Parking & Mobility — February 2024

INTERNATIONAL PARKING & MOBILITY INSTITUTE FEBRUARY 2024

The Changing Face of Transportation

Transportation Demand Management & Evolving Modes of Transit and Micro-Mobility

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I wanted to make sure I provided my organization, our employees and our patients and visitors with the best parking and transportation experience.

The CAPP certification offered me the best tools to provide those experiences.

George Richardson, CAPP

Manager, Parking and Transportation, UF Health Shands Hospitals Click here to find out why George earned his CAPP and how it impacted his career.

INTERNATIONAL PARKING & MOBILITY INSTITUTE FEBRUARY 2024 VOL. 6 / N0. 2

FEATURES

24 30 36 43

Tampa eBike Voucher Program

Providing Sustainable & Reliable Transportation to City Residents

By Austin Britt, MURP

Evolution of Alternatives

The Changing Face of Transportation Demand Management

By Lisa Nisenson and Ravali Kosaraju

Removing Barriers

How an Automated Parking System is Improving Patient Care at Fred Hutchinson Cancer Center

By Michelle Wendler

Modern Management

It’s Not That Complicated

By John McCormick

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FROM THE EDITOR

CONTENTS 3 FROM THE EDITOR 4 BOARD PERSPECTIVE Endless Possibilities

By Tifany Peebles

6 INNOVATION & TECHNOLOGY Unlimited Potential

By Christi Wharton

8 THE BUSINESS OF PARKING Diving into EV Charging Infrastructure

By Jason R. Goldfarb, Esq.

10 ALLYSHIP & EQUITY Leadership in the Practice of Allyship

By Melinda Alonzo, CAPP, with Annika Finney

12 THE GREEN IMPACT Get to the Point

By Victor Hill, CAPP, MPA, and Ben Weber, AICP

14 LEADERSHIP MOMENT Leadership in Four Words

By Fred Bredemeyer

16 PARKING SPOTLIGHT Culver Parking Garage 18 HR PERSPECTIVE The Power of Mentorship in Every Business

By Mimi Darling

19 STATE & REGIONAL SPOTLIGHT PAV and MAPA Announce Merger

WHEN I WAS YOUNGER, I could not

wait until I was 16 and could drive. I grew up in the suburbs of Philadelphia, and alternative transportation was always there. From SEPTA buses and regional rails to our famous “El” subway and elevated line, there were always options. But no matter what form of transportation was out there, the car was king.

The times—they are a-changin’.

Transportation no longer means simply driving a vehicle to get from Point A to Point B. Electric vehicles, active transportation modes like walking and biking, manual and electric scooters, public transportation—the list is constantly expanding. While, for now, cars are still king, we know that alternative modes are taking more and more of our transportation market share.

Among other topics, this issue of Parking & Mobility explores the ever-evolving modes of transit and micro-mobility and the future of multi-modal transportation planning. Transportation demand management (TDM) is one of the most powerful tools in the mobility toolbox for understanding the infuences on transportation decisions, and how we can encourage commuters to use travel infrastructure in more efcient and sustainable ways.

In this issue we hit on a bike voucher program that is providing sustainable and reliable transportation alternatives in Florida, as well as an overview of the future of TDM. We also touch on the endless possibilities of AI in parking, and some of the legal challenges involved in setting up your EV infrastructure.

There is so much to look at on the topic of multi-modal transportation, and we hope to have delivered some actionable content that will keep the conversation going.

As always, we appreciate you traveling this road with us. Drive (or walk, or bike, or bus, or train, or…you get the point) safe!

By Rob Maroney, CAPP

20 ASK THE EXPERTS Which modes of transit and micromobility will have an impact on your organization in 2024?

46 IPMI CALENDAR

Melissa Rysak, editor rysak@parking-mobility.org

48 STATE & REGIONAL CALENDAR

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BOARD PERSPECTIVE

Endless Possibilities The Evolution of Moving from One Location to Another

PUBLISHER

Shawn Conrad, CAE

s.conrad@parking-mobility.org

By Tifany Peebles

EDITOR

Melissa Rysak, CPSM

rysak@parking-mobility.org TECHNICAL EDITOR

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

ADVERTISING SALES AND SUBSCRIPTIONS

Tina Altman

taltman@parking-mobility.org PUBLICATION DESIGN

BonoTom Studio

I

MUST ADMIT, it seems a bit surreal that I have spent nearly three

decades working in this illustrious industry. I think that qualifes me as a lifer. I have seen my share of changes in both parking and transportation. It’s been quite a journey—pun intended.

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.

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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 ofcial expression of policy or opinion on the part of ofcers or the members of IPMI. Manuscripts, correspondence, articles, product releases, and all contributed materials are welcomed

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Living in Louisville, Kentucky, we have traditionally been very limited in our modes of transportation. The automobile, the bus, and the taxi have been the main modes to get around our great city. There has been talk of light rail, but I always felt like that was far-fetched. Like most cities, we have recently seen the emergence of bikes, trolleys, scooters, and my personal favorite mode—walking. Over the last decade, we have witnessed the growth of ride sharing, companies that, via websites and mobile apps, match passengers with drivers for hire more formally known as Transportation Network Companies (TNCs). The addition of Uber and Lyft in our cities has been lifechanging for many, including me.

It will come as no surprise to anyone that the most popular mode of transportation for commuting in the United States for 2023, according to statista.com, remains the automobile with no close second place. Followed by public transportation, personal bikes, and ride sharing respectfully, the resounding preference is still to drive yourself.

This obviously difers drastically depending on the geographic region and country; nevertheless, while transportation has evolved tremendously, it seems that nothing outweighs the freedom, independence, and tranquility of a personal automobile.

Perhaps the most noteworthy change in the automobile over the last decade is driven by the exponential growth in electrical vehicles (EVs), which has more than tripled over the last three years. While adoption of EVs grew from 4% in 2020 to 14% in 2022 according to International Energy Agency, an even larger growth in electrical vehicles was anticipated. This growth did not hit projections due to a myriad of reasons, ranging from the limitation of parts to residual efects of COVID. Projections still call for the growth of electrical vehicles to surge in 2024. The sustainable value is undeniable, and the parking industry had been wisely positioning for this growth.

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Car manufacturers are navigating for growth, and the fnancial incentives and environmental implications have been proven. EVs are continuing to evolve in options, luxury, size, and sleekness.

EVs are likely to be a desirable mode for transporting in an automobile for years to come.

Municipalities have ridden the wave of EV implementation.

I can distinctly remember a Metro Council meeting where I was asked when our city was moving to having all contractors utilize “those” electrical vehicles, to ensure our city was moving toward sustainability. We had enforcement ofcers riding segways, motor scooters, and bicycles to issue citations, all to be more sustainable. Due to liability concerns, all those modes disappeared over time, and we returned the automobiles, now EVs. I’m sure this is true for most municipalities and private entities.

What is next? As technology continues to advance, we are on the precipice of short distance air transport. More and more cities will utilize air taxis. I look forward to the day when transportation mirrors one of my favorite cartoons growing up, The Jetsons. I believe we are not far of from this becoming our

reality. After all, New York City has already seen their frst-ever electric air taxi transporting from JFK Airport to Manhattan.

While to some this may seem very far-fetched—like a pipe dream—I am convinced that this is right around the corner for many cities. We would expect to see this technology in more heavily populated areas frst; it may never reach rural areas.

Moving from one location to another has endless possibilities.

After all, who would have ever believed that people could go to the moon by day and return safely to their home by night? As in the past, I think it is even more imperative for our profession to stay on the cutting edge of technological advances, how they can enhance mobility and parking, and how it can improve the day-to-day lives of people that are simply trying to commute from one destination to the other safely and efciently.

I’m here for it—today, tomorrow, and in the decades to come. ◆ TIFFANY PEEBLES is a Senior Account Manager with ParkMobile, a member of the IPMI Board of Directors, and Co-Chair of the IPMI Education Development Committee. She can be reached at tifany.peebles@parkmobile.io.

EDUCATION DEVELOPMENT COMMITTEE MEMBER

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INNOVATION & TECHNOLOGY

Unlimited Potential Understanding Where Artifcial Intelligence Meets Parking

T

By Christi Wharton

HERE IS A LOT OF BUZZ in the parking industry regarding Artifcial Intelligence (AI). Visiting with many

in the parking industry about AI, people had reactions that varied from fear to cautious acceptance to enthusiastic support.

Whether you love the idea of AI or hate it, it is here and is becoming mainstream in many industries, including parking, and there is a lot to learn. Let’s start with some terms that will help us understand it a bit better.

Terms like AI and machine learning are often used interchangeably, but it is important to understand the diference.

AI models often require machine learning to function efectively, as machine learning focuses on developing algorithms and models to enable computers to learn and make decisions from data. AI, in turn, uses machine learning techniques to perform various tasks. So, you can’t have AI without machine learning.

As Dr. Manos Chatzopoulos, CEO of ParkZen, explains, “Machine Learning is the process, and AI is the outcome.”

Cardinal Tracking CEO Steve Leuschner says, “AI is good at things the human brain is not and is an incredible assistive technology for time-consuming tasks that deal with volumes of information and data.”

The world of AI is changing rapidly, providing great opportunities for improving efciency, reducing costs, enhancing customer experience, and optimizing space utilization.

Thinking about how you can implement AI in your operation? Let’s explore some of the ways AI is changing the parking industry:

1. Smart Parking Systems AI can power smart parking systems that use real-time data to guide drivers to available parking spaces, reducing the time spent searching for parking spots. Sensors, cameras, and data analysis can help monitor parking lot occupancy and provide live updates to drivers through mobile apps or electronic signage, reducing trafc congestion and improving trafc fow.

Emphasizing how AI facilitates a seamless parking experience, Dr. Chatzopoulos says, “AI empowers drivers to quickly locate available spots, eliminating the need for aimless searching.

AI is used to predict parking availability and optimize search routes, particularly in large, organized settings like airports and universities. This capability eases current parking woes and is crucial in the broader vision of smart mobility and smart cities.”

2. Optimized Parking Space Allocation AI algorithms can analyze historical data and current patterns to optimize the allocation of parking spaces, which includes predicting peak demand times, identifying underutilized areas, and adjusting parking prices dynamically to incentivize drivers to use less crowded locations.

3. Automated Payment Systems AI-driven payment systems can automate the payment process, eliminating the need for manual ticketing and cash transactions. License plate recognition technology can identify vehicles entering and exiting the parking area, allowing for seamless, contactless payments. This use of AI streamlines the parking experience. No more stopping at a ticket booth, searching for change, or waiting in line to pay.

According to Mike Nesselrodt, Senior Public Safety Manager at ComSonics, a Genetec Unifed Elite Partner, Genetec uses its machine learning core (MLC) in its LPR products, so the recognition of characters on license plates improves as the machine “learns” through frmware updates and continuously improves its accuracy.

4. Parking Violation Detection AI-powered cameras and image recognition can identify parking violations, such as vehicles parked in nondesignated areas or exceeding time limits. Automated enforcement can improve compliance and free up personnel for other tasks. Using AI in this manner can improve the parking experience with a smoother, more efcient parking process.

