Parking & Mobility — January 2024

Parking & Mobility INTERNATIONAL PARKING & MOBILITY INSTITUTE JANUARY 2024

UPSKILLING What Does Today’s Parking & Mobility Professional Look Like?

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January 10 Turn Panic into a Plan: Stories from Industry Leaders March 13 A kiloWHAT? Mastering the Language of Electric Fueling May 8 Driving Innovation: The AI-Powered Evolution of Parking July 10 State of Smart Transportation – the Sequel September 11 Planning, Design, and Construction Concerns for Modern Parking & Mobility November 13 More than Just a Ride: All Electric First- & Last-Mile Options

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INTERNATIONAL PARKING & MOBILITY INSTITUTE JANUARY 2024 VOL. 6 / N0. 1

FEATURES

24

Thank You for Your Service

32

Bridging the Generation Gap

36 40

Veterans in the Parking Industry Stephen Logan, CAPP, and Brandy Stanley, CAPP, MBA

Technology’s Transformative Role in Shaping the Parking Workforce

By Kevin Woznicki

Serving as the Interim

Is it the Right Decision for You?

By Jeff Barnes, CAPP

The Evolution of a Parking Professional

Everyone has an origin story. This is mine.

By Irma Henderson, CAPP

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FROM THE EDITOR

IN HIS BOARD PERSPECTIVE COLUMN

for this month, IPMI Board Member Shawn McCormick asks, “What’s Next?”

Well, that seems to be the million-dollar question for parking and mobility professionals. Upskilling— the concept of constantly learning new things and advancing your professional abilities, is more important than ever. But where do we start?

I always like to start with the facts. We know that positions in our industry, specifically Frontline and customerfacing positions, are changing in extraordinary ways. With technology taking on so many of the day-to-day functions that our staff have historically handled, the parking and mobility professional must evolve to meet the new needs of our industry.

But what does that look like?

I wish I could tell you that January’s issue of Parking & Mobility magazine, focused on what the parking and mobility professionals of today and tomorrow look like, answers all your questions in a neat little package—but we all know that is impossible. The future of the parking and mobility professional

is constantly evolving. The good news—IPMI is here to give you the resources to stay ahead of the evolution, and position your organization for success.

This issue covers, among other things: ● The role technology is playing in transforming today’s workforce. ● The benefits of hiring military veterans in your organization. ● The upside (and downside) of serving in an interim leadership role. ● The evolutionary story of a parking professional—where she came from, and how she achieved success. ● and more!

Each of this month’s articles, both features and columns, will give you perspective and insights into the changes our industry professionals are navigating, and hopefully spark some ideas for you on how to move your organization forward.

As always, the IPMI team is here to help you navigate, provide resources, and share our industry’s success. Please reach out to let us know how we can help you succeed.

Melissa Rysak, editor rysak@parking-mobility.org

COLUMNS 3 FROM THE EDITOR 4 BOARD PERSPECTIVE What’s Next?

By Shawn McCormick

5 Smart City Conference

By David G. Onorato, CAPP

6 INNOVATION & TECHNOLOGY Perspectives for 2024

By Brett Munkel, CAPP

8 THE BUSINESS OF PARKING Social Media in 2024

By Meagan Camp

10 ALLYSHIP & EQUITY Building Bridges

By Joseph R. Madison II

12 THE GREEN IMPACT The Green Connection

By Margaret-Ann Leavitt

14 HR PERSPECTIVE Recruitment Is a Team Sport

By Gale LaRoche, Ph.D., J.D., SHRM-SCP and Brian Vaughn

16 LEADERSHIP MOMENT Developing Leaders

By Mike Simmons

18 PARKING CASE STUDY California Baptist University East Parking Structure

20 STATE & REGIONAL SPOTLIGHT Texas Parking & Transportation Association

By Dennis Delaney, CAPP

22 ASK THE EXPERTS What upskilling/reskilling initiatives has your organization put into place to keep up with the evolution of parking and mobility positions?

44 BOOK REVIEW A Review of the Newest Book from Larry J. Cohen, CAPP Introduction and interview by Isaiah Mouw, CAPP

46 IPMI CALENDAR 49 STATE & REGIONAL CALENDAR

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

BOARD PERSPECTIVE

What’s Next?

Don’t Worry, We’ve Likely Already Been There PUBLISHER

By Shawn McCormick

Shawn Conrad, CAE

s.conrad@parking-mobility.org EDITOR

Melissa Rysak, CPSM

rysak@parking-mobility.org TECHNICAL EDITOR

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

ADVERTISING SALES AND SUBSCRIPTIONS

Tina Altman

taltman@parking-mobility.org PUBLICATION DESIGN

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

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

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

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

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C

HANGE IS CHALLENGING and can often be frustrating—and

change is going to happen. Strangely, what feels new is probably just another version of history repeating itself.

A little over 100 years ago, the world was getting over a worldwide pandemic—the Great Influenza pandemic of 1918-1920—and a hundred years later, we too are getting past a pandemic.

About the same time, in the 1920’s, the automobile was experiencing a growth of acceptance by the public and purchasing on an installment plan became more common with about 75% of sales being handled on credit. Today, we are experiencing a new automobile revolution: the autonomous vehicle, or AV. The market hasn’t taken off yet, but some manufacturers are already planning to sell to the public. Other manufacturers want to be the major player in the transportation world. The current market is mostly limited to the venture capital world or large corporations. Tesla has the functionality as it expands in the general marketplace. Commercial trucks with autonomous driving capabilities are already on the roads, soon to be without a safety driver behind the wheel.

On November 8, 2023, King Charles III of England announced support for a legal framework for commercial development in emerging industries, such as self-driving vehicles. In the United States, there have been pockets of test environments, including where I work in San Francisco. Society and the legal frameworks are not keeping up with the latest innovations. In 1919, the first driver’s license was issued in Michigan.

In 1920, Rhode Island required a license and the taking of an exam. AVs do not have a driver by the nature of their design. When a vehicle does not drive properly, who gets the ticket? About 100 years after the first driver’s license, we are pondering this question again for AVs. Perspective is ever-changing. IPMI is a valuable resource for the parking and mobility industry—providing leadership for an industry as varied as parking and mobility is not easy. The opportunity to work with industry leaders to resolve issues, influence change, and expand the industry is why I am committed to this organization.

I am grateful for the trust to serve this community. ◆ SHAWN MCCORMICK is Director, Parking Enforcement and Traffic, Streets Division for the San Francisco Municipal Transportation Agency and a member of the IPMI Board of Directors. He can be reached at shawn.mccormick@sfmta.com.

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STOCK.ADOBE.COM / JULIARS; AI GENERATED BY ADOBE FIREFLY

BOARD PERSPECTIVE

Smart City Conference Barcelona, Spain

By David G. Onorato, CAPP

I

T WAS MY HONOR AND PRIVILEGE to have the opportunity to be in Barcelona for Smart Cities World

events and Smart City Expo World Congress. Seeing 25,000 people flood the expo hall floors shows that face-to-face collaboration is needed. I witnessed cities from around the world come together to help solve some specific urban challenges we are all addressing.

The conference theme “TOMORROW: MOBILITY, BUILDING and BLUE ECONOMY” was broad enough to capture the interest of everyone regardless of industry background. The breakout / educational sessions had experts from all fields sharing their experiences on moving cities forward.

I was in awe as I entered the two expo halls. The halls had everything imaginable and then some to show how to make your city smarter and greener through the latest stateof-the-art technology. The technology ranged from curb management, mobility, EV, and autonomous vehicles. Other options included treating water distribution, proper disposal of waste, green facades all in an attempt to be at ZERO emission by 2050.

On a personal level, I had the opportunity to participate in several round-table discussions with more than thirty cities being represented. I got to hear first-hand how cities are revolutionizing how they plan for the future, with a major emphasis on mobility and curb management.

I was also excited and proud that during a panel discussion in which my hometown, city of Pittsburgh, Pennsylvania was

mentioned as a successful case study for implementing “Smart Loading Zones.” Our goal is to: Align parking and loading policies with real time data.

Decrease emissions. ● Reduce double parking by 60%. ● Increase parking turnover. ● Improve safety for pedestrians, cyclists, and other curb users. ● Increase delivery efficiency. ● ●

It was an honor to be a part of the important discussions leading the way towards a more sustainable future for curb management across the globe.

It is critical that we keep the momentum going to solidify our future and I would love to see everyone at our Conference and Expo in Columbus, Ohio June 2024. ◆ DAVID G. ONORATO, CAPP, is Executive Director for the Public Parking Authority of Pittsburgh and a member of the IPMI Board of Directors. He can be reached at donorato@pittsburghparking.com.

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INNOVATION & TECHNOLOGY

Perspectives for 2024 Insights from the Commercial Operator Sector

T

By Brett Munkel, CAPP

HE NEW YEAR IS UPON US. It is common practice to look back at the past year to offer

perspectives on the year ahead. While much is changing in our industry and the market, there are several common trends and observations that remain consistent from the real estate and facility management perspective.

People, Technology, and Data

Facility Assets and Future Planning

While finding and retaining good personnel remains a challenge in the post-Covid world, the pressure of the labor market has led to a broader adoption and appetite for technological solutions to supplement or replace aspects of in-person operations. Additionally, the surge in available funding for electric vehicle (EV) charging and infrastructure has opened a land rush for implementation, market share, and expertise. “If you build it, they will come” is often the underlying theme—but delivery must be approached with thought, intent, and full consideration of impact on existing operations and personnel.

A result of these technological adoptions is a flood of information and raw data. Making informed and data-driven decisions is only possible when operators and owners can make sense of available data; this is often only realistic if the information is collected, collated, and presented in practical and understandable formats. Analytics and the ability to provide straightforward visibility and guidance is an active and ongoing pursuit as technologies continue to be integrated into the mobility ecosystem.

Within the higher-education and healthcare sectors, there continues to be a significant and growing demand for parking. The most material change with facility design and function is the need to accommodate EV charging. The equipment and infrastructure required to power them can be expensive; there is a vast difference between providing Level 1 and Level 3 stations. Both existing facilities and those in design have additional operational and infrastructure considerations, and requirements vary drastically by city, region, and state.

In prior years there was much interest in designing new parking facilities so that they can be repurposed to other uses, arising from the concept that there will be fewer drivers due to autonomous vehicles. This movement has largely phased-out due to a materially higher cost.

As autonomous vehicles do become more prevalent, specific areas may be dedicated to their storage with smaller parking spaces, aisles, and/or other functional design considerations, but there is not a practical need for adjusting design in the near or mid-term.

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Maintaining a strategic vision while remaining flexible enough to incorporate what is new can benefit all stakeholders.

