provided citizens a better understanding about the rules - plus customer complaints and queries were down significantly.

Infringements had also decreased significantly, as citizens more clearly understood the rules and the rates of where they could park, and the consequences of non-compliance, as the fines had been increased and the detection technology improved. In fact, her team had been able to focus on community safety issues and asset maintenance given the increased compliance by citizens.

Mobile parking payment technologies had allowed people to pay their parking remotely before their initial paid time expired, further reducing their risk of a fine. It had also reduced the number of meters required on the curb.

The introduction of pick-up and drop-off zones for freight and passengers in the place of paid parking had relieved congestion in the city. The reduction in dwell time searching for parking had also contributed to an improvement in air quality, according to reports from the Chief Sustainability Officer.

Parklets and other curbside economic activity had brought more visitors to the city, and the establishment of micro mobility areas on the curb had increased the use of shared mobility-asa-service such as e-bikes and e-scooters for last mile journeys.

While the pandemic had reduced the participation on public transit, the autonomous e-shuttle from the rail station to downtown was growing in usage week on week. Pedestrian and cycle activity had increased as more curbs and roads were pedestrianized, and secure bike parking provided on the curb.

So, imagine her surprise when her Director, Jerry Maguire*, was critical of her performance.

In fact, he was fuming. “COVID has already reduced our operating budget from reduced parking activity. I’ve got Finance breathing down my neck and notwithstanding all your activities Jane, parking and fine revenue is down by 30% on forecasts,” he said.

“How can you explain that?”

After a deep breath she replied, “Well, for one thing I hadn’t expected the behavioral change to be as rapid. I mean people have taken up mobile payment quicker than expected, and this along with digital information has made it easier for them to avoid a fine for overstaying.”

“I rather think that the reduction in fine revenue is an indication of just how well our strategies are working,” she added. “And while the removal of paid parking zones on streets to make way for other things has reduced revenue, look at the impact to other indicators like walkability, congestion, and air quality”.

“That’s all well and good,” Jerry seethed, “but who is going to SHOW ME THE MONEY? *”

As this scenario illustrates, administrators and officials around the world often have conflicting KPI‘s and goals to meet, while ‘value’ is often created for a department or level of government other than the one whose budget is funding the initiative.

develops may involve the removal of paid parking spaces controlled by the city authority.

Fines and parking fees are important behavioral economic methods for effectively managing a city’s supply and demand of curbside space; they are also an important revenue stream for maintaining assets and investments in new transit technology.

Increasingly, cities have sustainability measurements and outcomes connected with reduced vehicle emissions, but curb revenue is still largely dependent upon car parking, either as user-pays fees or infringement fines. Of course, fines and parking fees are important behavioral economic methods for effectively managing a city’s supply and demand of curbside space; they are also an important revenue stream for maintaining assets and investments in new transit technology.

But as trends and strategies to reduce single use private vehicles in cities continue, why can’t we have more diverse curb economics that foster a more collaborative ecosystem of benefits realization?

Factors Limiting Diverse Curb Economics

Multi-Jurisdiction Asset Ownership

The ownership of roads and curbs has long been complicated and thorny. For example, congestion busting plans that a state or federal government

I recall when I was Deputy Secretary of an (Australian) state government transport agency, an element in the congestion strategy was the removal of 18 parking meters along a key arterial. As the roads and parking meters belonged to the city, and the revenue loss would affect their budgets, this was not an easy, nor inexpensive negotiation.

The question of ‘who pays?’ arises and where the value is created has led to protracted and often thwarted traffic management. While the federal or state government quite rightly doesn’t want liability for local roads, there needs to be increasing recognition that there is a collective value to utilizing curbs in a smarter way.

The advantages of reduced congestion, reduced emissions and improved customer experience need to be valued and monetized to counter the arguments around parking revenue loss.

The levers of federal (such as US DOT/FTA) and state grants, tax incentives, and development codes for parking numbers go somewhat to addressing a more multi-jurisdictional approach. The creation of economic vehicles such as Business Improvement Districts and Councils of Government can also incentivize multijurisdictional benefits realization.

Lack of Performance-Based Pricing

In his Pricing Curb Parking article Donald Shoup models the effect demand-based pricing for parking has on congestion. As featured in the January 2022 issue of Parking & Mobility, he also debunks “30% of congestion caused by cruising.”