5. Trafc Flow Optimization AI can analyze trafc patterns and predict congestion, allowing parking operators to adjust entry and exit routes in real-time, leading to smoother trafc fow and reduced gridlock around parking areas. This reduces frustration, saves time for drivers who can avoid trafc delays, and allows people to reach their destination faster.

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6. Predictive Maintenance AI can monitor parking equipment and infrastructure, such as payment machines and entry barriers, to predict maintenance needs accurately. This proactive approach helps prevent breakdowns and ensures better overall operational efciency, cost savings, reduced downtime, improved safety, enhanced customer experience, and optimized resource allocation.

vandalism, it can immediately trigger an alert that can be sent in real-time to security personnel or integrated with the facility’s security system.

At the 2023 Florida Transportation and Parking Association (FTPA) Conference, Thomas Hartley of Florida International University explained how FIU has used AI surveillance as a suicide mitigation tool at one of their garages.

7. Customer Service and Support

10. Data Analytics and Insights

AI-powered chatbots can provide customer support, answer frequently asked questions, assist with payments, and handle general inquiries, improving customer satisfaction and reducing the burden on human customer service agents.

While it may be nice to talk to a live person, the AI Chatbots can ofer round-the-clock availability and efcient handling of common inquiries, making for a more efcient and efective customer service operation.

AI can process vast amounts of data collected from parking operations to provide valuable insights for parking facility owners and operators, including identifying trends, demand patterns, revenue optimization opportunities, and potential areas for improvement.

AI’s capacity to analyze parking-related data provides valuable information that empowers parking facility managers and owners to make informed choices.

8. Environmental Impact Reduction

Final Thoughts

AI can contribute to environmental sustainability in the parking industry by optimizing parking space allocation, promoting carpooling, and encouraging the use of public transportation through integrated information systems. This can play a signifcant role in reducing environmental impact and promoting eco-friendly transportation options.

The potential of AI in the parking industry extends far beyond what this article has explored. By harnessing AI technologies, the parking sector can undergo a profound transformation, becoming more efcient, customer-friendly, and environmentally conscious.

This transformative journey holds immense promise, benefting not only parking facility operators but also users and the broader environment. The integration of AI is paving the way for a future where parking is not seen as just a necessity but as a seamlessly integrated, sustainable, and user-centric aspect of urban mobility. How will you use AI in your operation? ◆

9. Security and Safety AI-based video surveillance and analytics can enhance security in parking areas by detecting suspicious activities, monitoring vehicle movement, and alerting security personnel in case of potential threats.

AI-based video surveillance cameras installed in a parking lot can continuously monitor the environment. When the system detects suspicious activities, such as unauthorized individuals loitering around vehicles, attempting theft, or engaging in

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CHRISTI WHARTON is Regional Account Manager with Cardinal Tracking. She can be reached at cwharton@ cardinaltracking.com.

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THE BUSINESS OF PARKING Legal

Diving into EV Charging Infrastructure

By Jason R. Goldfarb, Esq.

A

S THE GLOBAL SHIFT TOWARDS sustainable transportation gains momentum,

the demand for electric vehicle (EV) charging infrastructure is surging.

Property owners, managers, and investors fnd themselves at the crossroads of an opportunity to contribute to environmental sustainability and to generate additional income by hosting EV charging stations.

There is no one-size-fts-all for EV charging infrastructure, nor is there a single optimal business model.

Despite the loudest voices in the news about the “dramatic” drop in EV sales, the market isn’t falling of a clif anytime soon. The slowdown in the pace of sales is currently a function of two things: 1. Tax incentives that artifcially infated market demand and the sunsetting of those incentives 2. Early EV adopters already rushed to buy the frst batch of EVs. The slowdown we are seeing is a natural market correction due to economics 101—supply and demand.

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The good news is that the U.S. recently surpassed over one million EVs on the road, and the market is still growing at over 25% a year.

Admittedly, one million cars are a small fraction of the 300 million or so gasoline cars on the market, but one million and growing strong is still quite impressive. Rivian recently took a 50-year lease on their factory in Georgia, BMW stopped producing gasoline engines in one of their largest factories to make room for EV production. Hyundai added 25% EV production capacity, and Toyota made an $8 billion bet on U.S. battery production.

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EVs represent an amazing technological leap inmobility, but without the underlying real estate supporting the EV charging infrastructure, they wouldn’t exist.

McKinsey & Co. recently reported, “By 2030, The United States will need about 28 million (charging) ports to meet demand for zero-emission passenger vehicles.” A tremendous opportunity awaits if approached correctly.

Your cellphone is an incredible piece of technology, but the entirety of the cellphone ecosystem would not exist if not for the underlying real estate supporting cell phone towers, rooftop installations, and fber runs. The electric vehicle industry isn’t any diferent.

EVs represent an amazing technological leap in mobility, but without the underlying real estate supporting the EV charging infrastructure, they wouldn’t exist either.

Embarking on an EV charging venture requires a thorough understanding of local regulations, zoning codes, permitting requirements, and a variety of other legal and contractual considerations that must be navigated to ensure a smooth, and legally compliant deployment.

Not all properties are created equal in terms of hosting EV charging stations. Property owners must assess their property’s capacity to support the additional electrical load required, and to plan for potential upgrades to accommodate charging stations efectively. More often than not, starting from a clean slate, with a property not yet developed, is going to be an easier ft than trying to retroft an existing development that may present too many complications.

Beyond local incentives, property owners, developers, and managers, must explore federal and state-level programs designed to promote EV charging infrastructure. These programs may ofer tax credits, grants, or other fnancial incentives that enhance the overall return on investment and can often make a signifcant impact on capex expenditures.

Engaging with local utility companies is also critical.

Understanding their requirements and exploring incentive programs, such as grants, rebates, or reduced electricity rates, can signifcantly impact the fnancial viability of the project.

Proft potential in the traditional sense isn’t necessarily a quick slam dunk, but more of a longterm game. EV charging companies ofering to pay property owners rent for the privilege of using their property for EV charging infrastructure are few and far between. What’s more common is some form of revenue sharing, but the proft is driven by utility rates at any given time of day/week, and the monthly cost of EV charger maintenance. While generating direct revenue is often (and should be) a primary objective for most property owners and investors, EV charging stations can also enhance your property value, attract environmentally conscious EV-owning tenants, and serve as an important amenity for tenants while contributing to corporate environmental eforts.

If you know to ask, there are additional ways to improve your ROI with or without receiving rental payment from the EV charging company. Ofering free charging as an amenity to your tenants doesn’t preclude you from charging a fee to the public for use of the same equipment. You can also earn revenue from integrated advertising on some charging stations and monetize the data. Don’t be bashful; ask how else you can improve your ROI. Finally, no two property locations are the same, and deploying EV charging infrastructure isn’t any diferent. Equipment, business terms, legal structures, utility rates, and usage are going to be diferent everywhere. Multiple gas stations at the same intersection or Starbucks cofee shops in the same neighborhood, each serve a diferent customer base and present unique opportunities and challenges.

If you are getting ready to dive into EV charging infrastructure, it’s critical to remember that the best approach is the same as you would use for deploying any other real estate infrastructure asset. It’s all about location, location, location. And ROI. ◆ JASON R. GOLDFARB, ESQ., is an attorney at Falcon Rappaport & Berkman LLP. He can be reached at jgoldfarb@frblaw.com.

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ALLYSHIP & EQUITY DEI Focus

Leadership in the Practice of Allyship

By Melinda Alonzo, CAPP, with Annika Finney

L

EADERSHIP ROLES ARE CONSTANTLY EVOLVING and require both adaptability and

a deep understanding of the people we lead and serve. In the practice of Allyship, leading by example, fostering diversity, and amplifying underrepresented voices are a few keys to inclusivity and equity.

We cross paths with our team members every day and often have no idea what challenges they must overcome to show up at work, for their families, and for themselves. While we obviously know much more about our co-workers than our customers, we do not necessarily know all the personal challenges they face, particularly if they are a member of a marginalized group. Our team members perform their tasks and engage with their supervisors and co-workers to deliver quality service to our customers. In doing so, all of us have a desire and right to be seen, understood, and respected. How do we as leaders show up for all of our team members in the important endeavor of equity and inclusion? One important avenue is through allyship: the practice of actively supporting and advocating for marginalized groups.

Cisgender, or simply cis, is an adjective that describes a person whose gender identity aligns with the sex that they were assigned at birth.

In late 2022, a member of our team disclosed a very personal journey and a request for understanding and support. At that time, I had known this dedicated individual for more than eight years. He presented as a cis male who was now sharing that she is a transgender female, Annika Finney.

I recall my reaction; I was incredibly moved at her courage and bravery to share her truth. I could not wait to meet with her, assure that she would be supported

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in a way that best suited her needs, and most of all, share my happiness for her in what I imagine has been a challenging journey thus far.

Annika and I have had subsequent discussions surrounding Allyship, what that support looks like, and how to improve this amongst our team. With that, I encouraged Annika to share her voice and perspective on key things that have been impactful to her and others.

Creating Safe Space, Language and Ongoing Education Creating safe space involves active listening without judging, respecting confdentiality, and using inclusive language. As a leader - or anyone for that matter - we can act through public advocacy and intervening when we witness discrimination and inequities to reinforce a safe environment for potentially marginalized team members. This is essential to the overall health of our team members which can have a positive impact on any organization.

Language and how we use it are the building blocks of all communication. Certain terms and familiar phrases can have a negative impact. When “sir” or “ma’am” are used incorrectly, to the individual it is a reminder how they do not conform to the societal image of their respective gender. Using more gender-neutral terms like “pal”, “friend” or “folks” are more acceptable. We learned in a previous column in Parking & Mobility by Kat Kibben about the importance of pronouns (e.g. They/Them, He/ Him, She/Her) and how when used correctly these identifers can positively impact safe space and inclusivity. In addition to gendered terms, other

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Annika Finney: Undergoing my gender transition at the workplace completely changed the perspective on Allyship. Often times, leaders will think of big picture topics and look at trainings and materials but support really starts with the small things such as being very intentional with words and actions. For example, a single occurrence of being mis-identifed, whether by an old name or the wrong pronouns, does not cause much disruption to my day but each occurrence has a cumulative efect. This can build up so much that by the end of a day, my mental health can be adversely afected, sometimes for more than just that day. As leaders, we do not want to add to the stressors of our teams where we spend much of daily lives, year after year. Here, we discuss some of the simple changes that can have lasting efects to remove barriers to create a positive culture where everyone can fourish.

phrases are used regularly within current society such as “that’s insane” or “that’s crazy.” These unassuming statements can help perpetuate stigmas about mental illness and those who struggle with this. Using a statement like “that’s wild” instead can achieve the same result without the stigma attached. Learning to be more mindful and intentional with the language we use can make a signifcant diference to the way we are perceived by others.