Flexibility in Operations and Driver Patterns While the pandemic introduced remote flexibility for many employees and led to changes in how we learn, work, and approach the higher-education and healthcare sectors, the desired outcomes within both remain best provided in-person. The long-term effects of the pandemic include a significant change in the availability (lower) and cost (higher) of employees.

A benefit of this pressure on the labor market is that it sped-up broader development, adoption of, and familiarity with technologies including QR codes, license-plate recognition, mobile payment, online permitting, and other customer-facing systems. Aligned with and largely enabled by these technological changes, additional flexibility is being offered to parkers, allowing hybrid and daily parking options where previously only monthly or longer-term options existed. These impacts continue grow and evolve in current operations.

Integrating Mobility Services with Core Parking Functions Transportation Network Companies (TNCs) and micro-mobility options have been folded into systems that were not originally designed to accommodate them. In a campus environment, while TNCs can provide modest reductions in parking demand, the more significant impact is an increase in traffic due to ancillary services, namely delivery of food and goods.

Curbs and pick-up and drop-off areas quickly become congested (as do surrounding roadways) dealing with traffic volumes beyond those they were designed to support. Similarly, micro mobility options are often offered without a well-defined structure of where they can be driven, dropped-off, and picked-up, leading to devices being left in parking areas and on sidewalks, without consideration for the space they are taking or hazard they can create.

In both cases, managers need to think through and identify what access should be provided, identify

paths of travel, pick-up, and drop-off areas, develop protocols for operations, and work with providers to geofence the systems offered. When well-designed and managed, TNCs and micro-mobility options can provide benefit to users and owners across the entire ecosystem.

The Journey to Seamless Access The world changed through the pandemic and systems have arisen that address management of ever more granular aspects of operations, offer more fluid ingress/egress, and create new pathways for added value. Within this context, technology should never be pursued for its own sake, but rather, should be evaluated across the full spectrum of a parking and transportation system. What solves one problem can quickly be the cause of another and tangential effects should always be considered.

The best solutions are those that can fit into or complement existing networks and systems rather than acting as a separate stand-alone answer.

Effective management requires that this new complexity be embraced and incorporated into a cohesive network of solutions.

Providing seamless access is the goal. Maintaining a strategic vision while remaining flexible enough to incorporate what is new can benefit all stakeholders.

Understanding the needs of the community being served, variables within the system that can be adjusted, what tools are available, and how they can be both applied and integrated can result in significant and material improvements.

The greatest impact is only provided through a continual evolution of the solutions and systems being used. The journey itself is the destination. ◆ BRETT MUNKEL, CAPP, is VP, Higher Education and Healthcare Services for SP+ and a member of the IPMI APO Board of Directors. He can be reached at bmunkel@spplus.com.

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THE BUSINESS OF PARKING Marketing & Business Development

Social Media in 2024 Strategic Storytelling

By Meagan Camp

F

OR MANY MARKETERS, social media and the ever-increasing space it inhabits

in our daily lives makes it challenging to switch gears between perusing LinkedIn looking for inspiration to drafting captions based on a technical project description. One way to help clean the slate of the so-so analytics and missed opportunities of last year is to be energized and inspired by what is to come this year in social media for your company. I’m looking forward to sharing more 2024 social media insights at the IPMI 2024 Leadership Summit in February. from helping you in the future. If you have a plan mapped out, then you have the perfect response to anyone trying to do your job for you!

We often approach social media content by only identifying it by the original medium - blog, video, event photos, or a link to a job description. Instead, take the labels away and find the core story – a long-time client, a community project, an employee who will make an impact with their experience and skillset, and open it up to a full out campaign. This shift in labels will help take the blinders off when you are unsure how to use it best. When you have the core story, now you can start to be creative and go beyond a post.

Scheduling with Intention Focused Storytelling Deciding what to share on social media and when is often determined by a marketing plan or by an outside party, like a client or another department.

There are several strategies that you can make part of your workflow, but starting at the beginning of a significant campaign or project and deciding what you would like to post and what that post will promote puts you in control. It also helps you when you have employees who simply send you something and ask you to post it, and you struggle with how to give them a “no” that won’t deter them

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Posting to social media is only effective if that content fits the purpose of that network. You don’t see many vacation videos on LinkedIn, and people aren’t often reading their latest peer-reviewed paper over Instagram Stories with a filter on their face. If you flipped those around, it makes sense.

So, part of looking at your strategy for 2024 is to no longer just schedule one photo with a caption and send it to all your accounts at once with no care for the different audiences or networks that you are posting to. Now that you are seeing content in a new way, you can take a few minutes to tailor it to each network so that it fits the experience of the followers who are going to see the post.

Creating Content for Everyone StudioID wrote about traditional marketing tactics making a comeback and said, “A complete content hub is home to a variety of content types. No one prospect is the same—different people consume content differently and prefer different formats. Visual learners will appreciate infographics and videos, while prospects who are further along in their buyer journey may be looking for more intensive content like whitepapers and downloadable guides. Meet the buyer where they are and produce a robust content hub, allowing them to match where they are in their journey with your content.” This is essential to letting anyone participate in the conversations around your business. Social media an equitable space where all of your customers expect to find you when they need you. Take the extra step to have fun, experiment with your messaging, and learn from your customers. It will reenergize your followers and open doors for new insight into what they want from your brand.

For any marketing team, the goal is always to give yourself time to think ahead and create a consistent routine of capturing content, analyzing your data, and scheduling a majority of your posts ahead of time so you know it is always working for you, even when you have other tasks to accomplish. ◆ MEAGAN CAMP is the owner of The Modern Take, a digital marketing consulting firm. She can be reached at meagan@themoderntake.com.

While senior leaders may not be handling day to day digital marketing, knowing the ins and outs of social media will help them ensure their organizations are getting the most value out of this important resource. Join Meagan at the 2024 IPMI Leadership Summit for a crash course in how organizations can get the most professional value out of social media. Click here to register today, spaces are limited!

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PARKING-MOBILITY-MAGAZINE.ORG / JANUARY 2024 / PARKING & MOBILITY 9

ALLYSHIP & EQUITY DEI Focus

Building Bridges The Transformative Power of Allyship

D

By Joseph R. Madison II

IVERSITY, EQUITY, AND INCLUSION conversations have emerged under the

umbrella of allyship. A guiding force, fostering collaboration, understanding, and empowerment, the transformative power of allyship, can be measured by its impact on individuals and communities.

A Shared Journey Towards Inclusion Allyship is an active, intentional commitment to standing alongside marginalized or underrepresented groups, leveraging privilege to dismantle systemic barriers. It involves acknowledging biases, listening actively, and amplifying voices often unheard.

Deep Foundation of Effective Allyship 1. Active Listening: Allyship begins with active listening, creating a foundation for trust and collaboration.

2. Educating Oneself: Allies commit to educating themselves about the challenges faced by marginalized communities, empowering informed contributions.

3. Amplification of Voices: Using privilege to amplify the voices of marginalized individuals ensures their narratives are heard and valued.

4. Intentional Advocacy: Effective allies advocate for systemic change, challenging discriminatory practices within their spheres of influence.

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5. Continuous Self-Reflection: Allyship demands introspection, ensuring a commitment to longterm growth and change.

The Individual Girder Allyship carries a profound impact on individuals facing systemic challenges. As a young professional navigating an industry where I was often the only African American/Black person in the room, I can imagine how women felt in these same rooms. With the active allyship of a senior colleague, my confidence soared. I was able to identify areas where my work would be recognized and where I could be a voice for other marginalized groups.

Moreover, the impact of allyship extends beyond the professional realm. In academia, a first-generation college student can find an ally in professional staff members by actively working to create an inclusive campus environment. Professional staff in higher education offer additional resources, acknowledging diverse perspectives, and advocating for equitable

practices and policies. This transformative allyship positively influences a first-generation student experience, inspiring a culture of support and collaboration.

Community-Level Beams Allyship has the potential to catalyze communitylevel transformations. In communities grappling with racial disparities, intentional allyship initiatives unite individuals to challenge systemic injustices. Community leaders collaborate to implement policies that dismantle discriminatory practices, fostering a culture of support and collaboration.

At the community level, take the elements of your current role and identify how you can show up for the internal and external stakeholders. As a practice, I intentionally identify internal stakeholder that I’ve exchanged emails with and visit them at their office.

Putting a face to a name and having a low-tech high touch approach bridges gaps and supports inclusivity.

Fostering Inclusive Truss Prioritizing allyship cultivates diverse and innovative teams. The tech industry, known for its lack of diversity, provides a platform for leadership to transform the office culture. The implementation of unbiased hiring practices drives an inclusive culture. Concurrently, actively mentoring and supporting all colleagues paves the way for a continuation of norms that enhance the inclusive culture. Improved collaboration and results are a direct result of a culture that encourage idea sharing, planning and execution with team metrics in place.

Withstanding Winds of Change Missteps are inevitable, and allies may face resistance from those resistant to change. It’s crucial for allies to

be receptive to feedback, acknowledging and learning from mistakes. Performative allyship, expressing support without meaningful action, can hinder progress. Effective allyship demands authenticity, commitment, and a genuine desire to contribute to lasting change.

Peer Bearings Understanding the intersectionality of identities is essential in allyship. Individuals may hold multiple marginalized identities, and effective allyship requires an awareness of these intersections. An ally committed to LGBTQ+ rights, for instance, must also be cognizant of racial disparities, gender inequities, and other intersecting factors that impact individuals’ experiences. Being sure that you are an ally to your peers allows you to bridge gaps and establish community norms.

Conclusion: Allyship as a Bridge to a Better Tomorrow Allyship stands as a powerful catalyst for positive change, fostering inclusivity, understanding, and empowerment.

From individual transformations to community-level impact, allyship has the potential to dismantle systemic barriers and create more equitable communities. As we navigate the complexities of a diverse world, the intentional commitment to allyship becomes a guiding force, shaping a better tomorrow for individuals and communities alike. The transformative journey of allyship calls on individuals to listen, learn, and actively contribute to a more inclusive and compassionate world.

Be the Ally. Build the Bridge. ◆ JOSEPH R. MADISON II is Associate Director of Parking Operations for Kennesaw State University, and a member of IPMI’s Allyship & Equity Advisory Group. He can be reached at jmadiso8@kennesaw.edu.

ALLYSHIP & EQUITY ADVISORY GROUP

MEMBER

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THE GREEN IMPACT

The Green Connection EVs and Sustainable Farming for a Better Tomorrow.

A

By Margaret-Ann Leavitt

T FIRST BLUSH, the future of EVs and farming may not seem interconnected; however,

the future of agriculture, especially in the United States, is uniquely dependent on the rise of electrified transportation for its survival and that of the planet’s.