However, I am more interested in the dynamic market driven pricing that, with better occupancy information and variable payment technology, cities could subsidize reallocation of curb use by charging more for premium parking assets.

Shoup prosecutes, “But if cities charge demand-based prices for curb parking, how will drivers choose where to park, and what will they pay?” He poses that, “Short-term parkers, carpools, slow walkers, and drivers with a high value of saving time will park closer to their destinations.”

And thus, be more willing to pay a premium.

Too often parking rates are set at a zone level, whereas there may be parts of the city that could command higher prices at certain times.

The developments in technology, particularly digital inventory and mobile payments, allow the management and communication of a dynamic pricing scheme more achievable.

Monetization Barriers

With the proliferation of urban freight deliveries and shared ride services, a lot has been said about the monetization potential of pick-up and drop-off zones, commercial permit zones, and bookable and payable loading zones.

Companies such as Vade and Grid Smarter Cities are working to monetize commercial use of the curb. Vade hypothesized in a perfect world of 100% compliance there is a latent opportunity of $7 billion across rideshare services, parcel delivery and on-demand food services. But in accessing this revenue source, many cities will need to pass new policies as well as adopt new innovative payment technology and incentive structures.

And the commercial use of curbs is growing. We now have semi-autonomous delivery robots driving the sidewalk to deliver food, and we will have drone delivery services becoming ubiquitous. What opportunities will there be for cities to monetize the air rights over the curb as well as the landing hubs? What access fees are / will sidewalk robotic deliveries pay to access curb infrastructure?

Benefits Realization and Value Capture

While large transit and road projects can create land value and foster private/public partnerships, these are often greenfield projects and probably don’t help Jerry fill his budget deficit.

Indeed, much of the value created by an effective transport and parking strategy can be seen in intangibles like Civic Dividends. I like coming here. I like living here. I can access services I need easily. I’m not stuck in traffic. These intangibles could/ will translate into increased economic activity, improved health outcomes, urban growth, meeting sustainability outcomes. Yet, cities need to recognize the cost of operating an effective parking and transport strategy can no longer just depend on citation or infringement revenue to fund it, it must also come from the benefits reaped elsewhere.

And what value is created by the good reputation of your city? I’ve never forgotten a conversation with an Australian Mayor when

I was first looking at digital and mobile parking solutions. I explained how convenient it would be for people to renew parking payment if they were running late to avoid a fine.

He turned to me and said, “Why would I want to do that?”

“So, people have a good experience,” I said.

He replied, “A lot of the people who pay for parking here are visitors to our beach and they don’t vote for me, so why would I care?”

“Departmentalism”

In our scenario, Jane’s efforts in transportation and parking may have reduced her revenue but created real benefits for other areas of the city like the office of sustainability, community engagement, and the economic development office. So how is this recognized and compensated?

Obviously, for a city to achieve sustainable goals in their priority areas, a leadership team that understands and incentivizes a holistic benefit realization program is crucial. Often, cities establish a leader to support and build consensus among departments in the development of work plans and associated budgets necessary for citywide implementation of initiatives. This can only work in my experience if this person/team is C-Suite and is given the imprimatur of the CEO/Vice President and the government of the day. And can reallocate budgets.

This can take various forms, including a “Future City” or “Smart City Department” or increasingly a Sustainability or Resilience leader.

I recently came across a city that is setting up a department which to paraphrase is, “Focused on interdepartmental coordination, regional alignment and new policies and ordinances…and facilitates innovative efforts across multiple City departments to enhance equitable, economic, social and environmental sustainability,” seems to be addressing “Departmentalism”. It goes on to state, “Changes in land uses…promotion of active transportation, and changes in parking rules and standards will all contribute.”

Jane would be happy there. ◆

ELIZABETH ZEALAND is CEO and Founder at Spot Parking and a member of the IPMI Technology Committee. She can be reached at elizabeth@spotparking.us

Obviously, for a city to achieve sustainable goals in their priority areas, a leadership team that understands and incentivizes a holistic benefit realization program is crucial.

LEGOLAND® New York Resort Installs New Livingston Charge Port Electric Vehicle Chargers for Guests’ Use

LEGOLAND® New York Resort is ensuring guests with electric vehicles can focus on having fun while their vehicles charge during their bricktastic day! The Goshen theme park has installed a new bank of EV charging stations in its parking lot for guest use.