An important and necessary step to help create a safe space for our teams is knowing where to access available resources for ongoing education. Annika was instrumental in working with the Arizona State University HR Department, which was in the process of launching a new series of workshops called Sun Devil C.O.D.E. This program was created to foster a more inclusive, accepting, and afrming experience for our university community. This specialized training ofering was geared toward educating our division and department leaders on the many ways to support members of the 2SLGBTQIA+ community and gain a deeper understanding of terms, language, and to provide clarity on the misconceptions that exist. All staf in a supervisory or leadership role attended the sessions that provide ongoing resources as needed. This program was designed to help further discussions and improve interactions within teams and in the daily interactions with customers and community.

In Conclusion

2SLGBTQIA+ is an acronym for two-spirit, lesbian, gay, bisexual, transgender, queer and/or questioning, intersex, asexual, and the plus refects the countless afrmative ways in which people choose to self-identify. learning how to model by example with the language we use, and by simply honoring every individual’s journey by creating a safe space to be themselves. Everyone benefts when people are respected and allowed to show up as their authentic selves and to that end, it is imperative for leaders and teams to learn the practice of Allyship in eforts to forge new and inclusive norms. ◆ MELINDA ALONZO, CAPP, is Sr. Director of Parking and Transit Services for Arizona State University, and a member of IPMI’s Allyship & Equity Advisory Group. She can be reached at melinda.alonzo@asu.edu.

ALLYSHIP & EQUITY ADVISORY GROUP

MEMBER

ANNIKA FINNEY is Assistant Manager of Event Operations, Parking and Transit Services for Arizona State University. She can be reached at annika.fnney@asu.edu.

Leaders and team members alike can better prepare to support their teams as allies by gathering and sharing resources,

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THE GREEN IMPACT

Get to the Point Linking Multimodal Connections

I

By Victor Hill, CAPP, MPA, and Ben Weber, AICP

N OUR PRACTICE AS PARKING AND TRANSPORTATION PLANNERS, the most common

argument against reducing parking requirements and making driving incrementally less convenient is that “our city just isn’t set up to get around any other way.”

And that’s usually true.

But we still need to work toward more sustainable, enjoyable, and afordable places. That starts with investing in other ways of getting around. Many parking studies metastasize into broader mobility plans, precisely because communities are interested in linking parking reform to providing alternative transportation.

Commonly we see support for walking, bicycling, transit, and other ways of travel ofered only begrudgingly—seemingly with a sort of “driving for me, bussing for you” attitude. Public transit gets panned as dirty and slow. Riding a bike is rejected because it is considered unsafe and impractical for today’s high-octane, on-the-move families. Regardless of the reasons for dismissal, these modes of travel are relegated to the perilous sounding “captive user”.

Our contention is that this attitude is wrong. New means of travel are emerging regularly, and classic options such as a bus journey or going on foot are improving every day in ordinary communities. These modes of transit ofer legitimate options for an increasing number of people to satisfy a wider range of travel needs.

Personal vehicles ofer unrivaled, direct point-to-point connections, but with tremendous personal and social costs such as purchasing, fuel, insurance, emissions, noise, congestion, and on and on. Walking, biking, taking transit, and other modes reduce many of these costs, but often at the expense of a slower, less direct trip. Properly built—with bus priority, protected bike lanes, and the like—these modes can start to become more timecompetitive. The next trick is to seamlessly link multiple alternatives modes together to provide connection options. Yes, it usually requires walking and a light rail ride, or scootering from a bus stop, to get to your destination. How do we reduce the barriers between these intrinsically co-dependent modes?

Seamless trip planning and payment is the key to the answer. Nowadays, everyone’s smartphone maps give you step-by-step instructions to walk to the bus stop, catch the bus, connect to a train, and walk from the station. Payment options need to link to all those steps. Los Angeles is one of several cities attempting to promote the use of multiple forms of transportation, without personal vehicles, by ofering a debit card known as a “mobility wallet” to use for specifc transportation modes. The pilot project serves low-income residents and is funded by the city and California Air Resources Board. Relative to the pilot’s success, it could help plant a seed for other cities and even universities to experiment and, potentially, help change attitudes and behaviors.

In areas where buses or other forms of mass transit may not be practical, mobility wallets could help support e-bicycle, e-scooter, or car and rideshare programs.

Universities are frequently challenged to provide convenient parking close to their campus cores, just as cities are challenged with congestion closer to their city centers—all largely due to single-occupancy vehicles.

A mobility wallet could become one way of promoting the use of less intrusive transportation for that last leg of a trip.

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For universities, it could mean an option that guarantees parking, albeit in a remote lot, while taking a shuttle, scooter, or e-bike right up to a preferred academic building. For cities, it could not only have a massive beneft for residents who do not own vehicles, but also for that “last mile” commute that gets you into the heart of the city and right to the curb of the intended destination. A shift toward creating dedicated facilities for these newer forms of transit, such as bicycle storage, charging stations, and locker/shower areas could enhance their use both in cities and on campuses.

The notion of not knowing whether these forms of transportation are viable is a dated one. If you’ve ever used Uber or Lyft, you know where your driver is and how long it will take to arrive. Similarly, the same technology can easily be used to know where the closest scooter or e-bike is located, how far out

your bus or subway car is, and when you can expect to arrive.

And isn’t that what we all really want—a more hassle-free way to travel so we can prioritize our time for ourselves, our families, and our work? ◆ VICTOR HILL, CAPP, MPA, is a mobility and transportation planner at Walker Consultants, a member of IPMI’s CAPP Certifcation Board, and the Sustainable Mobility Committee. He can be reached at vhill@walkerconsultants.com.

SUSTAINABLE

MOBILITY TASK FORCE MEMBER

BEN WEBER, AICP, is a curb management, mobility, and parking planner at Walker Consultants. He can be reach at bweber@walkerconsultants.com.

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

LEADERSHIP MOMENT

Leadership in Four Words The Buck Stops Here!

By Fred Bredemeyer

G

UIDANCE ON LEADERSHIP is widely available on the web and digital platforms.

While many of these resources are useful, I value opportunities to hear insights and lessons learned directly from an experienced, established leader. I fnd this the best way to glean a leadership principle or extract a golden guidance nugget by hearing directly from a battle-tested leader.

Interestingly, two of the difcult decisions she described involved extremely controversial matters of international renowned which Reno dealt with as Attorney General, and the third example was about (what else?) difcult parking policy decisions she faced as State Attorney for Dade County (now called MiamiDade County).

The frst two examples she provided were: Accepting full responsibility for her 1993 decision to send the FBI into the Branch Davidian compound in Waco, Texas to attempt to extract their contentious leader, David Koresh. ● Standing by her 2000 decision to follow the law and have a young Elian Gonzalez removed by armed Federal agents from the home of relatives in Reno’s home community of South Florida to be reunited with his father and eventually returned to communist Cuba. ●

WASHINGTON DC, USA—FEBRUARY 11, 1993 President Bill Clinton introduces Janet Reno as Attorney General nominee during a ceremony in the Rose Garden. Vice President Albert Gore standing on the left.

Many years ago, I had the privilege to hear former U.S. Attorney General Janet Reno enlighten a group of aspiring leaders on what leadership meant to her. In one short presentation, she provided three examples of tough decisions she made throughout her career and defned a very simple leadership principle that has stayed with me almost 20 years later: the buck stops here. As a leader—whether it be in the U.S. Attorney General’s ofce or in the boardroom of your parking company—the buck stops with you and your decisions. Personal accountability and responsibility for individual decisions are paramount to strong leadership.

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The Waco raid was a disaster, leaving 76 people dead in a terrible fre, many of them children. While years had passed since the tragic incident, that day, Reno told us, “The buck stops with me.” She also said, “I made the decision with the information I had available and that is what leaders do”.

Right or wrong, her stoicism and her level of accountability and responsibility for a decision with such incredible ramifcations were extraordinary.

The Elian Gonzalez situation, while not involving any loss of life, was one that had many complex facets and implications—especially for Ms. Reno, who grew up in the area, spending much of her career locally as both a private and public attorney. Many felt Elian

SHUTTERSTOCK / MARK REINSTEIN

Be strong and supportive of your decisions and the decisions of those who work for you.

should remain in Florida, but A.G Reno believed the law was clear and he should be reunited with his father—even if it meant sending him back to communist Cuba.

This highly controversial decision played a part in that year’s Presidential election, when voters who resented the Elian Gonzalez resolution strongly shifted parties and the outcome of the national election, because of Florida’s vote count, came down to just a few hundred votes.

Ms. Reno would go on to receive much criticism for this and long after retirement, she would continue to be confronted in public places by angry citizens who remembered her position on this issue. Her response was always the same: “Yes, it was my decision. I made the decision based on the law and if I had to do it all over again, I would make the same decision.”

Finally, as the only parking professional in the room that day, I was surprised to hear her speak of parking as another controversial issue she dealt with while she was State Attorney for Dade County, FL. She went from a major tragedy to an international issue to allocating parking for employees of the State Attorney’s ofce.

As many of us in parking know, allocating and assigning parking for attorneys, doctors, executives, tenants, customers, and others is a potentially confrontational process. With approximately 100 attorneys in her ofce, Reno received many complaints about who parked where. As these complaints made their way through the hierarchy, she instructed her staf to handle them with frm explanations.

She explained to all of us listening intently that as parking complaints escalated, the sooner someone said, “This was my/our decision and we stand behind it,” the sooner they were extinguished.

Ms. Reno’s speech was especially impactful for me because she applied real-world experiences, including an example about parking, to a simple leadership principle. The buck stops here!

The lesson I took from that day was to make decisions with as much information as possible and stand behind them. I have tried to follow that advice throughout my career while leading various organizations and it has proved efective.

One example is when I have been the ultimate decision maker on hiring, promotions, and/or terminations. These decisions are often controversial and require a resolute position to ensure minimal internal quibbling.

As A.G. Reno experienced, parking policy decisions are some of the most sensitive issues for employers, business owners, and patrons. As parking professionals, we often fnd ourselves as the lone advocates for parking charges, rate increases, or more strict enforcement. Upon implementation of these types of policies, it is important to frmly support their enforcement by establishing a clear response when the expected pushback ensues.

This is not to say that you do not admit when you are wrong or when you have made a poor decision, because that will happen. However, taking ownership and responsibility for your decisions is key to a sound decision-making process. Being accountable for both good and bad decisions is important to garner support for future decisions, as well.

You will make a lot of decisions throughout your professional career, and most are likely to be good decisions that sometimes just need a little support.

Be strong and supportive of your decisions and the decisions of those who work for you. When someone questions a decision that was made asking whose idea it was, be strong and say, “Mine! The buck stops here!” ◆

FRED BREDEMEYER is the CEO of PAVE Mobility. He can be reached at fred. bredemeyer@pavemobility.com.

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

PARKING SPOTLIGHT IMEG Corp.

Culver Parking Garage

FIRM NAME: IMEG Corp.

T

HIS 172,588 SQUARE FOOT mixed-use transit-

oriented development (TOD) project is a prime example of how a public private partnership (3P) with a parking garage can be a catalyst for redevelopment. The Town of West New York, New Jersey is located across the Hudson River to the west of Manhattan. Such proximity to New York City resulted in extensive residential development to the east along the edge of the town’s waterfront in proximity to the Port Imperial High Speed Ferry Terminal.