Agriculture and climate change.

Farming has long been at the mercy of Mother Nature.

Even the classic 1939 film The Wizard of Oz is the story of a tornado threatening the family farm. Those fears and weather uncertainties have only escalated over time. Ever since the Industrial Revolution, the release of vast quantities of carbon dioxide (CO2) and other greenhouse gasses into the atmosphere has altered the earth’s climate, and in turn, has greatly impacted our farming communities.

Rising temperatures have caused droughts, ravaging wildfires, unprecedented storms, and generally disruptive and unpredictable weather negatively impacting all of us and especially the agricultural community. In recent years, these destructive events have brought global warming more into the limelight; even subtle shifts in temperature

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and precipitation have affected the ecosystems and the yield of many crops. A recent NASA study revealed farm yields are expected to decrease by 24% by 2030 and higher carbon dioxide levels will decrease their nutritional value.

In 2022, American Farm Bureau Federation research found natural disasters resulted in $21.5 billion in agricultural losses nationwide. This past year, the Vermont Agency of Agriculture, Food, and Markets estimated the state’s farmers lost $16M (~1/3 to 1/2 of the state’s yield) due to 48 hours of unprecedented rainfall.

Sadly, only half of these losses are protected by insurance or federally backed programs, and over the last 20 years, these federal programs’ payouts have increased more than 500%. In the end, climate change has had a devastating and often heartbreaking effect

on the already fragile farming economy and all those it employs.

This devastation also influences the U.S. economy with cultivating crops, raising livestock and harvesting seafood, contributing over $300B each year. Adding food-service and other related industries, it accounts for $750B of the GDP. In fact, U.S. agriculture is critical not only for the American food supply but also for the world. Per the EPA, U.S. farms supply nearly 25% of the global grain supply (wheat, corn, and rice) annually.

What does this all have to do with EVs? While agriculture is not an innocent bystander in the climate crisis, roughly 10% of the U.S.’s annual greenhouse gas emissions are produced through synthetic fertilizers, diesel-fueled farm machinery and methane-emitting livestock, highway vehicles are by far the largest contributor.

Gas vehicles release a staggering 1.5B tons of greenhouse gasses. For every gallon of gasoline burned 20 pounds of GHG are released. These gasses act like a blanket, trapping heat in and gradually elevating the earth’s temperature. Therefore, replacing gas vehicles is essential to mitigating climate change and the survival of U.S. food production.

In 2022, the U.S. passed the Inflation Reduction Act (IRA), a historic piece of legislation to tackle global warming head on. The bill may be best known for the $5B in incentive dollars to advance electric vehicles; however, it also allocated $25B to promote climate-friendly farming practices to help preserve soil health and water and air quality. The bill also provides funds to expand farmers payment programs aimed at reducing carbon emissions and projects that will reduce emissions from livestock by modifying feed.

Electrified farm equipment.

The IRA is also paving the way for electrified farm equipment. Although much of the press around EVs has been focused on passenger vehicles, companies like John Deere and others have been developing effective and affordable farm equipment including tractors, combines and drones.

Drones, which are now commonplace on most U.S. farms, have a multitude of functions and can survey

fields, provide analytical data, and seed and spray crops with high precision. These electrified drones are not only increasing accuracy and running on cleaner fuel but are also reducing costs and increasing farm efficiency. Plus, with more accurate spraying, less pesticides are running into our rivers, lakes, and streams—another positive for the environment.

John Deere has committed to offering a wide range of electric equipment including compact utility tractors, commercial and residential mowers, gator utility vehicles, and more than 20 models of construction equipment by 2026. The company cites better performance and reliability, quieter operation and reducing costs with simplified maintenance and cheaper “fuel” in addition to reduced CO2 emissions as among the benefits and research projects the electric farm tractor market will reach a value of $218.9 million by 2026, an 88% increase from 2020.

Course correcting the climate crisis trajectory.

While we have a long way to go to reversing the volatility and impact of climate change, with programs like those introduced through the IRA and the cost and emissions benefits of electrification, we are on our way to tackling the problem and can positively transform the future of agriculture and other industries in the process.

Whether on the highway or in the field, electrification is quickly infiltrating every aspect of American life and has the potential to be game changing for all of us, especially within the farming community. When Elon Musk first introduced the Tesla Roadster in 2008, the impact it would have on today’s economy and agriculture was unimaginable. Yet, less than two decades later, the same technology is helping U.S. farmers more effectively and efficiently grow their crops and battle climate change at the same time. ◆ MARGARET-ANN LEAVITT is Chief Marketing Officer at National Car Charging & Aloha Charge. She can be reached at mleavitt@ nationalcarcharging.com.

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HR PERSPECTIVE

Recruitment Is a Team Sport

S

By Gale LaRoche, Ph.D., J.D., SHRM-SCP and Brian Vaughn

PORTS ANALOGIES ARE OFTEN USED IN THE BUSINESS WORLD and, no matter

what the industry, are especially fitting for the world of recruiting and finding talent.

Recruitment can be considered a team sport because it involves multiple individuals working together towards a common goal of finding and hiring the best candidate for a job or position.

Collaboration: A successful recruitment requires collaboration between various stakeholders, such as hiring managers, HR professionals, professional recruiters, administrative staff and sometimes even employees from different departments, board members and more. To ensure their goal of a successful hire, they will identify their strategy and key elements that are critical to the position and the organization.

Roles and Responsibilities: Each team member brings their unique expertise and perspective to the process, contributing to the overall success of finding the right candidate. Different team members have different roles and responsibilities in the recruitment process. For example, hiring managers may define the job requirements, interview short listed candidates, and make a selection, while professional recruiters may develop the candidate pool, screen potential candidates, provide video interviews, conduct assessments, and reference checks. HR professionals may write or update the job description and establish the compensation and benefits for the position and negotiate the total compensation package with the finalist. By dividing tasks, the team can work more efficiently and cover all aspects of the recruitment process. Team members can share their knowledge and insights about the job requirements, industry trends, and candidate evaluation techniques. This collective knowledge helps in making informed decisions and identifying the most suitable candidates.

Analysis: At the start of a successful recruitment is a thorough Job Analysis. This involves identifying the job requirements, responsibilities, and qualifications needed and/or desired for the position. It includes defining the job description, skills, experience, and competencies required. To be effective, it also involves an understanding of compensation trends

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in the industry and whether the organization’s compensation is competitive in the marketplace. Does it lead, lag, or match the industry? This is important in setting expectations for the level of talent that the organization is hoping to attract.

Strategy: To ensure success, it is imperative to develop a strategic plan that identifies the most likely sources of exceptional talent and the most efficient means to connect with these individuals. It is important to recognize that the best talent may not be actively seeking job opportunities or browsing through advertisements. These passive candidates are content in their current roles but may become interested in a position when approached directly and made aware of a fitting opportunity. For that reason, direct sourcing plays a pivotal role in recruiting exceptional leaders at the senior level, identifying high performing “up and comers,” and discovering individuals in other industries with transferable skills. By implementing a well-thought-out sourcing strategy, organizations can effectively identify and attract top talent, regardless of their current job-seeking status.

Finding and Attracting Talent: Enhancing the team collaboration process involves an additional crucial step - determining the most effective sourcing methods for sourcing both internal and external candidates. These methods encompass various approaches to attract potential candidates, such as advertising job openings, utilizing job boards, leveraging social media platforms, tapping into professional networks, encouraging employee referrals, partnering with recruitment firms, and most importantly, engaging in direct outreach to targeted candidates.

Thoughtful Screening: Once candidates have applied, screening involves reviewing resumes, cover letters, and application forms to shortlist candidates

who meet the basic qualifications. This may also involve conducting initial phone or video interviews, assessments to evaluate candidates’ skills, knowledge, and fit for the role. It may include multiple rounds of interviews with different stakeholders such as HR professionals, professional recruiters, hiring managers and team members to assess their suitability.

Support and Feedback: Team members can provide support and feedback to each other throughout the recruitment process. They can discuss candidate profiles, interview experiences, and share best practices. This collaboration helps in refining the recruitment strategy and improving the overall quality of hires. Organizations often conduct background checks to verify the candidate’s employment history, education, references, and sometimes criminal records. This helps ensure the accuracy of the information provided by the candidate, adding an extra layer of assurance to the recruitment process.

Accountability: In a team-based recruitment approach, team members hold each other accountable for their respective tasks and deadlines. This ensures that everyone is actively involved and committed to achieving the recruitment goals. In today’s current environment of workforce shortage, staying on track is more important than ever in keeping potential quality candidates interested.

More organizations are competing for a smaller pool of candidates as more people are retiring and/or leaving their organizations for a variety of post-pandemic related reasons such as cost of living, desirability of living elsewhere, feeling over-worked, and/or quality of life.

Ghosting is a term often used for candidates who lose interest in long, drawn-out recruitments and many simply

take job offers elsewhere rather than wait it out.

Onboarding for Success and Retention: After the candidate accepts the offer, the onboarding process begins. This involves integrating the new employee into the organization, providing necessary training, and ensuring a smooth transition into their new role. Hiring the right person takes a great deal of strategy, coordination and effort which makes retention as important as hiring. Bringing on an employee who stays means bringing on a new hire who loves their job, is learning and challenged in a positive way, and feels appreciated and a part of the organization.

Continuous Improvement: Recruitment is an ongoing process, and a team-based approach allows for continuous improvement. Team members can review and analyze the effectiveness of their recruitment and onboarding strategies, learn from their experiences, and implement changes to enhance future hiring efforts.

Overall, recruitment as a team sport emphasizes the importance of collaboration, shared responsibility, and collective effort in finding the right candidates for an organization or a position within the company. ◆

GALE LAROCHE, PH.D., J.D., SHRM-SCP is Senior Human Resources Consultant with ADK Executive Search. She can be reached at gale@ adkexecutivesearch.com.

BRIAN VAUGHN is Director of Market Development with ADK Executive Search. He can be reached at brian@adkexecutivesearch.com.

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LEADERSHIP MOMENT

Developing Leaders Three Key Lessons Learned

By Mike Simmons

To quote the great Steve Martin, “I started out as a child.”

T

O PROVIDE SOME CONTEXT ON MY BACKGROUND, I grew up on a 600-acre farm in

west-central Indiana in a town of around 400 people. I learned to work hard—pressed into service by my dad and grandpa—as well as the value of a dollar, since that was my hourly wage when I started doing “productive” work on the farm. After graduating from my very rural high school, I headed off to Purdue where I completed an engineering degree, and then I landed at IBM in a technical sales role.