Two of the charging stations are in the Park’s main parking lot and three more are in the parking lot of LEGOLAND® Hotel. Each station can charge two vehicles. The project was made possible in part by O&R’s PowerReady Program (PRP) which is designed to help develop hundreds of new public and customer-owned EV charging stations throughout its New York service area.

Getting a Charge Out of Legoland

LEGOLAND® New York Resort recently installed a new bank of electric vehicle (EV) charging stations for guest use in the parking lot of its theme park in Goshen. The project was made possible in part by Orange & Rockland’s PowerReady Program (PRP) which is designed to help develop hundreds of new public and customerowned EV charging stations throughout its New York service area. Trying out the new charger on one of O&R’s electric vehicles are, from left: Tom Mittler, Communications Manager for Livingston Energy Group; Stephanie Johnson, LEGOLAND New York Divisional Director; Andrew Farrell, Section Manager of Orange & Rockland’s Electric Vehicle Programs and Orville Cocking, Vice President—Operations at Orange & Rockland.

“At LEGOLAND New York Resort, we’re always looking for ways to build sustainability into every aspect of our park and hotel operations,” said LEGOLAND New York Divisional Director Stephanie

Johnson. “From our benches made from 940 recycled milk containers to the paper straws we use at all our drink stations, we strive to take care of our environment in ways big and small. These EV chargers are a natural fit for us, allowing our guests with electric vehicles to focus on building unforgettable memories with their families.”

Livingston Energy Group installed and will be managing the EV chargers at Legoland NY Resort. Livingston is an approved installer for O&R’s PRP and is focused on maximizing the adoption of electric vehicle charging equipment.

“Livingston Energy Group is proud to partner with Legoland and Orange & Rockland on this wonderful initiative,” said Tom Mittler, Communications Manager for Livingston Energy Group. “The tourism industry in NYS has been bouncing back in a huge way in the past two years. We hope more attractions and destinations follow Legoland’s example to increase the accessibility of EV charging at their locations.”

Orange & Rockland Vice President— Operations Orville Cocking said, “At O&R, we are moving away from purchasing vehicles powered by fossil fuels. We are committed to empowering our customers to do the same by helping them make the transition to electric vehicles. Every person who chooses to go electric is supporting cleaner air and a healthier environment.”

O&R’s PowerReady Program is providing incentives that can cover up to 100% of the EV charging stations’ installation costs (depending on eligibility criteria) for Level 2 or direct current fast charging stations at commercial facilities, multifamily buildings, or parking areas.

Chargers, which meet minimum program requirements, are eligible to recover up to 50% of the cost. Chargers, which are publicly accessible and have non-proprietary plugs, may receive up to 90% of the cost, and if located in a low- or moderate-income community are eligible for up to 100% of the cost. To get started, visit: oru.com/powerready.

ParkDSM, Des Moines, Iowa’s, Parking App Powered by ParkMobile, Expands Partnership to Offer Parking Reservations

Users are now able to reserve parking in advance of events at Iowa Events Center via the ParkDSM app.

ParkMobile, the #1 parking app in the U.S., has expanded its partnership with ParkDSM, a parking app for the City of Des Moines, to offer parking reservations throughout the City of Des Moines. Through ParkDSM, reservations can be made for upcoming events at the Iowa Events Center, and more public and private off-street locations will be added soon. Reservations can be made via the ParkDSM app.

“As a result of the success of ParkDSM, we’ve expanded the app’s features to offer parking reservations throughout the city,” says John Davis, City Traffic Engineer from the City of De Moines. “Since launching ParkDSM in April, our residents have adopted the parking app and have been using it regularly. We’re excited to introduce parking reservations now and utilize another one of the great features ParkMobile offers.”

ParkMobile has grown rapidly across Iowa this year, with 180,000 users in the state and over 77,000 users in Des Moines. The app

is available in Ames, Cedar Rapids, Davenport, Iowa City, and Sioux City. The ParkDSM app can also be used to pay for parking anywhere ParkMobile is accepted. ParkMobile has over 41 million users across North America, is available for both iPhone and Android devices, and can also be accessed on a mobile web browser.