This mixed-use project was the frst large-scale development further west along Bergenline Avenue. An existing 185-space municipal parking lot located between 51st and 52nd Streets was ripe for redevelopment given its proximity to the frst stop on the light rail system from the high-speed ferry terminal. The site is approximately 1/8th of a mile from this light rail station stop.

The project consists of a new eight level, open, precast parking garage and two 14-story residential towers with a total

PROJECT NAME: California Baptist University East Parking Structure PROJECT LOCATION: West New York, NJ PROJECT OWNER: Town of West New York KEY STAFF:

• William Kavanagh, AIA, Associate Principal, Parking Design Lead • Malcolm Bland, PE, Principal, Client Executive • Brian Sherman, PE, Project Engineer

Kavanagh

PROJECT TEAM MEMBERS:

• IMEG Corp. — Prime & Structural Engineer • McHugh Engineering Associates, Inc. — MEPFP Engineer • Sordoni Construction Company — Construction Manager • Culver Construction Management — Developer • Generosus Advisors, LLC — Developer Owner Representative

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

Bland

Sherman

NAG® DESIGN & ART DIRECTION

“This project shows that when you know what you are doing, a parking garage can be designed to ft a tight urban site in an efcient and costefective manner, while at the same time, providing prime development sites around it. This garage unlocked the development potential of this site. It provides necessary parking for the surrounding community, while also increasing housing opportunities and the tax revenues for the Town of West New York.”

—Hisham Sohby, Founder & President, Generosus Advisors, LLC

of 300 units. This new 506-space parking garage is owned and operated by the Town of West New York. The garage consolidated the existing 185 parking lot spaces plus additional public parking and parking for the residents of the two residential towers into a single structure, freeing up land for the two towers to be built.

The functional design of the garage consists of a single helix ramping system with 90-degree parking stalls and two-way drive aisles. The ground foor of the garage has additional height to allow for moving trucks and emergency vehicles to access the buildings as well as be able to drive through the site from both 51st and 52nd Streets.

The exterior garage elevations include pigmented architectural precast panels with a sandblast fnish. In addition, there are additive architectural elements on the more visible parts of the garage facades. The two residential towers will shield most of the parking garage’s mass from being visible from the surrounding streets.

IMEG provided full design, documentation, structural engineering, and parking consulting services for the Culver Parking Garage.

CULVER GARAGE RENDERING: NAG® DESIGN & ART DIRECTION

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

HR PERSPECTIVE

The Power of Mentorship in Every Business

By Mimi Darling

C

HANGE IS HARD, but it is necessary. Like the many seasons in life, organizational change can be

even harder to accept, let alone adapt to. So, we must ask ourselves, how can we cultivate real change? How do we solicit buy-in when it’s so much easier to remain stagnant? How can we motivate employees and provide them with a purpose that is strong enough to foster change?

Well, just think about how you got to where you are today. Throughout each of our lives, we have experienced phases of wavering motivation, external stressors, or specifc circumstances that have prompted us to grow and evolve as people. However, professional growth isn’t so easily attained; it is imperative for organizations to prioritize the development of their staf to achieve their long-term goals. But if it is seemingly that easy, why is change met with so much resistance?

Most of us have had someone in our life that has aided us in becoming who we are today. Whether that person was a supervisor, a peer, or even an instructor, it took that person’s mentorship to guide us toward impactful change. In an organization, there is no greater value than the power of mentorship. Not only can mentorship boost employee morale, but it proactively creates future leaders and a succession plan.

When organizations comprise themselves of leaders that possess the ability to lead, they will be able to enact lasting change.

Why should organizations have a succession plan, and why is that plan so critical to success? Succession planning is a longterm business strategy that aims to identify employees that can assume leadership roles in the future. Typically, these employees are designated as key team members that have the potential to replace the current incumbents as the business grows or as time progresses. In the lay terms of employment, we more often refer to this as our internal “bench” or our “bench strength.”

Succession planning involves building cross-functional teams by cross-training employees to help them develop skills, knowledge, and an understanding of the business. However, it is only through efective mentorship that those employees can eventually succeed their predecessors.

Our primary role as leaders is to ensure employees are set up for success, however success can only be accomplished through positive change. Therefore, if we are not aiming to develop our employees to eventually assume our positions, are we even leading them or are we simply managing?

Efective mentorship is often a partnership that grows

slowly over time between a mentor and a mentee, with both parties nurturing it along the way. For it to be efective, both the mentor and the mentee must gain something from the partnership and commit to the process to achieve alignment with organizational and career goals. While it is typical for “good” mentees to commit themselves to the relationship, it is necessary for “good” mentors to commit their time to the process. As spoken by Daymond John, “Mentors, by far, are the most important aspects of business.”

Where do we start, and how do we determine who should be a mentor? A successful mentor-mentee pairing requires work, commitment, and follow-through from both sides if it’s going to succeed within an organization. These relationships can be sought out through an established program or independently, aiming to accomplish set goals at the end of a designated period. Efective mentors typically possess characteristics including an ability and willingness to educate, approachability, loyalty, objectivity, and preparedness. Organizations should encourage those who possess these characteristics to build and maintain long-term relationships if they aim to drive lasting change.

With the right mentorship program, organizations can foster collaborative environments that beneft them as well as their employees. In addition to the benefts of succession planning, mentorship can counter declines in morale, retention, and the quality of their employee performance. Mentorship is the single most important step in the process of executing a succession plan, for without it, the plan will only remain a strategy that can never be executed. Therefore, establishing formal mentorship programs can add the structure and consistency necessary for long-lasting and positive outcomes in an organization. ◆

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

MIMI DARLING is Regional Director for ACE Parking.

She can be reached at mdarling@aceparking.com.

STOCK.ADOBE.COM / CHARLIZE DAVIDS / PEOPLEIMAGES.COM

STATE & REGIONAL SPOTLIGHT Parking Association of Virginias + Middle Atlantic Parking Association

PAV and MAPA Announce Merger

By Rob Maroney, CAPP

T

HE BOARD OF DIRECTORS of the Parking Association of Virginias (PAV) and the

Mid Atlantic Parking Association (MAPA) are excited to announce the merger of the two associations efective immediately. The merger, which was ofcially approved during a joint-board meeting held on October 26th, 2023, had been in consideration for several years. The new association will bring together parking and transportation professionals from the greater Mid-Atlantic area including Maryland, Delaware, Virginia, West Virginia, and Washington DC.

“MAPA and PAV are mirror images of each other,” said Rob Fries, Parking Manager for the City of Virginia Beach, and current President of PAV. “Each organization brings our membership bases together for the common goals of advancing the parking profession and continuing education for membership.

We are stronger together.”

Since 1987, MAPA has supported parking and transportation professionals throughout the region hosting many successful conferences, training seminars, and networking events. Similarly, PAV was founded in 1988 and has a very strong history of hosting their own conferences and events.

Both associations have a diverse and engaged membership base that comes from all parts of the industry including municipalities, universities, transit agencies, airport authorities, hospitals, commercial operators, technology providers, other vendors, and more.

In recent years, the two associations held several successful joint events including conferences, training seminars, and networking events. The joint events received rave reviews from our membership, and we were encouraged to seriously consider a permanent merger. “It was a no brainer to merge,” said Chuck Boddy, Director of Parking Services at the University of Maryland Baltimore County, and current

President of MAPA. “Our memberships overlap, and our geographical boundaries are very similar.

Combining the organizations will allow enhanced educational opportunities for our members with less duplication of programing. It’s a win-win for all.”

During the frst few months of 2024, the joint Board of Directors will be busy fnalizing the merger. Key aspects of the transition include: Establishment of new by-laws which will defne all aspects of the association including the makeup of the new board members, election criteria and terms of service. ● Consolidation of all business functions including legal, tax, banking, and accounting functions. ● Planning the initial events calendar including the Annual Fall Conference as well as other training sessions and networking events. ● Naming and branding of the new association, as well as the development of a new website, marketing program, and membership outreach. ●

For more exciting details on the merger or to get involved with the new MAPA/PAV Association, please contact Rob Maroney, CAPP at RMaroney@ LAZParking.com. ◆ ROB MARONEY, CAPP, is Vice President, Government STATE & and University Services for REGIONAL LAZ Parking, a member of the ASSOCIATION COMMITTEE IPMI State & Regional MEMBER Association Committee, and current Secretary for the Board of Directors of PAV. He can be reached at RMaroney@LAZParking.com.

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

ASK THE EXPERTS

ASK THE

Which modes of transit and micro-mobility will have an impact on your organization in 2024?

EXPERTS Transportation no longer means simply driving a vehicle to get from Point A to Point B. Electric vehicles, active transportation modes like walking and biking, manual and electric scooters, and public transportation continue to grow in use.

Which modes of transit and micro-mobility will have an impact on your organization in 2024?

Gabe Mendez, CAPP

Jennifer I. Tougas, Ph.D.

Director of Transportation Operations UW-Madison Transportation Services Public transportation and biking remain the two most impactful alternative modes that our campus community utilizes to, through and from campus daily. We recently partnered with our city partner to improve our on-campus shuttle program by receiving federal funding for 60’ articulated EV buses to increase capacity. Additionally, with us both maintaining Platinum Bicycle Friendly status it makes it easier for folks to choose biking as their daily commute option.”

AVP Business Services Western Kentucky University The instability in the micro-mobility market is afecting us directly. Last year, we had a service that was very popular with students, but the vendor was acquired by a European company and ended operations abruptly. We’ve also seen a major player declare bankruptcy, which has put our eforts to replace the service on hold until the market stabilizes.

We’ll incorporate the service into a broader transportation master plan discussion.”

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Ali Barsamian Vice President of Marketing Populus

Christina Jones, CAPP, MBA

We anticipate heightened pressure on the public right-of-way from the continued surge in goods delivery and new modes of transportation, such as autonomous vehicles and shared bikes and e-scooters, continue to rise in popularity. The focus in 2024 will be to empower cities with the tools and innovative solutions required to make data-driven decisions and ensure efcient management of streets and curbs for a more sustainable and interconnected transportation landscape. We believe industry datastandards, such as the Mobility Data Specifcation and Curb Data Specifcation, and GPS data from connected feets will be at the center of it all. The future of parking and mobility data will be characterized by advancements in these areas.”

Management Analyst, Transportation Services City of Iowa City After the launch of our fare-free transit pilot program last year, in 2024 we are evaluating the program’s efcacy in meeting its goals to improve access to safe, afordable, reliable, and sustainable transportation. This will inform the City’s decision on whether to continue the program for the foreseeable future, which is anticipated to change the composition of our funding, the technologies used in our revenue vehicles, and result in other social and economic impacts throughout the community.”

Emily Kwatinetz Principal Dixon Resources Unlimited

Perry H Eggleston, CAPP, DPA Executive Director, Transportation Services UC Davis The University of California at Davis has been known for its bicycle-friendly campus design. Decades of infrastructure investment are based on providing bike paths and parking areas, and recently, we have experienced an explosion in the number of electric scooters, not just replacing the use of bicycles but also used by those who drive their car to campus or ride transit.