My experience at IBM fundamentally shaped my professional journey in multiple ways. The first was that I learned the basics of individual performance and responsibility: integrity, delivering on commitments, providing great customer service, and the pursuit of excellence. The second is that I got to experience very different management styles in the first two managers I had back- to-back. The first was a fair, selfless, win/ win, caring individual for whom I wanted to move heaven and earth (he also introduced me to The Seven Habits of Highly Effective People which remains the best personal development book I’ve ever read—if you haven’t read it, buy a copy). My next manager was just the opposite: an arrogant, obnoxious, unreasonable credit-taker, who was universally reviled. While I didn’t enjoy my time working for him, I learned as much or more from him than my first manager, because it helped me determine the kind of leader I did NOT want to be. I was fortunate to have this unique experience so early in my career.

1

Key Takeaway #1

You can learn as much from a bad example as a good one. Don’t waste the opportunity.

service, respect, and excellence, as well as what I had learned from my managers along the way– both good and bad. My daughter was born a month after we started the company, so many elements of learning to be a dad to a daughter ran parallel to learning how to lead and run a company. And there were parallels.

I believe leading, developing, and managing young professionals has a good deal in common with raising, developing, and parenting kids. It’s a constant balancing act to determine when to encourage, when to instruct, when to scold, and when to just listen. The adage “no one cares how much you know until they know how much you care” is true in both situations.

Before those of us with more experience (i.e., us older folks) can effectively impart lessons from our own experiences, we must have built quality, meaningful relationships with the young professionals on our teams and in our networks; otherwise, the counsel can be received as “yada yada yada”.

2

When we started T2 Systems in 1994, I had zero experience managing and leading people, let alone starting and running a company. All I had to lean on was my great foundational IBM training around

Key Takeaway #2

Caring and personal relationships are essential in giving and receiving mentorship, guidance, and counsel.

The most effective leaders have failed repeatedly in all areas of life. It’s what they do with the learnings from those failures that separate them from others. Too much focus on past failures can cause some to think

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“No one cares how much you know...

...until they know how much you care.”

that no matter how hard they try, they just can’t get it right, which can lead to a self-defeating perspective.

Insufficient analysis of past failures, on the other hand, wastes the opportunity to learn, grow, and adapt to make different, more informed decisions in the future.

That’s why we must allow our young professionals and leaders to fail so that they can introspectively grow, learn, and recover from those mistakes while maintaining a positive view of their future. These are also great teaching and mentoring moments because the receptivity at that moment in time (or soon thereafter) is typically quite high.

professionally, whether taking on management responsibility or technical leadership. It’s great when I’ve been able to provide those opportunities inside the organization, but sometimes it doesn’t work out that way. I’ve lost promising folks to other organizations because we just didn’t have the right role for them at the right time. And while that has sometimes been painful, it simultaneously warms my heart to know that I played a small part in their development and their leadership preparedness, and that I can be confident in their personal and professional success.

Key Takeaway #3

And isn’t that what leadership is truly all about? ◆

3

Failure is a key ingredient in effective leadership development. Accept it, embrace it, and let it help prepare you for leadership opportunities.

In my career, nothing has given me more joy than to see younger members of my team grow and thrive

MIKE SIMMONS is Chairman & CEO of TEZ Technology. He can be reached at mike@ teztechnology.com.

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PARKING CASE STUDY International Parking Design

California Baptist University East Parking Structure

FIRM NAME: International Parking Design

C

ALIFORNIA BAPTIST UNIVERSITY (CBU) is a

private religious institution located in Riverside, California. Founded in 1950, the school has grown to a current enrollment of over 11,000 students. Over a period of several years IPD provided parking masterplanning for the university, identifying likely locations throughout the campus for structured parking. The first of these parking structures to be built is the East Campus Parking Structure. Constructed adjacent to the recently completed CBU Event Center, the University’s Lancer Plaza Development includes a new main campus entrance, the East Parking Structure, a new Athletic Performance Center, and an expansion to the existing Recreation Center.

Aesthetic design for the multi-building development emulated the overall campus vernacular to create a cohesive connection.

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PROJECT NAME: California Baptist University

East Parking Structure PROJECT LOCATION: Riverside, CA PROJECT OWNER: California Baptist University KEY STAFF:

• Don Marks, AIA— Principal in Charge • Patrick Askins—Sr. Project Manager

Marks

PROJECT TEAM MEMBERS:

• International Parking Design—Architect, Parking Consultant • Swinerton—Contractor

Askins

The five-level, 480,000 square foot, 1,456-stall East Parking Structure provides parking for students, staff, and visitors to the new event center and campus.

Three vehicular entry/exit locations have been spaced around the building to assist in dispersing traffic during times of peak demand. Each of the vehicular entries ties directly into the double-helix ramping system to efficiently move vehicles up and down the various levels of the garage. The façade design features plaster accent elements with integrated glazing on all sides. Strategically located vertical metal planter screens have been spaced around the perimeter, allowing vines to grow onto the building façade. Large colorful graphic banners and signage surrounding the exterior support CBU Athletics.

The garage includes an open moment-frame structural system, brightly painted interior, glassbacked elevators, and open stairways to enhance visibility and passive security. Additionally, security

cameras and “blue-light” emergency phones are located throughout the facility. The roof level of the structure includes a decorative metal shade trellis as well as photovoltaic canopies, shading vehicles on the roof and generating renewable energy. Aside from the rooftop photovoltaic system, sustainable features include drought tolerant planting, provisions for electric-vehicle charging, energy efficient lighting with daylight sensors, enclosed bicycle parking and storm water bio-filtration planters. ◆

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STATE & REGIONAL SPOTLIGHT Texas Parking & Transportation Association

Texas Parking & Transportation Association

2023–2024 Board of Directors EXECUTIVE COMMITTEE

Howdy from Deep in the Heart of Texas!

T

Best Parking Structure- New Best Parking Structure- Restoration ● Best Parking Program ● Best Parking Technology and Equipment ● Parking Employee of the Year Thanks to fellow SRA Southwest Parking and Transportation Association (SWPTA) for judging these each year.

Conference also hosts the announcement of the winner of the Annual Marc Denson Scholarship in the amount of $2,500.

This scholarship is awarded to students pursuing a career in public service, parking and transportation, or a similar field.

Marc Denson was the City of Corpus Christi Parking Manager

University of Texas at Arlington

PAST PRESIDENT

Mary Mabry, CAPP

SECRETARY

Matt Penney, CAPP Baylor University

Jaime Snyder, CAPP

(TPTA) is a very active State and Regional Association (SRA) affiliated with the International Parking and Mobility Institute (IPMI). We have an average of 200 voting members each year and several more associate members. Our bylaws allow only one voting member from any organization to allow an even playing field. Those organizations that are large, like a university or municipality, can have others that want to be involved in TPTA as associate members.

●

University of Texas

VICE PRESIDENT

EXAS PARKING AND TRANSPORTATION ASSOCIATION

●

TREASURER

Adam Kaufman

Cardinal Tracking

By Dennis Delaney, CAPP

TPTA hosts an annual Conference and at least two Round Table events each year. These three gatherings rotate locations to allow members and potential members to attend and the rotation makes it favorable for smaller members to be present.

We do charge for our annual conference, but there is not a charge for the round tables. These are free to both members and non-members.

At our last Conference in Plano, Texas (just north of Dallas), we had over 300 attendees. At our annual meetings, we recognize awards for:

PRESIDENT

Dennis Delaney, CAPP

Walter P. Moore BOARD MEMBERS

Jannette Benefee

Bill Herrel

DFW Airport

Associated Time and Instruments

Melonie Curry, MBA ParkHouston

Neil Hart, CAPP, MBA, C.A.S.P. University of Houston

Michelle Morris Toledo Tickets

Paul Stresow City of El Paso

and a former TPTA Board Member. We also award the TPTA Distinguished Service Award to those who contribute to the advancement of the parking and mobility industry and contribute to TPTA’s objectives throughout Texas.

Our last Round Table event in Arlington, Texas had 57 attendees. These events start with networking the night prior with the Round Table the next day. We find members that will sponsor the food and beverages for the networking as well as the breakfast, breaks, and lunch for the Round Table. These events have three to four sessions targeted to entry level staff and mid-management. The topics have ranged from new technology (not product pitches), customer service, relaxation in the workspace, and discussion panels.

TPTA is made up of 11 Board Members. Each member’s term is three years, and staggered to ensure that there is a continuation of activities and knowledge. There are no term limits giving members the opportunity to re-run for the Board of Directors. Our Board Members range from municipal to university, airports to hospitals, and consultants to vendors.

We also employ Dawn Marti as our TPTA Association and Event Manager. Board members are voted into position by the membership.

TPTA has six committees as designated by our bylaws. These

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standing committees assist the Board of Directors in carrying out the management of the association: Executive Committee Elections Committee ● Membership Committee ● Conference and Trade Show Host Committee ● Communications Committee ● Rules Committee ● Educational Committee ● ●

As you can see, TPTA is a very diverse and large association. To understand the geographical breadth of our association, it takes almost 11 hours to drive from El Paso to Houston and it is over a sevenhour drive from Edinburg to Dallas. We have been approached by groups from Oklahoma and Louisiana

as neither state has a State or Regional organization – to that end, we are having our next TPTA Conference at WinStar Hotel and Casino in Thackerville, Oklahoma.

We will be welcoming organizations in Oklahoma to feel some Texas hospitality and join TPTA - Texas is not quite big enough to contain our enthusiasm for parking and transportation!

We hope to see you in Oklahoma at our 2024 Conference, April 8–11, 2024! ◆

DENNIS DELANEY, CAPP, is Assistant Director for Parking and Transportation Services at the University of Texas at Austin, a member of the IPMI State & Regional Association Committee, and President of TPTA. He can be reached at ddelaney@austin.utexas.edu.

STAT E &

REGIONAL ASSOCIATION COMMITTEE MEMBER

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ASK THE EXPERTS

ASK THE

What upskilling/reskilling initiatives has your organization put into place to keep up with the evolution of parking and mobility positions?

EXPERTS In this age of technology and with the continued implementation of AI, staff upskilling and reskilling are not just important—they are essential. What upskilling or reskilling initiatives has your organization put into place to keep up with the evolution of parking and mobility positions?

Erik Nelson, PCIP Director of Operations & Technology Consulting Walker Consultants We are focusing on our people, people, people—Overall satisfaction, training and professional development, and growth. Yes, technological innovations are changing the nature of work, but it is still our people who are keeping clients and customers happy, and will do so for the foreseeable future.”

Garth Boyst CTO Ocra We are fearless but cautious in learning new skills. It can be a tough rope to walk. It is absolutely worthwhile to dedicate time to learning and retooling and skilling up and then disseminating that knowledge throughout the team, but naturally the tradeoff is more inherent risk. Are we focusing on the right things? Are we allocating time and resources properly? But it’s about being equipped to calculate and manage that risk. We are, and that’s why we’re able to come out ahead and do what we want to do.”