Reserving a parking space is quick and easy. A user can go to the “reserve” tab of the ParkDSM app to view a full list of upcoming events with all the available parking options. To make a parking reservation, users search for the event venue in the ParkDSM app and select the space they’d like to park in. After the user books the reservation, it can be redeemed at the location using a mobile pass in the ParkMobile app or a printed permit.

“The ParkDSM app uses the same incredible technology as ParkMobile, so we’re thrilled to see the City of Des Moines add another one of our features to their city-branded parking app,” adds David Hoyt, Chief Revenue Officer and Managing Director, North America for ParkMobile. “We look forward to continuing our expansion across Iowa and the Midwest Region.”

Propark Mobility Promotes Jennifer Atkins to Senior Vice President

PROPARK MOBILITY announced that the company has promoted Jennifer Atkins to Senior Vice President, Mountain Region.

“Under Jennifer’s leadership, Propark has experienced tremendous growth in the Denver market,” said Stephen Duffy, Chief Strategy Officer. “Jennifer has become an integral member of the Propark team and her meaningful impact on the company can be felt across the country. In the two years she’s been with Propark, she’s created incredible momentum in the Mountain Region, and we look forward to what she will accomplish in the years ahead.”

Jennifer joined Propark in 2020, after enjoying 31 successful years in the hospitality industry. Her storied career included 26 years with Marriott International and five years as the General Manager of the Hilton Denver Inverness. As Regional Vice President at Propark, Jennifer was tasked with growing the company’s presence in the Denver market. Over the past two years, she has effectively identified opportunities

for development and successfully expanded the company’s Mountain Region portfolio and team. In addition, Jennifer has led the charge in establishing Women of Propark, a companywide initiative that promotes leadership and professional growth, as well as diversity and enrichment, for all Propark team members.

“Jennifer’s stellar career in hospitality has transitioned to phenomenal success in the parking industry,” said John Reimers, Chief Operating Officer. “She’s leveraged her deep understanding of hotel operations and the intricacies of the guest experience to further enhance the quality-of-service Propark offers its clients. We could not be prouder to have Jennifer on the team and we know she’ll reach even greater heights in her new role.”

As Senior Vice President, Jennifer will continue to oversee Propark’s existing Mountain Region portfolio, create new opportunities for the company and its team members, and further strengthen Propark’s presence in the area.

Parkopedia publishes the 2022 Global Parking Index

■ Parkopedia releases the third edition of its Global Parking Index, with detailed information on global average parking prices and the key trends influencing price changes

■ New York continues to be the most expensive city for 2-hour off-street parking ($43.10 average) and is now also the most expensive city for daily off-street parking ($52.65 average)

■ Australia also continues to be the most expensive country for both 2-hour off-street parking ($19.12 average) and daily offstreet parking ($34.42 average)

■ Amsterdam ranks as one of the most expensive cities to park in the world, being the most expensive city for 2-hour onstreet ($13.31 average), the second most expensive for monthly off-street parking ($641.77 average), as well as the third most expensive for daily off-street ($47.22 average)

Parkopedia is pleased to release the 2022 Global Parking Index, the leading source of global parking prices at a city and country level, based on Parkopedia’s data covering over 90 million parking spaces, across 20,000 cities in 90 countries. The latest edition provides further insight into the ever-changing parking industry, comparing global parking prices while identifying the most expensive places to park, broken down by on- and off-street locations, and 2-hour, daily and monthly parking duration periods. The 2022 Parking Index also covers the latest trends that have the strongest influence on pricing changes worldwide and additionally includes daily on-street parking pricing for the first time since reports began in 2017.

Highlights

Despite significant global changes that have occurred in the last 3 years, the 2022 Parking Index offers a continuation of parking pricing patterns observed in the 2019 Global Parking Index. New York remains the most expensive city for 2-hour off-street parking, with an average of $43.10, and Australia continues to hold the title of the most expensive city for 2-hour off-street parking with an average of $19.12, and daily off-street parking, with an average of $34.42. The Netherlands is now the most expensive country for monthly off-street parking at an average of $344.29 (previously 2nd place in 2019), whilst its capital Amsterdam, continues to be one of the most expensive cities to park in the world, ranking as the most expensive city for 2-hour on-street parking with an average of $13.31, the second most expensive for monthly off-street parking with an average of $641.77, as well as the third most expensive for daily off-street parking with an average of $47.22.