We forecast a world where inexpensive electric scooters and/or bikes will replace traditional bicycles or pedestrians.

How will campuses handle these increased demands on an infrastructure based on decades of traditional bicycles?”

The trend of waiving parking minimums for denser, more afordable housing is often solely focused on proximity to transit and fails to consider the essential need for adequate pedestrian infrastructure to access the transit service.

Increasing housing density alone does not solve for walkability, and people living in car-captive areas often still rely upon a car to get to jobs and essential services.

Focusing on walkability is key!”

PARKING-MOBILITY-MAGAZINE.ORG / FEBRUARY 2024 / PARKING & MOBILITY 21

ASK THE EXPERTS

Jonathan Wicks, CAPP Project Manager Walker Consultants Look to the skies in 2024 as elevated automated people movers connect LAX airport’s central terminals to of airport rental car/ ride share facility and new LA Metro light rail connection, the K line. A few miles east along the K line, federal approvals recently funded $1 billion for a people mover to connect NFL and NBA stadium entertainment districts in Inglewood to light rail in advance of the 2028 Summer Olympics in LA.”

Wady Burgos, CAPP Parking & Transportation Demand Management Coordinator City of Westminster, CO E-bikes are a particular mode that is proving attractive to a wider range of users in our communities. With an appeal that goes beyond just the ‘last mile’ or micro-mobility programs of the past, as well as the boost from rebate programs at the state level, we are seeing more individually owned electric bikes in our neighborhoods. We continue to work with multiple organizations in the region to promote and encourage residents to gain the freedom of an electrifed bike ride.”

Amanda Sawyer Councilwoman City and County of Denver To reduce our collective carbon footprint and increase equitable access to transportation, mobility must evolve in growing cities like Denver. It’s not about adding vehicles. It means strategically and smartly adding bike lanes, micro mobility options like e-bikes and scooters, walking paths, ride share opportunities, expanding bus routes in addition to vehicle electrifcation are critically important initiatives.”

Maria Irshad, CAPP, MPA Deputy Director ParkHouston Houston, a traditional, carcentric city, is building a more sustainable future. In 2019, voters overwhelmingly approved funding $7.5 billion in transit projects. The city is building 1,500 square feet of dedicated bike lanes, and we are concerned with curb allocation—but not to the beneft of single occupancy vehicles. Curb parking is being replaced with dedicated bike lanes, expanded sidewalks and transit only lanes. As an organization, we fully support these eforts.”

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 refect the opinions and viewpoints of the International Parking & Mobility Institute or ofcial policies of IPMI.

22 PARKING & MOBILITY / FEBRUARY 2024 / PARKING-MOBILITY-MAGAZINE.ORG

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City of Tampa

Providing Sustainable & Reliable Transportation Tampa eBike Voucher Program to City Providing Sustainable & Reliable Transportation to City Residents Residents

By Austin Britt, MURP

24 PARKING & MOBILITY / FEBRUARY 2024 / PARKING-MOBILITY-MAGAZINE.ORG

By Austin Britt, MURP

T

AMPA IS FLORIDA’S THIRD LARGEST CITY, with a population of nearly 400,000. Being

on the Gulf Coast in the middle of the Sunshine State, Tampa and the Bay Area have seen rapid growth over the past ten years and forecasts are predicting even more growth in the future. Growth of a city does not come without its challenges, however. In the past fve years there have been more than 1,500 crashes within the City of Tampa, with reported serious injuries and more than 300 crashes involving fatalities.

As a response to these statistics, the City of Tampa, through the leadership of Mayor Jane Castor, decided to join the Vision Zero Network (in 2020) and become a Vision Zero City with the goal of eliminating severe injuries and fatalities on our roadways. While not directly a Vision Zero project, the City of Tampa’s eBike Voucher Program was designed to be one tool in the city’s belt to begin addressing the high crash statistics on our roadways.

The City of Tampa’s eBike Voucher Program launched in Spring 2023 with a program funding of $170,000.

Support for the program came through a partnership between the City’s Parking Division and the Sustainability and Resiliency Ofce to provide 180 vouchers for City of Tampa Residents to reduce the upfront cost of purchasing

an eBike. The program was designed around seven main goals: 1. Reduce the number of internal combustion engine vehicles on Tampa roadways.

2. Reduce the City of Tampa’s greenhouse gas emissions.

3. Provide an incentive to adopt micromobility transit.

4. Improve bike safety within the City of Tampa.

5. Encourage the use of existing bicycle facilities.

6. Provide economic growth through the support of local businesses.

7. Provide connections to jobs and opportunities while encouraging healthy habits among City of Tampa residents.

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TAMPA EBIKE VOUCHER PROGRAM

“I use the e-bike for commuting two to three times weekly and for errands/leisure a few times a week. The bike is amazing and makes biking in the summer not a sweaty mess of an operation when I’m in my business attire, even in Tampa. In addition to using the great bus service on Florida Avenue, it really makes being in a one car household much easier by having several good options for my daily trips. The style of the cargo rack holds my four-year-old daughter safely with some extra protection that makes it great for trips with her as well. This was a great program and I hope it continues!”

—Justin W. (Standard eCargo Bike)

Accessibility and equity were at the forefront in the design of this program. The basic requirement for program qualifcation was to be 18 years old or older and live within the City of Tampa limits.

Ensuring that as many residents within Tampa had access to this program as possible was essential. Not only was the program designed to allow for maximum participation, but the vouchers ofered through the program provided additional upfront purchase discounts to individuals in low-income households. Using the allotted program funding the four ofered voucher types through this program were: $500 Standard eBike Voucher, which any Tampa resident over the age of 18 could apply for and was valid for a standard Class I eBike. ● $1,000 Standard eCargo Bike Voucher, also available to any Tampa resident over 18, but was only valid for a Class I eCargo Bike. ● $1,000 Income Qualifed eBike Voucher (reserved for individuals in households that met the income requirement). ● $2,000 Income Qualifed eCargo Bike Voucher (reserved for individuals in households that met the income requirement). ●

At 8:00 a.m. on the morning of Friday, March 31, 2023, the eBike Voucher Program online application opened for all City of Tampa residents and remained open for a two-week period through 5:00 p.m. on Friday, April 14. During this time program

staf ofered two in-person paper application assistance sessions for individuals who were not comfortable using a computer to apply for the program or those who may not have the necessary skills to do so. These sessions were ofered during the lunch hour the frst week of the application window and were held after shift work hours the second week to allow for accommodation of as many potential applicants as possible. Program staf also hosted an in-person hands-on informational session at a park in one of the City’s historically underserved communities. This event featured paper application assistance, program information, music, ice cream, and free test rides of eBikes from one of our participating bike shops. For many of the event goers, they reported that having the opportunity to “try-out” an eBike in-person made the diference in them applying for the program. Most individuals even indicated they were unfamiliar with what an eBike was or had the capabilities to do and said they prior to the event they were not considering even applying.

Over the two-week application period, nearly 1,000 applications came in vying for the 180 vouchers ofered through the program. For the 50 Income-Qualifed eBike Vouchers, there were 119 applications; for the 20 Income-Qualifed eCargo Bike Vouchers there were over 200 applicants; for the 60 Standard eBike Vouchers there were also over 200 applicants; and for the 50 Standard eCargo Bike Vouchers over 350 applicants. For program staf, this volume of interest was far from expected, but overwhelmingly exciting to see. eBike Vouchers were awarded and sent to recipients in May 2023 and as of July 9 (the voucher expiration date) 69 of the 180 awarded vouchers had been redeemed. With the remaining vouchers expiring, City staf decided to redraw names from the applicant pool to exhaust the program funding and provide

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as many vouchers to City of Tampa residents as possible. The second round of voucher recipients were identifed and notifed on September 1, 2023. Following this second round of awarded vouchers, an additional 24 vouchers were redeemed.

Indicating some success in reaching the program’s intended audience, 69% of program applicants had a reported household income of less than $75,000, while 57% of the applicants had a reported household income of $50,000 or less, and over 30% had a reported household income of $25,000 or less. Just over 50% of the applicants also indicated that they were a race other than white. The 2023 run of the eBike Voucher Program saw 20% of the recipients in the age group of 22-to-30-year-olds. This age bracket makes up about 18% of the City of Tampa’s total population so this metric was as expected. However, the recipients aged 31 to 41 only make up 15% of the City’s population but saw a much higher representation in the number of redeemed vouchers. The same can also be said for individuals ages 51 to 65 who make up roughly 20% of the population in the City of Tampa but made up nearly 30% of the eBike Voucher Program individuals who redeemed their vouchers.

Using data reported by the participating bike shops, City of Tampa eBike Voucher Program Staf was able to calculate the average cost savings to voucher recipients across the four diferent voucher types. For the overall program, the average cost savings to voucher recipients was 52%. For those that applied for and redeemed one of the program’s Standard Vouchers, an average savings of 46% was reported while those who redeemed one of the Income Qualifed Vouchers saved an average of 58% of the ticketed cost of the eBike. It should be noted that many voucher recipients also purchased accessories such as mirrors, panniers, and cargo adaptors which were not factored into the discount and savings calculation as the vouchers only applied to the cost of the eBike purchased. For those who purchased an eBike using Standard Vouchers, the average eBike ticketed price was $2,080, but the recipient only paid on average $1,048. For those that received an Income Qualifed Voucher, the out-of-pocket cost was far less. With an average ticketed price of $2,042, the income qualifed recipients only paid an average of $744 out of pocket at the time of purchase for their eBike.

“I added a child seat for my kids and a double kickstand for stability in loading them on and of the bike. Since then, I have commuted by bike to my child’s daycare and to work 5 days a week. I would have never considered bike commuting in the summer in Florida before getting an eBike.

Moreover, it allowed our family to sell our second car since I could get everywhere I needed by bike. I also gave up the lease on my downtown parking spot, an additional money-saving measure. I am fortunate to have a picturesque commute through quiet neighborhoods, down Bayshore Boulevard, and the Tampa Riverwalk.”

—Jordan M. (Standard eCargo Bike)

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TAMPA EBIKE VOUCHER PROGRAM

“As of December 3, I have put over 700 miles on it! I use the bike fve to six days a week. I would say that 75% of these trips replace a car trip. We are a 20-minute bike ride from just about everything around downtown Tampa from our Tampa Heights home. Though we still drive to larger trips at Aldi, for smaller store runs I take the bike 100% of the time. This is usually two to three times per week. Again, it’s faster than driving as you get to park the bike right in front of the store. No paying for parking, no driving around a large garage. I do also once in a while take the bike to work.”

—Greg D. (Standard eBike)

To further gauge the success of the program, and to solicit feedback for improvements to the process going forward, a survey was sent out to all eBike Voucher recipients who redeemed their vouchers. Prior to obtaining their eBike through this program, most voucher recipients indicated that they either never biked, or only rarely biked in their day to day lives. However, following their redemption of the eBike Voucher most recipients reported that they now bike weekly with a large portion of recipients even reporting that they are now biking daily. On average, 15% of recipients were using their new eBike at least once weekly, with 55% using their new bike between two and six times per week.