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Daniel DeMott, PMP, CSM Chief Technology Officer Elite Parking Services of America We promote service through skilled employees and technology.

We use multifaceted continuous education programs that engage in traditional and hands on learning throughout the entire organization.

We never stop learning and growing in our technology services.”

Katherine Beaty Executive Vice President of Customer Experience TEZ Technology One of the cornerstones of our strategy is the recognition that collaboration is paramount. We actively engage in hosting and participating in a spectrum of knowledge-sharing platforms, including workshops, coffee talks, seminars, and conferences. Notably, we extend our reach beyond the confines of the parking industry, tapping into insights from experts both within and outside our specific domain. By actively seeking out industry experts, we ensure exposure to the latest trends and cutting-edge technologies.”

Jim Anderson Independent A/E/C Market Development Executive Embrace the AI evolution by learning the vernacular, its value potential, while exploring and bringing forward to leadership, opportunities to benefit and optimize its unique value to your position and organization.”

Corrigan Salerno Policy Associate Transportation for America Artificial Intelligence tools like ChatGPT have major utility beyond text generation and can help scale up small organizations’ analytical capabilities. At Transportation for America, we are utilizing AI to process thousands of rows of qualitative text to evaluate transportation project data in a way that could not, in the past, have been completed without dedicating hundreds of hours of staff time.

Upskilling personnel with data analysis skills and combining that with new AI tools can enable smaller, lower-capacity organizations to conduct new analyses of large qualitative data sets and draw actionable conclusions.”

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

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

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Thank You for Your Service Veterans in the Parking Industry Stephen Logan, CAPP, and Brandy Stanley, CAPP, MBA

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VETERANS IN THE PA R K I N G I N D U S T R Y Stephen Logan, CAPP, and Brandy Stanley, CAPP, MBA

T

HE R E A R E A LOT OF V ETE R A NS in

the United States—16,501,502 as of 2021 to be exact. Whether serving for 20 plus

years or for a single enlistment, veterans have been through experiences that civilians have not and would struggle to understand. We interviewed five veterans from the parking industry in various roles and found five common threads regardless of time spent in service, rank, military branch, or role. Civilians reading this article will certainly find valuable insights that will help in working with and managing veterans—and veterans reading this will find themselves in turn chuckling and nodding their heads in understanding.

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THANK YOU FOR YOUR SERVICE

#1: Structure and Cohesiveness One of the great strengths of the military is its core structure and the trust and cohesion it builds between superiors, subordinates, and peers alike. It ensures that teams are aligned and know how to achieve goals; this is an essential trait of a high performing team, but often elusive in the civilian world. Veterans have had to learn how this works the hard way, and are able to lead, follow, and contribute effectively in structured environments.

Senior Chief Petty Officer Rome Ring (Ret.) says the clear definition and instruction given to all things, with manuals covering every topic from armored vehicle repairs to how to make your bed to mopping a floor, allows for a common understanding of shared tasks and how to perform them. This builds what the military calls “unit cohesion.” That level of cohesion was also brought up by Petty Officer 3rd Class Tracey Guillon, who said that the central idea is that you are only as strong as your weakest link, which gives everyone a higher incentive to work together.

Ring also says that learning how to organize like the military does give you a competitive advantage. Learning to drop supplies on a beach and turn it into an airstrip in two hours or takes some serious organizational skills and teamwork!

Petty Officer 1st Class James Gibson (Ret.) recounted that his commanding officer was well known for holding

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all service members under his command to the same standard, regardless of rank, and punished all infractions equally. This approach to “good order and discipline” is largely lacking in the civilian world, which can at times prevent the building of a unified and efficient team.

#2: Mental Toughness It is generally understood that to be in the military you must keep yourself physically fit. However, the mental fitness required is often underestimated; determination and mental fortitude were built by veterans while in service. Adversity is an understood challenge in the

Rome Ring

James Gibson

Senior Director of Operations, LAZ Parking SCPO, United States Navy, 20 years, 1 month service

Parking Services Administrator, City of Las Vegas PO1, United States Navy, 20 years

Todd Tucker

Tracey Gullion

President, Parking Logix LCpl, United States Marine Corps, Combat Engineer, 4 years

Regional Auditor, LAZ Parking PO3, United States Navy, CTR, 3 Years

Richard Berlanga

Stephen Logan

Senior VP, FLASH Parking SPC, United States Army, Medic, 4 years

Operations Manager, LAZ Parking CPL, United States Army, Medic, 7 Years

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THANK YOU FOR YOUR SERVICE

military’s high stress environment. It is what creates the resiliency, ability to perform under pressure, and conflict resolution that embody the mental toughness that veterans commonly carry with them.

Specialist Richard Berlanga commented that building the foundation of mental toughness is essential to overcoming larger tasks, like your first twelve-mile road march while carrying a full load of gear on your back. In this example the real test isn’t physical, it’s mental; are you a quitter, or will you push yourself past your limits to complete the mission? Sometimes the situations that require a hardened mental approach are less of a “test” and venture into the strange, trying, or just outright outlandish.

Berlanga also talked

about traveling by helicopter when it was targeted by a missile’s guidance system—a normal reaction would be panic. Instead, he joked about the occurrence and said that during this event he simply began to wonder, “Maybe I shouldn’t re-enlist?”

Gibson pointed out, “What they do in the military is life and death—you want to make it home to see your family, you have to follow the rules and pull your weight.” This is an absolute fact. Even in peacetime or non-combat areas, military life can be dangerous.

Training accidents happen, and there is an inherent risk in everything you do when you train for conflict. These environments require constant focus, attention to detail, and the mental discipline to maintain both nonstop over sometimes extremely long periods of time.

In the military, the process of skill mastery is very linear; not doing so is not an option, so a skill is mastered and then you move on to the next one. The patience, persistence, and ability to get results without giving up because something is too difficult is something veterans excel at.

#3: Inclusivity The United States is often referred to as a “melting pot”, and the U.S. military is a true representation as it is composed of all types of individuals from all of its states and territories.

These individuals are taken, trained, and ultimately stationed together with no regard for place of birth, upbringing, religious beliefs, race, etc.

Guillon says, “You are exposed to lots of diversity— old school, new school and everything in between.”

And from Lance Corporal Todd Tucker, “All anyone cares about is—are you pulling your weight? Nothing else matters.” As Gibson pointed out, this exposure to extreme diversity offers a lot of learning potential.

The true core of what builds the unbreakable and lifelong bonds between service members are the sacrifices made for one another whether it be in time, sweat, or otherwise. Veterans will be core members of teams and organizations that successfully include all team members to navigate adversity and will be dependable, steadfast, and determined.

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#4: Applying Skills to the Civilian World After leaving active service, many veterans find that their skill sets don’t easily apply to civilian roles. They often have trouble translating their military experience in a way that is relatable and correctly conveys the right message to a civilian employer. Many roles in the military require learning a skill set that ultimately leads to some level of destructive capability clearly not needed outside of that environment. What civilian employer would find a need for an individual who could retrofit a civilian 747 with high caliber machine guns and high explosives? Or maybe an individual who can navigate their way through a live minefield?

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THANK YOU FOR YOUR SERVICE

The answer: all of them. They just don’t always know it. Any civilian employer should want someone with these skill sets. These skill sets can apply problem solving and critical thinking with a little bit of MacGuyver-ing to make a project successful, even when the road to success is littered with roadblocks.

While the specifics of a skill may be difficult to parallel to the civilian world, what does apply are the base traits that allow service members to learn and master new roles and equipment, or how to “adapt and overcome” when not provided the correct tools for a job.

Ring talked about the organizational skills he gained, “Learning how to organize like the military does can give you a competitive advantage.” Organization can be applied to physical inventory and equipment, but also to processes and people. Good organization of people can often equate to well-developed leadership skills, which in turn create highly efficient and motivated teams.

Most of our interviewees spoke highly of developing leadership skills that they carried into every aspect of their professional and personal lives after leaving their respective service. Berlanga talked about being exposed to good leadership by “being in difficult situations and seeing people treated the right way.” This made a lasting impact on him, causing him to treat people with care and provide motivation as a hallmark of his leadership style.

The exposure to extreme leadership styles, both positive

and negative, frequently leads veterans to reflect on and refine the methods, making themselves better and more effective as they grow.

Often, veterans encounter difficulties finding ways to express what their skills can translate into in the civilian world. It is hard to accept that military certifications do not directly equate to a civilian equivalent. Frequently a veteran, fresh out of the military, will not understand how to attribute traits and abilities to skills in the civilian workplace. Working with live explosives?

Try “detail oriented.” Proficient at launching aircraft rapidly from an aircraft carrier? How about “excellent communication skills.”

#5: Stereotypes When most people imagine veterans, images of Lieutenant Colonel Bill Kilgore from Apocalypse Now or Gunnery Sergeant Hartman from Full Metal Jacket often come to mind. While you may find those characters among real veterans, the truth often could not be further from the stereotype. Most service members do not operate in direct combat roles and instead perform a wide variety of tasks from repairing airplane engines to programming complex encryptions used for communication equipment. Frequently the first question asked of veterans by civilians is the dreaded, “Have you ever killed anybody?” Berlanga has commonly come across the assumption “that they’ve all been through battle and may have PTSD which is not always the case.” The actual truth is that only about 10% of service members will ever see combat, and the ratio is about 10 people needed to support every one infantryman on the front lines. Tucker stated, “People sometimes think you

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International Parking & Mobility Institute (IPMI) and Veterans in Parking (ViP) are strategic partners dedicated to get esteemed military veterans back to work by helping our members and allies in parking, mobility, and transportation post available positions and find qualified professionals to fill them. Find out more at Veterans in Parking (vetsinparking.com) or visit IPMI’s Career Center to see available postings.

are a racist, redneck, gun toting extremist from rural America. But really everyone served together no matter what their background.” This highlights how far from the truth the first statement is. Ring even pointed out that he eventually stopped highlighting his military career of more than 20 years due to being stereotyped into security roles instead of IT where he wanted to work.

Our interview candidates all expressed a level of frustration with the idea that veterans are all killers, aggressive, crazy, or misguided. They simply want to be judged based on their own character and achievements.

Working With Veterans Working with and managing veterans within your teams can be a challenge without understanding what makes them different. Ring described young veterans as being more receptive and dependable than their peers and requiring a lot less “babysitting.” He attributes that to their having already learned structure, accountability, and timeliness among other factors for success. Tucker also stated that veterans tend to be faster, more efficient, and better able to work in teams, and that these skills come pre-loaded with that veteran into the workplace.