Events in recent years have introduced significant individual fluctuations in average prices. South Korea has been named the most expensive country for daily on-street parking, with an average of $37.75, with Russia experiencing one of the greatest changes in the last three years, with a price increase of 42.7% for 2-hour off-street and 42.6% for daily off-street parking. Turkey has also experienced significant changes in pricing, likely due to heavy inflation rate rises recently, as it now ranks first in monthly off-street - countries with the greatest 3-year change, with a 41.3% increase in pricing from 2019 to 2022. US cities dominate the results for the most expensive 2-hour off-street pricing, however the most expensive cities for dailyoff street parking are predominantly found within Europe—a trend that is most likely due to US parking operators charging the majority of the daily parking rate upfront (typically the first 2 hours) in large US cities, an uncommon practice in other countries.

Trends

Parkopedia has identified three key trends driving parking price changes: supply and demand, green initiatives and rising inflation. The COVID-19 pandemic has had a significant impact on parking prices in the last three years, as the fear of contagion drove many to opt for private vehicles instead of public transportation, combined with municipalities worldwide introducing initiatives to support the hospitality sector, which affected on-street parking supply. Another common trend affecting supply is the transformation of on-street parking spaces into pedestrian zones or cycling routes to allow for greener areas and the encouragement to use multi-modal forms of transport in the push towards greener living and cleaner urban areas. High rates of inflation have also impacted average prices worldwide, with Parkopedia’s results showing the average per country inflation for 2-hour off-street parking was 6.2%, while the average for 2-hour on-street parking was 21.8%.

Access the full report.

TKH Security Obtains Additional Innovative Patent

Restocon Corporation Announces New Line Striping and Parking Lot Maintenance Division

TKH SECURITY (formerly Park Assist) has been recently granted an additional United States patent. In effect as of November 1, 2022, the patent is for systems and methods for identifying vehicles using wireless device identifiers.

“The new patent demonstrates our continuous innovative process. The R&D team consistently strives to improve our ability to uniquely detect vehicles in parking garages and surface lots.  I’m proud of their dedication and dynamic skillset,” said VP of Product Management Scott Dubois. “When combined with our M5 Smart-Sensor System, this technology provides the opportunity to further assist with decreasing the number of vehicle identification challenges asset owners and operators encounter on a daily basis.”

US Patent No. 11,488,471, which is part of TKH Security’s patent portfolio, has the potential to enhance TKH Security’s third generation smart-sensor for a camera based automated parking guidance system (APGS), the M5. This recognition reaffirms TKH Security’s proprietary technology as the world’s only patented camera-based APGS. In 2016, TKH Security originally established M4 as the parking industry’s first patented smart-sensor for camera based APGS.

“We’re pleased to receive the intellectual property protection the USPTO has granted us with the issuance of this patent. It provides us with the comfort that our inventions are protected. It also encourages us to invest more and continue to innovate, creating new solutions for our clients and prospects,” said North America General Manager Pete Messman.

TKH Security’s M5 Smart-Sensor camera-based APGS provides drivers the means to efficiently find an available parking space. Each smart-sensor can monitor up to six parking spaces simultaneously. The bright, red and green color-coded LED light on the smart-sensors instantly visually direct motorists to available spaces.  Reducing time to parking by up to 63%, the APGS helps drivers arrive to their destination quickly.

For owners and operators, the M5 contributes a wealth of data, ready for custom configuration, to assist with decision-making on the macro level and for day-to-day operations. The analytics and insights increase garage utilization and revenue maximizing. The crisp video feed provides Security personnel with an additional vantage point within the garage, specifically between vehicles where crime often occurs.  The smart sensor system can also provide vehicle identification, flexible specialized parking, and a competitive advantage.

RESTOCON CORPORATION (Restocon) is pleased to announce the addition of a new Line Striping and Parking Lot Maintenance division. In an effort to provide clients with an even more comprehensive lineup of services, Restocon has added this service line to support the needs of our clients across all sectors including higher education, airports, municipalities, and more.