Roughly 11% of the voucher recipients even reported that they are using their new eBike nearly every day of the week.

Over 70% of voucher recipients that redeemed their vouchers indicated that they are using their personal vehicle less now that they have access to a personal eBike. They are using the bike ofset trips to the grocery store, the gym, to work, and even to take their kids to school. These trips taken by bike rather than car bode well for the program’s goal of reducing the number of combustion engine vehicles on our roadways, reducing trafc congestion, and reducing the carbon emissions within the city, all while improving air quality and encouraging healthy habits among City of Tampa

residents. 98% of voucher recipients indicated that they either would not have made this purchase or that the voucher made a diference in them deciding to purchase an eBike in 2023.

Voucher recipients were also asked to provide testimonials of their experience with the program and the impact that it made on their lives in 2023. Some of the key highlights follow: Constructive feedback was also solicited and received from applicants, recipients, and participating bike shop representatives.

Some of the most frequently identifed areas of improvement were in respect to the required bike shop consultation, customer confusion on the website and accessing the wrong applications and fles, applicants misunderstanding of the program and expectation of a free eBike, and a desire to allot a higher percentage of the vouchers to income-qualifed individuals.

Seeing the positive community impact from the frst run of the program in 2023, the City of Tampa Parking Division has identifed $500,000 in funding for the eBike Voucher Program in 2024!

Building on successes, lessons learned, and participant feedback, many aspects of the program have been enhanced to better allow for equity and access to the program for Tampa’s residents.

One of the most notable changes is to the types of eBikes that qualify for the program. For 2024, both Class I and Class II eBike and eCargo Bikes will be able to be purchased using program vouchers. This was to allow individuals with mobility limitations the opportunity to have value in this program as they can use the throttle assisted eBike if needed.

The second change is to the vouchers themselves. For 2024, the eBike Voucher Program will ofer only three voucher types:

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1. Standard Voucher valued at $1,000 that can be applied for by any City of Tampa resident that is 18 or older and can be used to purchase a Class I or Class II eBike or eCargo Bike.

2. Low Income-Qualifed Voucher valued at $2,000 that is applicable to any resident in Tampa with a household income of 80% or lower of the Federal Median Household Income.

3. Very Low Income-Qualifed Voucher valued at $3,000 that is applicable to any Tampa resident with a household income of 50% or lower of the Federal Median Household Income.

Both Income-Qualifed Vouchers can also be used to purchase a Class I or Class II eBike or eCargo Bike. Applicants for the 2024 round of the eBike Voucher Program will also be required to obtain a signed purchase quote from the participating bike shop they plan to buy their bike from should they be awarded a voucher.

With the remaining $70,000 in funding from 2023, the $570,000 program budget for 2024 will ofer a total of 260 vouchers split across two rounds of applications.

The frst round will be ofered in early 2024, while the second round will be ofered around September. This timing was done intentionally to allow applicants to get their new bike and build ridership habits outside of the toasty Florida summer months. The City of Tampa and the Parking Division are thrilled to see the positive community impacts of the eBike Voucher Program on the lives of so many Tampa residents, and we are looking forward to even more progress toward our program goals and making transportation more accessible in our community in 2024! ◆ AUSTIN BRITT, MURP, is Parking Planning Coordinator for the City of Tampa, Florida. He can be reached at Austin.Britt@tampagov.net.

“The program was a game-changer for me. I am permanently disabled with polyneuropathy. I am unable to drive a car and previously relied heavily on Hillsborough County’s Sunshine Line service for grocery shopping and medical appointments. I was awarded a $2,000 voucher and used it to purchase the Addmotor Trike for $3,000. I use my bike daily, sometimes multiple times, for medical appointments, grocery shopping, errands, etc. I have cut my utilization of the Sunshine Line service by 85%. I am a safe rider and utilize a helmet and refector belt. The bike has opened a new world of mobility to me. In my experience, this program is a huge success!”

—Todd S. (IncomeQualifed eCargo Bike)

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Evolution of Alternatives The Changing Face of Transportation Demand Management

By Lisa Nisenson and Ravali Kosaraju

and m e nD o i t a ort p s n ra T f o ace F g in g n a Ch The

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nt e m e ag n a M

SHUTTERSTOCK/ ZHU DIFENG; STOCK.ADOBE.COM/ OKALINICHENKO

By Lisa Nisenson and Ravali Kosaraju

T

RANSPORTATION DEMAND MANAGEMENT (TDM) is a transportation planning

approach that’s designed to reduce the number of single rider vehicle trips into and around cities. TDM emerged from the dual oil crises of 1973 and 1979, both of which crippled the U.S. economy and caused widespread hardship. Initially, it was designed to alleviate oil consumption.

Eventually, the focus of transportation planners promoting TDM evolved from oil consumption to trafc congestion. Over the past 40-plus years, TDM has grown to be more about improving the quality of life for commuters and urban dwellers, while at the same time making roads safer (and less aggravating).

Early approaches included the promotion of carpooling, as well as the development of light rail, the expansion of public bus systems, and eventually, dedicated bus lanes. The idea was to get people out of their own personal vehicles to either ride with friends or use public transportation.

Today, TDM is a widely utilized planning approach that helps cities improve the performance of their existing transportation systems and infrastructure through:

Historically, employers have played an essential role in the success of TDM programs, and they still do. For instance, employers often ofer Commuter Choice programs ofering free bus passes, preferred parking or guaranteed rides home, or amenities like showers for bike commuters. Programs can ofer any combination of the following: using transit, carpooling and vanpooling, biking and walking, and parking management. Commuter Choice is sponsored by the U.S. Department of Transportation and the Environmental Protection Agency, in conjunction with local and regional authorities, which work closely with employers to promote TDM programs. It’s a true government/ business/community partnership.

More efcient use of parking resources.

Reduced peak-period trafc levels. ● Shifting trafc to of-peak periods. ● Alternatives to single-occupancy vehicles. ● Improved transportation accessibility. ● ●

How and Why TDM Has Evolved In the beginning, TDM planners were working with a blank canvas, given the auto-centric focus of transportation in the United States. The challenge was that the United States had (and continues to have) a very well-established car-centric culture. Americans loved their cars, seeing them as a source of independence, status, and in many cases, refections of their personalities. As a result, it wasn’t enough to just ofer alternative transportation options. Planners needed to create strategies that would encourage commuters and travelers to leave their personal vehicles at home and use those alternative transportation oferings.

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How does Commuter Choice beneft businesses?

These programs make it easier and more afordable for employees to get to work, which has a positive impact on employee satisfaction and morale. Likewise, companies’ open support for staf’s use of alternative transportation improves employee satisfaction with their jobs and employers. The best programs have an

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EVOLUTION OF ALTERNATIVES

onsite TDM manager who is a constant presence in the company promoting alternative transportation options. Having an onsite manager also makes it easier to quantify a program’s success by measuring how expensive the program is and how it impacts staf transportation behavior.

One of the most important examples of the evolution of TDM was the creation of the Association for Commuter Transportation (ACT). ACT is a national advocacy and professional association comprised of TDM professionals promoting TDM initiatives, establishing best practices, and ofering educational programs for other TDM professionals. Many regional and municipal governments, as well as universities, now also have their own Transportation Management Associations to coordinate activities, incentives, and policies.

For instance, employers can help reduce congestion by promoting telecommuting, fextime, and alternative scheduling to reduce work trips into the ofce. During the COVID-19 pandemic, many companies discovered that their employees could work productively— sometimes more productively—from home. As we continue to emerge from the pandemic, this is a lesson that employers can put to good use in promoting TDM. Finally, parking management has become a much more important element of TDM over the past 40 years. In fact, parking demand management is now a specialized subset of TDM. TDM-related parking measures include: Dynamic pricing.

Reduced parking minimums. ● Parking unbundling (where the cost of parking is separated from the rent so carless households don’t have to pay for parking). ● Parking cash-outs (where a non-auto commuter is given the cash equivalent as free parking). ● Shared parking programs (where companies with alternative scheduling can allow multiple employees with diferent in-ofce schedules to share the same parking space). ● Alternative pricing strategies (where companies that no longer need parking fve days a week/30 days a month pay only for days their employees do use parking spaces). ● ●

The evolution of TDM is refected in how transportation professionals now view congestion.

It’s now generally understood that, in many cities, congestion is occurring outside of traditional rush hours, a trend accelerated by post-pandemic work and commute patterns. Mobility management is also vital in growing urban areas as they mature from single use districts to mixed use downtowns. As such, TDM can’t focus solely on commute trips and must also address non-work trips. For instance, some cities, such as Boca Raton, Florida, now institute TDM through the site plan approval process, requiring real estate developers to include TDM programs in new developments.

Another important example of the evolution of TDM is its expansion beyond just modes of transportation.

When strategically applied, these strategies, or combinations of them, can help reduce vehicle use in urban settings.

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TOP: SHUTTERSTOCK/ QUIGGYT4; LEFT: SHUTTERSTOCK/ SCHARFSINN

What Does Research Say About Efective TDM? The efectiveness of individual TDM initiatives can vary, based on context, level of investment, and the extent of mobility options. A region with robust transit networks will provide the best alternatives to driving, for instance. That doesn’t mean that TDM measures in communities with less robust transit systems are doomed to failure, though. There are still plenty of non-transit strategies, such as the introduction of micromobility (scooters, bikes, etc.) and fexible transit service can help increase access even in remote areas.

Also, as stated earlier, employee sanctioned remote work and fextime can also promote mobility.

The co-benefts of TDM initiatives can also be key.

For instance, when commuters have access to Wi-Fi and desks when using transit, they can be more productive during their commutes. There are also safety benefts. As the U.S. grapples with reducing trafc-related casualties, studies show that transit travel can be 30 times safer by rail and more than 60 times safer when taking the bus.

Ultimately, each community, and each TDM program, is unique and needs to be created around local conditions and the habits and values of commuters and residents in those communities. That said, there are strategies that are likely to have an outsized impact on the success of TDM programs.

Efcient Parking Pricing and Management

Some communities are eliminating parking mandates and moving to demand-based pricing for downtown parking. This provides incentives for drivers not to commute in single-occupancy vehicles because the more cars that use parking, the more that parking will cost.

The idea behind eliminating parking mandates is that parking then becomes market-driven, rather than being mandated by regulations that try to anticipate future need. This may not be the best approach for all cities, but it can beneft some.

Furthermore, unbundling parking within lease agreements removes the built-in penalty that carless tenants typically face. In this scenario, a resident pays for two types of real estate: the dwelling unit and a parking space. In efect, unbundling rewards residential tenants for not owning a car and commercial tenants for not commuting in their own personal vehicles.

Research shows that these parking-centric strategies can reduce vehicle owners by 5% to 15% and vehicle trips by 10% to 30%.