All our interviewees agreed that they were much more easily able to connect and communicate with veteran employees due to the shared experiences and mindsets towards completing the end goal.

Gibson did note, “Sometimes it is civilian non-verbal communications that cause veterans to shut down.

I understand and relate to them. It can be tough, especially for people who have seen combat. Civilians can’t relate to these experiences.”

But as you can see, having veterans as part of your organization can give you an advantage; all you need to do is understand a little about them. And from all our interviewees: You should definitely hire more vets! ◆ STEPHEN LOGAN, CAPP, (CPL, US Army, Combat Medic) is an Operations Manager for LAZ Parking, Ltd. He can be reached at stlogan@ lazparking.com.

BRANDY STANLEY, CAPP, MBA, is Vice President, State & Local Market Development with FLASH Parking and Co-Chair of the IPMI Sustainable Mobility Task Force. She can be reached at brandy.stanley@flashparking.com.

SUSTAINABLE

MOBILITY TASK FORCE MEMBER

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Bridging the Generation Gap Technology’s Transformative Role in Shaping the Parking Workforce

By Kevin Woznicki

Bridging

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the

I

N THE CONSTANTLY PROGRESSING LANDSCAPE of parking, transportation, and mobility, the past five to ten years have resulted in a profound transformation driven by technological advancements and most recently punctuated by the COVID-19 pandemic. The adoption of transportation and mobility concepts and solutions into the parking spectrum has rightfully brought together the entire transportation network, incorporating all users

of the curb – single occupant vehicle (SOV) drivers, delivery drivers, TNCs, transit riders, bicyclists, and pedestrians – and integrating strategies and solutions to create the best experiences possible for users.

From a parking perspective, many communities have reduced their primary reliance on single-space meters and manual enforcement and incorporating cutting-edge solutions like kiosks, payment apps, license plate recognition (LPR), radio frequency dentification (RFID), and even the simple QR code.

These solutions not only complement the existing parking payment option of traditional meters, but they diversify the payment experience for patrons, creating greater convenience and improving parking compliance.

Cities across the U.S. and beyond are now taking a much more holistic approach to their parking and transportation planning to reduce the dependence on SOVs. The integration

of curb management solutions is significantly transforming the overall daily travel experience, opening new opportunities for alternative transportation and mobility options, reducing the need for SOV ownership or at least individual trips, and creating more sustainable and healthy communities. Further, these solutions help better manage and enforce on-street parking and curb spaces like loading zones, increasing turnover, reducing congestion, and improving the safety of all users of the curb.

As technology continues to completely reshape the transportation and parking experience for users, a parallel challenge emerges – the need to revolutionize the parking workforce. Technology is having a profound impact on this

Generation Gap

By Kevin Woznicki

Technology’s Transformative Role in Shaping the Parking Workforce

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BRIDGING THE GENERATION GAP

industry, and it is paramount that we identify and provide opportunities to bridge the generation gap and transform the workforce to meet the demands of such a rapidly changing environment.

The Evolution of Parking Technology and the Parking User The transition from the traditional look of city streets lined with single-space meters supporting street parking operations, to more advanced payment apps and frictionless parking systems reflects a seismic shift in consumer expectations. In response to the public’s demand for touch-free solutions, we have witnessed an explosion of innovative technologies, including LPR, RFID, and QR codes.

For parking owners and operators, selecting the appropriate technologies is crucial for overcoming today’s challenges. AI-based applications offer a realworld connection and empower parking professionals to make informed decisions promptly. Whether it’s optimizing parking guidance to reduce congestion, streamlining payment processes, or enhancing enforcement through data analytics, the right technologies can revolutionize the daily tasks of the parking workforce.

Further, each of these new technologies can deliver a level of data never seen in our industry. This data is vital to us being able to further understand the patterns of patrons of all kinds, how people make their decisions, inefficiencies in an operation, and more, leading to the opportunity to identify and implement policies and practices that can further streamline operations and enhance these experiences.

The rise of Generations X, Y, and now Z has accelerated this change, with their preference for quick, easy, and touchless applications. These generations were either raised from childhood on technology, or at least have grown up during its rapid development, evolving their acceptance and skills at the same pace as the technologies themselves. It started in their personal lives with the development of the internet, smart phones, mobile applications, and more, and has continued to infiltrate every aspect of our experiences.

Parking of course being one of those many experiences.

These advancements not only enhance user experiences but also streamline parking operations, making them more efficient and secure. However, as technology progresses on the consumer end, an

equally significant transformation is required in the parking workforce to ensure seamless integration and sustained success.

Challenges in the Traditional Parking Workforce For decades, much of the parking workforce has been accustomed to what some may consider more mundane tasks like coin collection, manual citation writing, and enforcement methods like booting. The parking management platforms were also often Excel-based, requiring time-consuming manual input. The frontline employees who have performed these tasks for decades have been the backbone of many parking organizations (and the industry as a whole), facilitating essential revenue generating tasks, providing face-to-face customer The integration of service, and keeping parking operations running smoothly. parking guidance, While the objectives payment, and of revenue collection, enforcement, safety, and more, enforcement systems, achieved by these front-line teams for many years continue powered by artificial to be essential, technologies intelligence (AI), brings have evolved to be able to perform many of these tasks. real-time decisionThere has also been a significant making capabilities to generational shift when it comes to the daily job tasks and parking professionals. overall career expectations of today’s young professionals, leading those new to the workforce, specifically parking, looking for jobs requiring less manual labor and exposure to the elements, and allowing for greater creativity, engagement, and technological interaction.

What’s more, the safety risks associated with on-street and off-street Parking Enforcement Officer (PEO) duties have also led to low employee retention and high turnover rates.

Generational Collaboration and Training As technology reshapes the parking industry, addressing workforce dissatisfaction and high turnover becomes imperative. Meaningful career engagement is pivotal for retaining and attracting talent. Fortunately, technology emerges not only as a solution to parking challenges but also as a catalyst for transforming the workforce.

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The integration of parking guidance, payment, and enforcement systems, powered by artificial intelligence (AI), brings real-time decision-making capabilities to parking professionals. Further, as each year passes, new individuals are joining the industry who already have a comprehensive understanding of at least how these technologies work and can hit the ground running to help further develop and implement these solutions for the sectors in which their interests lie. This ranges across those hoping to work in higher education, municipal government, healthcare, transit, and more, or those who prefer to focus on planning, design, technology development, data analysis, and operations.

Bringing together the many generations of parking professionals will be valuable to its future. Those of us who have been here for decades have the benefit of understanding the essential role of parking to the effective planning and management of cities and communities. We have also been intimately involved in the evolution of all aspects of parking including planning, design, construction, and technology advancement. Further, the younger generations bring an extremely vital understanding and proficiency of technologies of all kinds and can bring this knowledge to the table to immediately impact operations, further evolve these solutions, and identify additional opportunities to create the best parking, transportation, and mobility experiences possible.

To fully leverage the potential of technology, the existing parking workforce needs to be equipped with the necessary skills to manage and embrace these advancements. Training programs that focus on enhancing technological proficiency will result in a more satisfied and content workforce. Moreover, increased job satisfaction will mitigate turnover issues, creating a positive feedback loop where technology enhances job satisfaction, and satisfied employees, in turn, become more adept at managing technology.

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These training programs must be dual-focused. It is important to continue to train current industry professionals and workforces to understand these new technologies so that they can not only continue to perform their duties effectively, but also so that they feel comfortable in their daily work activities and don’t become discouraged to the point of leaving the workforce and taking their vital industry knowledge and expertise with them. Further, it is important to provide younger or newer industry additions with the parking, transportation, and mobility education opportunities so that they understand the foundation of this industry and can apply their knowledge of technology to continue to make advancements.

IPMI has an extensive library of industry education courses that can do just that. And we encourage anyone with new, particularly younger professionals in their organization to make these courses available to them so that they can quickly get up to speed on this important industry.

A technologically adept workforce not only ensures operational efficiency but also serves as a magnet for attracting new talent.

In an era where job seekers prioritize workplaces that offer meaningful engagement and the opportunity to work with cuttingedge technologies, the parking industry stands to benefit from showcasing its commitment to innovation. A skilled and satisfied workforce will not only meet the current demands of the job but will also be well-prepared for the ongoing technological evolution.

Investing in the Future The evolution of technology in the parking industry is inevitable, reshaping user experiences and operational processes alike.

The generation gap within the parking workforce presents both challenges and opportunities. By embracing technology as a solution, the parking industry can bridge this gap, creating a workforce that is not only adept at managing the demands of modern technology but is also satisfied in their roles.

As the industry continues to evolve, the synergy between technology and the workforce will play a pivotal role in shaping the future. Investing in training programs, selecting the right technologies, and fostering a culture of innovation will not only address the current challenges but position the parking workforce to thrive in an era of continuous technological advancement. The path forward lies in recognizing technology not just as a tool for improving parking processes but as a catalyst for transforming the very fabric of the parking workforce. ◆

KEVIN WOZNICKI is Principal of ParkTrans Solutions, LLC. He can be reached at kevin@parktrans.us.

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S E R V I NDO GNOT A DELETE S THE

INTERIM Serving as the Interim Is it the Right Decision for You?

By Jeff Barnes, CAPP

Is it the Right Decision for You?

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By Jeff Barnes, CAPP

W

HEN MY PREDECESSOR RETIRED, I was asked to serve as Interim Director

of Parking Services while the administration worked to fill the position permanently. I thought it was the right decision for me, as I wanted a shot at becoming the permanent Director of Parking Services. After spending 19 months as the Interim Director, I did in fact get the position. I would like to share some lessons I learned through the process, hoping it will help you make an informed decision if you are ever asked to serve in an interim capacity.

When presented with the opportunity, I felt accepting the position of Interim Director would give me a leg up on other candidates applying for the position.

Throughout my time in the position, I learned that there are several things you should consider when deciding to accept an interim position.

Two for the Price of One? Generally, you will be assuming two job duties. This means you will have several more items on your plate than you do in your current role; most likely you will have more meetings, more projects, more employees to supervise. If presented with an interim opportunity, you must not be afraid to ask questions: can you temporarily assign job duties to other individuals? With the increase in duties, can you temporarily increase salaries? It is important to understand if there are other individuals in your department that can help assume some of these duties. Don’t underestimate the added stress that doing two jobs can add to your life! Have a frank discussion with your supervisor, where you should ask if there is a time frame for a decision on a permanent

You are about to play an increasingly important role within your organization and are assuming additional responsibilities.

That should be rewarded.

replacement. This can help inform your decision on how and to whom to assign tasks, and what you can assume yourself while serving in an interim capacity.