Through this new Line Striping and Parking Lot Maintenance division, Restocon will provide the same quality of service and attention we bring to all of our construction and restoration projects. The services included in this division will include:

■ Parking lots and garages

■ Sidewalks and walkways

■ Bike paths

■ Outdoor sports courts

■ Playgrounds

Each of these components are often areas located near or complementary to the building and parking facility projects we perform nationwide. This expanded service line will allow us to further support our clients by providing essential maintenance services to the areas within and surrounding their buildings.

Robert Howell, Chairman, commented. “For more than 25 years, Restocon has excelled in providing quality construction and maintenance services for our clients across the country. Our new Line Striping and Parking Lot Maintenance division is an important next step to providing an even more comprehensive suite of services, and we are excited about the opportunities it will bring to allowing us to further support our valued clients.”

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

Kimley-Horn and Associates, Inc . . . . . . . . . . . . . . . . . . . . . . 5, 49 kimley-horn.com/parking 919.653.6646

Leonardo/ELSAG LPR Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 leonardocompany-us.com 877.773.5724

ParkMobile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 parkmobile.io 678.681.9433

Sentry Protection LLC. 7 sentrypro.com 800.533.6620

SKIDATA 11 skidata.com 800.246.6662

THA Consulting. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49 tha-consulting.com 484.342.0200

TKH Security | Park Assist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 parkassist.com 917.793.5400

Walker Consultants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49 walkerconsultants.com 800.860.1579

Walter P Moore . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49 walterpmoore.com 800.364.7300

WGI 13 WGInc.com 866.909.2220

A podcast about parking, mobility, and the people who make it all go. Hosted by Isaiah Mouw with new episodes every other Tuesday at 10 a.m. Eastern. Listen on Spotify, Apple Podcasts, Google Podcasts, SoundCloud or any other major podcast provider. parkingcast.com

DECEMBER 6

Free Virtual Frontline Training Avoiding Conflict Through Preparation

2023

JANUARY 11

IPMI Webinar

Understanding Curb Management: Tackling Demand at the Curb

JANUARY 12

Free Member Chat CAPP

JANUARY 18

Free Virtual Shoptalk Shifting Sands: Industry Outlook and Future Trends

JANUARY 19

Free Member Chat New Members

FEBRUARY 2

Online, Instructor-Led Course Cybersecurity: Managing Risk and Securing Your Operating Environment

FEBRUARY 9

Free Member Chat Accredited Parking Organization (APO)

FEBRUARY 14

Free Virtual Frontline Training Frontline Shoptalk

DECEMBER 8

Free Member Chat Accredited Parking Organization (APO)

DECEMBER 31

IPMI Webinar Series Bundle Discount Expires

FEBRUARY 22

Learning Lab

A New Frontier and Perspective on Monthly Marketing, presented by TEZ Technology.

MARCH 2

Free Member Chat New Members

MARCH 8

IPMI Webinar

If You Build It, Will They Charge? Planning for Successful EV Charging

MARCH 21, 23, 28, & 30

Online, Instructor-Led Course Parksmart Advisor Training

APRIL 6

Free Member Chat Accredited Parking Organization (APO)

MAY 17

IPMI Webinar Delivering the Goods: Making Sense of Commercial Access in Commercial Areas

JUNE 11-14

2023 IPMI Parking & Mobility Conference & Expo Fort Worth

JULY 12

IPMI Webinar What Affects the Cost of Building a Parking Space?

SEPTEMBER 13

IPMI Webinar EV Readiness: Develop & Execute an Effective Plan in your Parking Operation

OCTOBER 17

Online, Instructor-Led Course Accredited Parking Organization (APO) Site Reviewer Renewal Training

NOVEMBER 8

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

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

State and Regional Events Calendar

2022

DECEMBER 6–9

Florida Parking and Transportation Association (FPTA) Annual Conference and Tradeshow Palm Beach, FL

2023

APRIL 10-13, 2023

Texas Parking & Transportation Association (TPTA) Conference & Tradeshow Plano, TX

APRIL 18-21, 2023

Mid-South Transportation and Parking Association (MSTPA) Annual Conference & Tradeshow Savannah, GA

MAY 3-5, 2023

Pennsylvania Parking Association Conference Lancaster, PA

SEPTEMBER 6-8

Pacific Intermountain Parking & Transportation Association (PIPTA) Annual Conference & Expo Seattle, WA

NOVEMBER 7-9, 2023

California Mobility and Parking Association (CMPA) Annual Conference & Tradeshow San Jose, CA

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