Roadway Redesigns to Favor Sustainable Modes

Complete Streets is a planning approach that provides safe options for all travelers, including pedestrians, bicyclists, mass transit riders, and of course, drivers. By improving sidewalks, adding bike and bus-only lanes, and reducing trafc speeds, communities can make travel safer, reduce congestion, and improve the quality of life.

Planners are beginning to frame congestion through the lens of space efciency. Congestion is really a space problem where there is not enough room for the vehicles vying for roadway space (and parking). Supporting

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EVOLUTION OF ALTERNATIVES

biking, walking and transit use can move more people using less space.

Research shows that Complete Streets approaches typically increase non-auto travel by 20% to 100%, while auto travel declines 10% to 30%. Reducing travel speeds also signifcantly decreases Vehicle Miles Traveled (VMT).

Smart Growth, New Urbanism, and TransitOriented Development

For the past 20 years, urban planners have been focused on promoting the development of compact, mixed-use neighborhoods around high-quality public transit. Not only do Smart Growth, New Urbanism, and TransitOriented Development reduce congestion, but they dramatically improve the quality of life for residents and visitors.

Research shows that these types of initiatives tend to increase walking, biking, and public transit use by 20% to 100%, depending on the mix of transportation options and the preferences of local residents. These programs reduce driver annual miles by 20% to 60%.

Sustainable Mobility Apps

We live in a technological age, and technology can help promote TDM. Introducing mobile apps that provide rewards for reduced driving can encourage travelers to seek other modes of transportation.

Research shows that commuters who use these apps reduce their vehicle travel by 73%.

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New Frontiers— TDM, Technology, and Policy Technology promises to transform TDM. Planners can use technology to help support travel decisions, particularly for short trips. According to the Bureau of Transportation statistics, in 2021, 52% of all trips in the U.S., using all modes of transportation, were for distances of less than three miles and 28% of trips were for less than one mile.

Technology also ofers exciting new transportation options with the introduction of new types of vehicles.

For instance, the introduction of e-bikes with longer ranges makes them more attractive to urban users. In fact, last year e-bikes outsold electric vehicles. Now planners need to respond to the growing demand by developing more secure parking for them and more convenient and efcient charging infrastructure.

On-demand transit uses “circulators” to replace short trips or to create a “park once” experience to shuttle commuters and visitors around activity centers and campuses. Circulators work in areas where the market for traditional buses is absent. Like with Uber of Lyft, travelers use a dedicated app to reserve a shared ride on a shuttles or van. Soon these shuttles will utilize autonomous vehicles. The app tells them where and when their pick-up will occur and directs them to the pick-up spot. The programs can be run by the municipality or by private transportation companies contracted by the City. These are particularly attractive programs in communities where there isn’t sufcient demand to warrant a dedicated bus system.

Technology is also helping support shared parking.

Hybrid work schedules are likely here to stay, which means monthly parking permits for reserved spaces are a relic of pre-COVID work patterns. Shared-use software lets commuters pay per day, which builds in fnancial incentives to reduce driving. When linked to calendars, parking managers can plan for and orchestrate parking assignments, including mixed use areas that transition from daytime job to nighttime dining and entertainment.

Tolling is another area where technology will make a diference. Policymakers are searching for ways to replace or augment the gas tax, given` the rising fuel efciency of modern gas-powered cars and rising EV adoption rates. Less gas sold means less tax revenue.

Some are looking to new roadway tolls or distance-based

ISTOCK/ GEORGECLERK

fees as a strategy for both raising revenue and impacting commuter’s transportation mode choices. These strategies aren’t particularly impactful today because there are so few toll roads. However, they may become more important over time.

When it comes to Smart City strategies, Mobility as a Service (MaaS) is particularly promising. MaaS is a one stop service integrating information about all forms of public and private transport services on a single app.

Not only does the app show where transit routes go and where micromobility is available, but it also shows where parking is available at that moment and how much that parking costs. The apps can even be set up to allow drivers to reserve and pay for a parking spot.

Eventually, the apps will be integrated into the vehicles’ on-dash GPS systems to provide turn by turn directions to transit stations and parking facilities.

As stated earlier, shared parking and dynamic pricing are starting to be important strategies for promoting TDM. Over the past year or two, several excellent software tools have been introduced to manage shared and use-based parking. These applications allow drivers or companies to book parking just on days when spaces are needed, and they can adjust pricing as demand rises and falls. This technology also gives valets and others transparency regarding when and where spaces are available.

STOCK.ADOBE.COM/ TENSORSPARK

The Evolution of TDM This is an exciting time for communities wishing to implement Transportation Demand Management, as well as their planning consultants. Over nearly half a century, TDM has evolved into a powerful planning tool for reducing road congestion and improving the quality of life in our cities. And the technology that’s so prevalent in our day-to-day lives is having just as important an impact on TDM implementation, and it will continue to do so as new technologies come online.

And that’s good news. Trafc fow is non-linear, and often unpredictable. Even small reductions in peak demand on congested roadways can cause outsized reductions in trafc congestion. ◆ RAVALI KOSARAJU P.ENG., PE, PTOE, is Director of Mobility at WGI Inc. and a member of the IPMI Allyship & Equity Advisory Group. She can be reached at ravali.kosaraju@wginc.com.

ALLYSHIP & EQUITY ADVISORY GROUP

MEMBER

LISA NISENSON is Vice President at WGI, Inc. She can be reached at Lisa.Nisenson@ wginc.com.

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Removing Barriers How an Automated Parking System is Improving Patient Care at Fred Hutchinson Cancer Center

REMOVING

By Michelle Wendler

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R BAR IERS How an Automated Parking System is Improving Patient Care at Fred Hutchinson Cancer Center

By Michelle Wendler

T

HE OPENING OF THE NEW OUTPATIENT CLINIC at Fred Hutchinson

Cancer Center in Seattle ushered in a new era of care in the areas you would expect, with expanded facilities and state-of-the-art medical equipment, but also somewhere you might not: parking.

Parking in medical centers can be a stressful experience.

In addition to confusing layouts with diferent specialists in diferent locations, patients often have more physical constraints than the general public. Often, the parking structure is separate from the facility where they will receive care, requiring additional mobility from patients who are highly likely to have mobility limitations. Sloped foors can also pose a hazard to patients at high risk of falling, which creates safety concerns in addition to the mental and physical stress of getting to the right location on time for an appointment.

At Fred Hutch, however, a combination of factors allowed designers of the outpatient clinic to explore new ways of overcoming these challenges in the form of a fully automated parking system that removes many of these barriers.

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REMOVING BARRIERS

What is a Fully Automated Parking Structure?

Many types of mechanical and automated parking systems exist, from simple mechanical lifts to fully automated systems, such as the system found at Fred Hutch. As each project is unique, there is no straightforward formula for a successful selection.

Choosing the right solution requires careful study, expertise, and innovative thinking.

While fully automated parking systems come in many diferent forms, they all share one notable thing in common: a transfer cabin. The vehicle is driven into a transfer cabin outftted with sensors. The driver then exits the car and follows a set of instructions to engage the system. Once the door to the transfer cabin closes, no further human involvement is necessary to park the car.

The system itself is completely responsible for selecting a space, storing, and later retrieving the vehicle. In the case of Fred Hutch, a robotic shuttle system in the form of a rack and rail system retrieves the car from the transfer cabin and delivers it to an available parking

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space. What this means for patients is a streamlined, simpler parking process. There is no searching for a space or navigating a large parking structure on foot.

Patients deliver their vehicle to the transfer cabin via a valet and can then proceed directly to their care destination. At Fred Hutch the system is further enhanced because the patient leaves their car outside the transfer cabin for the valet to load into the system, so they do not have to park in the automated system at all.

Why Fred Hutch Chose Automated Parking Automated parking typically becomes viable when site constraints exist that make traditional parking impractical. Deep subterranean excavations, high water tables, and constrained footprints are all factors that can make automated parking worth exploring.

When the new outpatient facility was under design, early plans called for it to be interconnected to an existing building on the upper floors with a continuous underground layout that would include

parking. However, code restrictions made this approach cost prohibitive, which resulted in a very constrained building site. An alley between the planned and existing building contained utilities that could not be relocated. To fit within the available footprint, a traditional parking facility would not only have been saddled with an extremely inefficient layout, but it also would have been difficult to achieve the 160 spaces required to meet the needs of Fred Hutch’s patients without a much deeper excavation.

Therefore, the design team turned to automated parking as a possible solution.

This approach solved the space constraint problems by utilizing the available volume to park more cars in the same amount of space and ofered the opportunity to create a safer, more user-friendly parking experience to relieve some of the stress patients face when visiting a care facility.

To ensure that the facility design succeeded in meeting patient needs, Fred Hutch engaged a patient care advisory committee to review the project

development—including the parking. “The big topics that we got a lot of feedback on concerned ease of use, patient safety, and navigating mobility limitations,” says Alyssa Stein, an associate with ZGF Architects, who designed the project. “Patients were generally in favor of any technology that helped their experience.”

Selecting a System Deciding to pursue an automated system is only part of the journey. Selecting the right one to meet a project’s unique needs requires a great deal of careful consideration, from both a design and operations standpoint.

From a design perspective, diferent systems have diferent requirements, from the number of transfer cabins required to how cars are stored and retrieved and the density of the parking. Adequate queuing and loading areas also need to be considered.

For example, several systems evaluated by the design team required more lift bays than the site could accommodate. Many systems are produced overseas, which introduces other complexities such

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REMOVING BARRIERS

as coordinating international shipments into the construction schedule and feld certifcation that components make a compliant UL system.

From an operations perspective, several logistics had to be considered. Unlike traditional parking, in which users can go straight to their car and drive away, automated parking systems have limitations on capacity and throughput, or how many cars a system can handle and how quickly they can be retrieved. Therefore, everyone needed to be on the same page regarding performance expectations at peak times, and how that would impact the patient’s journey. This included designing lobby areas with ample seating to ensure patients were comfortable while waiting for their car.

Automated parking systems also have ongoing maintenance considerations that need to be factored into both ongoing budget and operations plans. This includes how to handle unexpected system outages, annual costs of preventive maintenance and logistics of repairs. “Fred Hutch took a strong interest in this, because they would ultimately be responsible for maintenance,” Stein explains. “If something breaks, how does it get fxed, and how long will it take?”

The unique maintenance needs of these facilities means that they require a specialized maintenance provider. Understanding who will service and maintain the system, expectations for response times, turnaround

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WÖHR Multiparker 730 was selected to provide the 160 spaces needed to support the project, with the goal of retrieving up to 100 vehicles in an hour with a maximum recall time of 150 seconds.

time on repairs and how parking will be managed during an outage are all questions that need to be addressed before committing to a system. As Fred Hutch desired valet service to further elevate the patient’s journey, a valet vendor was selected and trained to operate the system as efciently as possible.

Ultimately, WÖHR Multiparker 730 was selected to provide the 160 spaces needed to support the project, with the goal of retrieving up to 100 vehicles in an hour with a maximum recall time of 150 seconds.

Design Challenges While automated parking systems are common elsewhere in the world, they are still relatively new to the

U.S., posing a number of design challenges, starting with code. “Code requirements are limited in their coverage of fully automated parking, so a lot of communication has to happen in order to get everyone on the same page to build it,” says Stein.