Then there is the question of compensation.

Typically, there is usually a salary increase when assuming these positions - negotiate appropriately! Ask the right questions about what happens next: If I’m not chosen for (or don’t want) the permanent position, will I go back to my position and salary? ● What is the outlook for a permanent salary increase? ●

These can be tough discussions, but you need to have them. You are about to play an increasingly important role within your organization and are assuming additional responsibilities.

That should be rewarded.

Expectations

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If you are accepting the interim position with intentions to apply for the permanent position, this can be a stage to prove you have the skills necessary to do the job.

That said, you need to be very clear on expectations. What does your supervisor want you to accomplish? Is the expectation that you maintain a healthy status quo, or can you make strategic improvements? Can you implement processes or get a key project running during your interim tenure?

Clear expectations and the ability to communicate freely about both what you want to do and what they expect you to do are key. It may also give you some insight into what they are looking for in the permanent position.

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SERVING AS THE INTERIM

Instead, push forward on the path you know to be right; if a new director is chosen, they can pick up where you left off or choose their own path. Don’t let that fear deter you from what you know to be the right approach.

Don’t Let the Pressure Change Your Path

Clear expectations and the ability to communicate freely about both what you want to do and what they expect you to do are key.

As an example, one of the challenges we were experiencing in my department was parking fees.

Raising fees or making other large financial changes while serving as an interim can be tricky. One the one hand, if it is going to be a hotly contested issue it can be a proving ground for your abilities to lead and work successfully with multiple stakeholder groups. Conversely, if not handled well or if not clearly communicated with leadership, it can also act as a mark against you in the hiring process. So, choose your battles well!

Your Competition You should be prepared to compete for the permanent position. As the interim, do the best job possible, and implement the plan discussed with your supervisor. Be visible and impactful in meetings, and make sure your colleagues know who you are. More than likely, if there is a formal search committee for the position it will be comprised of people you often meet with. Have a plan to move the department forward and be able to discuss it.

Don’t be afraid to move down a path. You’re in charge move the department in the direction you think it should go, following the parameters we previously discussed. You have experience and internal job knowledge that outsiders don’t, you know where the department has come from and where it’s been heading - take advantage of that!

I was concerned that if I wasn’t chosen, a new director might undo any progress I’d made, so I didn’t push for changes. It was mentioned during my hiring process.

As you move into an interim leadership position, you may feel pressure from people that you previously did not have. As the Assistant Director, I was the person getting things done, much more involved in the operations side of the equation than the leadership.

As the Interim Director, I had less time for that. The director is expected to have less involvement in the day-to-day work and spend more time planning for the future. Being the interim may help you to transition into that side of leadership and allow you to make decisions that are good for the department without actually being responsible for creating the full plan yet. Less pressure that way! It’s a test run, and as the interim, there is no requirement for you to apply or accept the permanent position. It’s like getting a test drive. You may feel pressure from the staff and various members of campus

You may feel pressure from the staff and various members of campus to apply and compete for the position, but ultimately the decision is yours to make.

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Don’t be afraid to move down a path. You’re in charge—move the department in the direction you think it should go.

to apply and compete for the position, but ultimately the decision is yours to make. If you know you are not going to apply, then you can play an active role in the hiring process as well. There is something to be said for being happy doing the job you are doing and not wanting additional responsibilities.

Interim: External Opportunities As my opportunity to serve as an interim leader came from within my own organization, most of my insights have been designed for internal candidates. There are certainly opportunities that exist for an individual from outside of an organization with the proper credentials to be employed as an interim. If no internal candidate exists or if a change is needed in the organization when a leader leaves, bringing in an external person to serve in an interim capacity is often a solution. This individual could seek a permanent position, or instead act as a consultant to fill the immediate need and help find the right candidate through the hiring process. If you are

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considering a position that you are not certain is a great fit, or if you want something less permanent, serving as an interim may be a good solution for you.

It Worked for Me! Serving in an interim capacity can provide valuable insights into a position. While you may know beforehand whether you will seek a permanent position, if you are not certain it can be a practice run for both you and your supervisor. Your time as interim will play a valuable role in your future: you can establish yourself as the right person for the job, or you can play a role in hiring the next leader. It’s not often that you can test out a position without leaving your current one behind, so take advantage of it if it comes your way! ◆ JEFF BARNES, CAPP, is Director, Parking Services for Kansas State University. He can be reached at jbarnes@ksu.edu.

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The Evolution of a Parking Professional Everyone has anhas origin story.story.

This isThis mine.

Everyone an origin is mine.

By IrmaBy Henderson, CAPP CAPP Irma Henderson,

I

T’S OVER 100 DEGREES OUTSIDE as I walk through the air-conditioned doors. The

activity is everywhere, and there are so many more people than I expected. As I take the escalator up to the second floor, I look around. People everywhere are laughing, shaking hands, hugging and greeting each other with such familiarity that it looks like one of my family reunions. Being an innate introvert, I stood there, took it all in, and asked myself, “What have I gotten myself into and what do I do now?” This was my first introduction into the larger world of parking, the 2012 International Parking Institute (IPI) Conference & Expo in Phoenix, Arizona.

Most people in our industry probably have similar stories about the moment that parking stopped being just a job that they do and turned into a more than $100 billion industry, complete with market sectors, operators, consultants, specialized equipment, and so much more.

Not knowing any of this, I stumbled upon this “parking conference” where I thought I could learn a few things and maybe meet a couple of people. As the conference flew by, I was amazed at the complexity of the parking world and left with a desire to be one of those people who were smiling, laughing, and greeting old friends.

I came home and started researching ways I could learn more about the industry and came across the CAPP program. At the time, the program included required classes in aspects of the industry, travel to where the classes were held, and culminated in a test with multiple-choice and essay sections.

In my first class, there were 78 attendees in the room. After 40 hours together, I got to know several people and made a couple of friends. Over the course of the program, several of us ended up taking all of our classes together. Between taking a taxi

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from Ft. Lauderdale to Miami to find a Primanti Bros sandwich, getting stuck in Baltimore because it snowed in Atlanta, and running a 5K in Texas in June—in the rain—we got to know each other very well. Then in 2015, 58 of us walked across the Las Vegas stage to receive our CAPP pins, the largest graduating CAPP class to date.

When I started this journey, I was on the frontlines providing customer service as the Alternative Transportation Manager for University of California (UC) Riverside. By 2015, I had been promoted to the Director of Transportation, Parking, and Fleet Services. I can honestly attribute this achievement to obtaining my

CAPP, and to the support I received from the people I met along the way. My journey to achieve CAPP certification exposed me to different aspects of the industry, assisted me in gaining the knowledge I didn’t even know that I needed, gave me the opportunity to learn from others’ experiences, and enabled me to call on others for recommendations and advice. CAPP certification opened doors, broke down walls, and welcomed me into a growing group of professionals across the nation.

Although CAPP certification gave me the foundation for success, it was networking that opened doors to different opportunities, people, and experiences.

While we all know that networking is good for our career, many of us have a hard time getting it started.

When you are that new person from a small staff of coworkers and you find yourself in the Expo Hall, it can be very daunting. It was for me when I started.

Now, whenever I take someone new to a conference or event, I tell them to expect to get overwhelmed by the people at some point, and to try not to worry about getting all the

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THE EVOLUTION OF A PARKING PROFESSIONAL

information out of it that they can. I believe that meaningful interactions and actionable knowledge is better than the shotgun speed-dating approach. I task my colleagues to learn at least one new thing every day that they can take home and apply. I also want them to come back with the contact information for three people, including the organization they work for, what they do, and one non-work-related bit of information

infrastructure, marketing and informationals materials, and some staff amenities unique to an operation working in extreme temperatures. One of the most impactful pieces of information that we took from that trip is the fact that nugget ice cools water significantly faster and lasts longer than cube ice. It seems like a simple, innocuous thing; however, when staff is working outside in temperatures over 110 degrees for consecutive days, nugget ice becomes a timesaver as field staff can perform their duties longer before returning to the office to refill on ice.

When you have colleagues in the same industry that you can reach out to outside of your immediate organization, you have resources that you can count on to listen to your challenges and ideas, a safe place to share your fears and failures, and, most importantly, people that understand the daily struggles that are unique to the parking and mobility industry.

Early in my career, I had difficulty coming home to my family and sharing the successes and frustrations of my day. While my family could patiently listen to a story about an angry customer, they could not fathom why an abled person receiving a citation for using a disabled parking space could turn into a situation that required police assistance. They can be happy for me for getting a project approved but not fully understand the endless emails, meetings, and presentations involved with putting up some simple metal signs beside sidewalks saying, “Walk Your Wheels.”

Our industry is difficult for others to relate to unless they have

about them. This encourages conversation and interaction.

For me, it’s not a checklist; it’s a starting point. It gives them permission to absorb the experiences at their own pace and, typically, they will come up with several ideas to try out, people to contact for follow-up, and advice on implementing those ideas.

For some, networking is about raising their personal profile and advancing their career. For me, it’s about learning from others and seeing their perspectives, sharing challenges and solutions, and building that professional support system that grows with you. Career advancement opportunities come along the way as you meet people, expose yourself to different situations, and grow.

Thanks to networking, when our campus was looking at upgrading our Event Services operations, we were able to reach out to Arizona State University for insight and that phone call turned into a two-day site visit. Once there, we were not only able to see their event operations, but also their bicycle

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experienced it for themselves, and it is hard to find resources to help advance our knowledge, skills, and abilities. Business management courses, information technology certificates, and sales and marketing seminars are useful tools to pursue in our industry, but knowing how, where, and why they relate and are applied to parking and mobility is the key. It’s like putting together the pieces of a jigsaw puzzle without having the picture as a reference. It’s not impossible, but it can only be accomplished through a lot of time, effort, and probably, a lot of frustration.

There are several resources available in our industry to help in putting those pieces of the puzzle together to help build and shape a person’s career. While IPMI’s CAPP program is one, there are others to consider as well. There are State and Regional Associations (SRAs), webinars, and, most likely, other people in your organization that can assist you in navigating our industry. One of the ways to utilize these local resources is by approaching someone in your network to mentor you or joining a more formal mentorship program, like ones that are offered in some SRAs. Finding a mentor within your local SRA can give you an industry perspective that looks beyond your immediate organization.

Mentorship provides you with someone who can listen to your challenges, offer advice, and help you work through the potential paths forward. People become mentors to share their wisdom and experiences, or to pay back their own early mentorship. Mentors are further along in their careers, are in leadership roles,

and are great resources to help gain knowledge and skills that are needed to advance your career. They are more in tune with the industry, where it is going, and, more importantly, what skills are going to be more useful for the future.

Industry associations are a great way to meet people, and they provide a space to gain insights into where the industry is going and what you are going to need to get there. Associations operate on a foundation of volunteerism and welcome new people who would like to help. Committees and working groups are always looking for volunteers. This provides a different structured way to network and learn. My first volunteer position was on IPI’s Sustainability Committee; although I was new to IPI, as the Alternative Transportation Manager at a university, this was something I could relate to. Every month, I would participate by joining on a conference call with other committee members. The time commitment was very minimal and, in the beginning, all I did was listen and learn. A couple of years later, I volunteered to join the conference planning committee for my local SRA. Again, the time commitment was negligible and I got the opportunity to read and review potential conference session presentations. While some people may think that you have to be in the industry for a while to participate in something like conference planning, you don’t. Every conference planning committee spends time on creating programs and experiences for new attendees. The newest people to an association and the industry can become the expert because they have the best perspective on what new attendees are looking for or need. They can relate to the person asking themselves, “what do I do now?”

My career in parking started out just like any one of our customers. I traveled somewhere new, got to into an unfamiliar environment, and had to look around to figure it all out. It was a simple journey yet it required work on my part, just like successfully parking a car.

All the information I needed, wanted, and was looking for was available to me. I just needed to pay attention.

I looked up to read the signs, chose to ask people for directions, and figured out where I wanted to be. ◆ IRMA HENDERSON, CAPP, is Director of Transportation Services for UC California, Riverside, and a member of the IPMI Board of Directors. She can be reached at irma. henderson@ucr.edu.

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BOOK REVIEW More... True Stories From the Quirky World of Parking

A Review of the Newest Book from

Larry J. Cohen, CAPP Introduction and interview by Isaiah Mouw, CAPP

40

-YEAR PARKING VETERAN

Larry Cohen, CAPP, is back with more stories from the quirky world of parking in his latest book, you guessed it, More…

True Stories from the Quirky World of Parking.

Following the same format as The Quirky World of Parking, Cohen’s latest work provides more than 100 extraordinary, unexpected, or quirky parking stories. He pulls back the curtain on becoming a fan favorite author in the parking industry, and how he ended up on the hit HBO comedy, “How to with John Wilson.”

The book is a delightfully easy read that once again explores an experience that may seem mundane, but can often be extraordinary.

More…True Stories form the Quirky World of Parking maintains the charm and appeal of the first book, while providing a treasure trove of new, delightful stories and parking fun facts.

From quirky encounters with fellow parking professionals to bizarre and heartwarming interactions with parking customers, each story is a testament to the eccentricities of the municipal parking industry.

Was this review written by ChatGPT or a fellow parking professional?

The answer might be found in More…True Stories from the Quirky World of Parking. This book is the perfect gift to a family member or friend outside the industry who wants to better understand the day-to-day interactions and activities parking professionals encounter and perform daily. While some stories are comical and filled with absurdity, others tug at the heartstrings, revealing the touching and sometimes poignant moments that can emerge in the most unexpected parking spaces.

Representing IPMI, I sat down with the author to ask even more questions about the quirky world of parking.

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If a story passed the high standard of what is really quirky, it was book worthy. But many stories that our peers thought were crazy were actually somewhat routine for our business.

—Larry J. Cohen, CAPP

Interview With the Author

thought were crazy were actually somewhat routine for our business. I write about the criteria for a story’s inclusion in the second book!

Interviewer: Isaiah Mouw, CAPP Respondent: Larry J. Cohen, CAPP

Mouw: At what point after finishing your first book did you think, “I’ve got to write a second book!”

Cohen: I never thought there would be a second book! But every day brings new quirky parking stories. I basically keep a file and it started to fill with stories and pictures again, so I said why not, let’s give it another try! Plus, many readers of the first book commented they wanted more stories, so I aim to please!

Had we not had to shelter-in-place during the pandemic do you think you’d be here right now doing an interview on your second book?

That is a great and intriguing question! At this point looking back, our shelter-in-place during COVID-19 sped up the process dramatically, but I think a book was always burning inside. It just would have taken a lot longer to write or I would have procrastinated and said it was something for “retirement” one day.

Yet, I was able to pull off the second book without a pandemic, so I truly surprised myself!

What is your favorite thing that came about regarding writing these books?

The fulfillment of sharing these stories as a cathartic exercise for me and for our peers to share very kind words that they really enjoyed my anointed (by you) “parking cult classic” memoir!

Were there any stories parking professionals shared with you that were amazing, but you couldn’t put into the book?

If a story passed the high standard of what is really quirky, it was book worthy. But many stories that our peers

What story or stories from the latest book even had you thinking this is too good to be true?

From a broad perspective, “too good to be true” is that Hollywood producers are excited that the stories from the books can be the basis for the next Parks and Recreation type series. We’ll see!

From this book specifically, it is that Europe continues to lead the way in mobility alternatives with multimillion dollar bike-only parking facilities as exampled in Amsterdam, and old parking garage conversions to new uses such as a restaurant/hotel as exampled in Barcelona, Spain.

If readers have more quirky or charming stories to tell, how can they get those to you?

Email cohenparking@aol.com or leave a note on my website: ljcohenconsulting.com.

What’s the best way for readers to get their hands on the book?

Both books are always available on Amazon.com.

Most importantly, can readers expect a trilogy?

Today I would say no, but almost every day has a new story for the file. We’ll see how quickly it fills back up and my motivation to publish again. My books take hundreds of hours to complete and is all consuming. It’s an exhausting process.

But as a Hollywood producer trying to make a TV comedy out of these stories says, “Our industry is plentiful of comedy related stories!” ◆ ISAIAH MOUW, CAPP, is President, Municipal at Pave Mobility, and is Past-Chair of the IPMI CAPP Board of Directors. He can be reached at isaiah@pavemobility.com.

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IPMI CALENDAR

2024 IPMI Events Calendar JANUARY JANUARY 10 IPMI Webinar

Turn Panic into a Plan: Stories from Industry Leaders

JANUARY 17 Free Member Chat

Brand & Visibility Opportunities

JANUARY 18 Free Member Chat CAPP

MARCH 13 IPMI Webinar

A kiloWHAT? Mastering the Language of Electric Fueling

MARCH 21 Free Member Chat APO

APRIL APRIL 4 Free IPMI Municipal Member Roundtable

JUNE JUNE 4 Free Member Chat

Conference First Timers’ Orientation

JUNE 9-11 2024 IPMI Parking & Mobility Conference & Expo Columbus, OH

JUNE 26 Free Virtual Frontline Training Communication is Everyone’s Job

FEBRUARY

Virtual Roundtable limited to municipal/ city members.

JULY

FEBRUARY 6, 8, 13 Online, Instructor-Led Learning

APRIL 10 Free Virtual Frontline Training

JULY 10 IPMI Webinar

FEBRUARY 8 Free IPMI Municipal Member Roundtable

APRIL 16, 18, 23, 25 Online, Instructor-Led Learning

APDS Advisor Training

Virtual Roundtable limited to municipal/ city members.

FEBRUARY 14 Free Virtual Frontline Training

Customer Service Drives Customer Experience

FEBRUARY 22 Free Member Chat New Members

FEBRUARY 28–MARCH 1 2024 Leadership Summit Atlantic Beach, FL

MARCH MARCH 7 Free IPMI Higher Education Member Roundtable

Stress: Is it Physical, Mental, . . . or Both?

Parksmart Advisor Training

APRIL 18 Free Member Chat New Members

MAY MAY 7, 9 Online, Instructor-Led Learning

IPMI Smart Transportation Task Force State of Smart Transportation—the Sequel

JULY 18 Free Member Chat New Members

AUGUST AUGUST 14 Free Virtual Frontline Training

New APO Site Reviewer Training

Amplify Company Culture & Employee Engagement with Organizational Rounding

MAY 8 IPMI Webinar

AUGUST 22 Free Member Chat

IPMI Technology Committee Driving Innovation: The AI-Powered Evolution of Parking

MAY 16 Free Member Chat CAPP

Virtual Roundtable limited to higher education members.

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

Awards

SEPTEMBER SEPTEMBER 5 Free IPMI Municipal Member Roundtable

Virtual Roundtable limited to municipal/ city members.

SEPTEMBER 11 IPMI Webinar

IPMI Planning, Design & Construction Committee TBD

SEPTEMBER 19 Free Member Chat New Members

OCTOBER OCTOBER 3 Free IPMI Higher Education Member Roundtable Virtual Roundtable limited to higher education members.

OCTOBER 9 Free Virtual Frontline Training Don’t call us Meter Maids!

OCTOBER 17 Free Member Chat CAPP

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

NOVEMBER NOVEMBER 7 Free Member Chat APO

NOVEMBER 12 Online, Instructor-Led Learning

NOVEMBER 14 Free IPMI Municipal Member Roundtable

Virtual Roundtable limited to municipal/ city members.

NOVEMBER 28 Free Member Chat New Members

DECEMBER DECEMBER 5 Free IPMI Higher Education Member Roundtable

APO Site Reviewer Training - Renewal

Virtual Roundtable limited to higher education members.

NOVEMBER 13 IPMI Webinar

DECEMBER 11 Free Virtual Frontline Training

More than Just a Ride: All Electric First- & Last-Mile Options

Embrace Change—Reinvent Your Parking Program

Stay up to date on industry events and activities!

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

The Leading Credential in Parking & Mobility

CAPP certification opens doors for those who are certified. We are more likely to have a seat at the table and help set the standard for our industry.

Adrienne Tucker, CAPP

Parking Services Manager, City of Manhattan, KS Click here to find out why Adrienne earned her CAPP and how it impacted her career.

STATE & REGIONAL CALENDAR

2024 State & Regional Events Calendar MARCH 7

APRIL 30 – MAY 2

OCTOBER 23–25

New England Parking Council (NEPC) Educational Forum

New England Parking Council (NEPC) Conference & Trade Show

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

APRIL 8–11

MAY 6–9

Texas Parking & Transportation Association (TPTA) Conference & Tradeshow

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

APRIL 16–18

SEPTEMBER 24-27

Pennsylvania Parking Association Conference

Carolinas Parking & Mobility Association (CPMA) Annual Conference & Expo

Somerville, MA

Manchester, NH

Denver, CO

Thackerville, OK

Chatanooga, TN

OCTOBER 28–30 Southwest Parking & Transportation Association (SWPTA) Annual Conference Las Vegas, NV

Hershey, PA

Charlotte, NC

NOVEMBER 5–7 California Mobility and Parking Association (CMPA) Annual Conference & Tradeshow San Jose, CA

PARKING-MOBILITY-MAGAZINE.ORG / JANUARY 2024 / PARKING & MOBILITY 49