One example of the complex code requirements the team tackled was intake and exhaust requirements.

Garage ventilation requirements were created around the needs of traditional parking, in which cars operate within a structure that must also accommodate people.

Fully automated systems, however, are designed so that when a car enters the system, it is turned of and unaccompanied by a human, making air change needs minimal. Therefore, the team worked closely with the city, including sharing case studies of similar projects, to fnd a middle ground that would meet design and budget needs while also satisfying city requirements.

Another common design challenge faced by automated parking is whether lifts get classifed as elevators. Elevator codes are designed around human safety; however, a human never rides in a lift in a fully automated parking system. Therefore, the life and safety considerations typically associated with elevators may not apply. Design teams need to carefully defne project terminology to ensure the code interpretation appropriately meets the building needs without triggering unnecessary design criteria.

The team worked closely with both Fred Hutch and the city to review the design early and keep the approval process as smooth as possible. “We had a lot of conversations with the city to interpret the code and decide what was required,” says Stein. “Ultimately, I think everyone was satisfed and comfortable with where we landed.”

The contractor also needed to navigate the constructability of the system with the mechanical parking vendor and steel subcontractor. A rack and rail automated parking system like the one installed at Fred Hutch utilizes a shuttle that moves along a set of tracks on each foor. The vehicle lift moves vertically to bring the car to each foor. The movement and speed of the lift and shuttle is controlled by lasers that need to be carefully calibrated to ensure the smooth transfer of vehicles from the transfer cabin to the rail system to the vehicle lift. The concrete foor levelness and placement of hundreds of steel embeds had to be meticulously coordinated with little room for error.

This level of design, however, is what makes the system so efective. “The complexity of the design is fascinating,” Stein says. “The palates are so wellengineered that they rotate with just a gentle push of the hand. It’s really special.”

The End Result The new outpatient clinic building at Fred Hutch opened in March 2023. When patients arrive, they deliver their vehicle to a valet who then delivers it into the transfer cabin and initiates the parking sequence, taking the stress and logistics of parking away so they can focus on what’s most important: their care.

In addition to convenience, the structure also ofers a few extra perks. It is one of the frst fully automated parking systems to ofer EV charging pallets. Ten of the 160 parking spaces are equipped to autonomously charge electric vehicles, with the ability to expand to additional spaces as needed.

Despite the automated system being closed to people, you can still get a glimpse of it in action. “We realized during construction that this system functioned entirely behind closed doors, which felt like a missed opportunity,” Stein says. “So, we designed a viewing window that would let people watch the system in operation. It’s one of the most appreciated parts of the project.”

Looking to the Future While fully automated parking systems pose many advantages, they are not a blanket replacement for a traditional parking facility, and still face several challenges. Each project requires a dedicated review of its programming needs to determine the right parking system, and parking experts with detailed knowledge of how these systems work are invaluable for selecting the right approach.

However, when the conditions are right, they can ofer a groundbreaking, innovative solution, and not just for medical centers. These systems are being integrated into residential buildings, public parking and even university housing, and the more common they become, the fewer barriers they will face. ◆ MICHELLE WENDLER, AIA, is a Principal at Watry Design, Inc. She can be reached at mwendler@watrydesign.com.

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Modern Management It’s Not That Complicated

By John McCormick

W

HAT MAKES THE AVERAGE PERSON CHOOSE to stay or leave an organization? Is it

their company’s strategic vision? Is it compensation and benefts? Is it work/life balance, or personal growth opportunities? It could certainly be any one of those, but in my experience the overwhelming reason most people choose to stay or leave an organization is the quality of the relationship they have with their direct supervisor. The question then becomes: What can we, as leaders and managers, do to make a conscious efort to positively impact the co-worker and deepen our relationship at each stage of their experience within an organization?

The answer, in my opinion, is not all that complicated. It’s just simple traits and characteristics that leaders can embody and incorporate into their everyday interactions with coworkers. Refecting on my own early career experiences, recent opportunities to lead teams of people, and my interactions with coworkers at each stage of their career, I can assure you that modern management is not all that complicated.

Thinking back to the early part of my career, my personal desire for growth, development, and increased responsibility provides insight and shapes how I’ve chosen to manage and lead people today. During those frst ten years, I had the privilege to work at several large organizations with great supervisors and mentors that helped mold how I believe an individual and an organization should function together. Through this I’ve determined that any job should be a mutually-benefcial relationship, where the coworker receives 100% of the experiences and the organization receives 100% of his or her efort. There were three key concepts that I employed as a strategy for gathering as many of these experiences as I could to improve the probability of advancing my career.

1. “Your career should be a series of three-part projects.”

In my very frst job out of college I worked with a great leader who made this comment to me. He said that in thefrst part I should go above and beyond to learn everything about my job and anyone’s job that touches mine. In the second part I should make meaningful improvements to my role and its processes; and in the third I should ensure my improvements were lasting while beginning to look for my next challenge. I’ve learned that this three-part process may

take three years, or ten years, depending on the complexity of the role, but the spirit of what he said has always stayed with me.

2. Fill your tool bag For some reason I’ve always envisioned carrying a Craftsman tool bag with me to work. I would collect tools and place them in this bag where no one could ever take them. These tools were new skills or talents, experiences, or best practices. If a company ever decided that I was no longer needed, this bag would ofer me security and the ability to market myself as someone with an eclectic array of tools that would be valuable in the future. The collection of these tools was an investment in myself, and I would never demand additional compensation after acquiring them. I would only ever ask for more challenges, not more money. The money will come from the right organization that values your tools.

3. You are your own corporate ladder The mutually benefcial relationship between coworker and an organization only works if the organization is willing to continue to ofer progressive and meaningful challenges that match the goals of the coworker, especially in the case of a high performer.

Once these challenges run out, I believe you should be free to search for them at other organizations. This approach is diferent from past generations, where our grandparents would stay at a single organization for decades waiting to replace an open position when it fnally became available. I decided that I wouldn’t allow my growth to stall, and instead chose to be my own corporate ladder where the rungs were diferent companies should the challenges run dry at my current one.

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Join John as he presents this content at the IPMI Leadership Summit, February 29 in Atlantic Beach, Florida. Limited seats are still available, click here to register today!

Modern Management It’s Not That Complicated

By John McCormick

MODERN MANAGEMENT

During the second part of my career, I’ve been ofered management and leadership opportunities which have forced me to personally evolve and develop my own leadership style and helped me to recognize some best practices which I think work well. My current role, which I’ve had for the last eight years, has been particularly challenging and dynamic with responsibilities covering strategy, people, culture, and fnancial outcomes. I’ve also been tasked with managing managers, which is vastly diferent from managing individual contributors.

When I entered this role, I quickly realized that I would need to evolve. This evolution was made possible by investing in a 360-degree assessment, an executive coach, and a multi-year journey into cognitive behavioral therapy (which I greatly recommend for anyone at any age). Out of this investment came three foundational aspects of my style that shape how I go about managing and leading on a daily basis.

1. Leverage emotional intelligence In today’s day and age, I believe that emotional intelligence, or EQ, is a manager and leader’s superpower. There are four pillars of emotional intelligence: self-awareness, social awareness, selfmanagement, and relationship management.

Of the four, self-awareness is the most important to me. If you can understand yourself, you will be better able to understand others. This is you battling your ego in search of humility. I’ve struggled in this area, but the more you’re able to access your true authentic self the more apt you will be to deploy self-love and acceptance and stop buying into the hype of society. We tend to look critically at everyone else and blame them. Blame is easy; the alternative to blame is vulnerability and that’s tough. When we resent or blame someone for an unpleasant experience, we forfeit our power to change because someone else owns the result. It’s uncomfortable to learn your weaknesses, but it’s where growth occurs. Even tougher is to share those weaknesses with others. Let your coworkers know publicly when you are wrong; it lets them see that we are human and it’s ok for them to be human too.

As leaders, the second pillar of emotional intelligence, selfmanagement, asks us to project optimism and ofer a calming presence. We all face obstacles, let’s allow ourselves and our coworkers to treat them as opportunities while remembering that you are your team’s or your organization’s foundation; don’t make it a shaky one.

The third pillar, social awareness, asks us to lead with empathy.

Empathy is our ability to sense the emotions of others and allows leaders to imagine the thoughts and feelings of coworkers.

The last pillar is relationship management, and my coach always reminds me to ofer “charitable assumptions”. Ofering “charitable assumptions” is a mindset that assumes the best intentions of others despite the circumstances or breakdowns. Believing that we

We all face obstacles, let’s allow ourselves and our coworkers to treat them as opportunities while remembering that you are your team’s or your organization’s foundation; don’t make it a shaky one. are all striving for the same outcome allows for a culture of positive confict and respect. Progress is not possible without confict.

2. Lead with kindness...not with fear It’s so simple, but so often forgotten, the old school mentality of leading with fear does nothing but tear down relationships and build up walls. Kindness builds emotional capital with your coworkers and is not a weakness as many people view it to be.

Using fear to control people builds up resentment and your team will leave because they are not able to ofer their fullest potential in that environment. Leading with kindness and expecting nothing in return should be a rule for life not just the ofce.

3. Happier and Smarter The third aspect has really become somewhat of a mantra for me. I tell everyone before they join our organization that at the end of the day my goal for them is to be happier and smarter than when we frst met. As business leaders, if we can boil our decision making down to simple common denominators, like making people happier and smarter, then everything else will take care of itself. It’s also mutually-benefcial; happier people increase client satisfaction and are more productive, and smarter people make the business more efective and efcient. It’s a win-win.

So back to where we started—why do people stay or leave their jobs? Again, it’s their direct supervisor. In the last part, I want to ofer some specifc leadership traits and best practices that I believe can be benefcial to managers and leaders if employed at key milestones of the coworker’s experience including recruitment, onboarding, reboarding, performance management,

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personal development, and retention. As a manager or leader, you should always be asking yourself, “How can I make a conscious efort to positively impact the co-worker and deepen our relationship at each stage of their experience?”

It all begins with recruitment. This is your frst opportunity to develop a deep and lasting relationship. A great leadership trait to emphasize at this stage is humility. You must humble yourself and ask where your organization is lacking and where a new hire could complement these defcits. Also be on the lookout for soft skills that don’t necessarily show up on a resume. Utilizing deep listening and curiosity during your interviews will prove valuable in your search for these soft skills. We search for stories and examples of grit, ambition, and strong EQ. I personally look for someone who compliments me or has a communication style that works for me because I want to avoid micromanagement; I’d rather pick people I believe in and empower them.

Once hired, the next stage is onboarding, which is your organization’s opportunity to make a great frst impression. During this stage of employment, take the time to explain why; why this strategy, why that process, why are we in business at all. You want to explain why you are doing what you are doing, not just what you want someone to do. When a coworker understands the ‘why’ it gives them meaning and purpose. I also believe that exuding patience at this stage will beneft everyone. Let people know that failure is OK, if we choose to learn from it. To avoid failure, I’ve found that checklists are essential; no individual or team can remember everything. They help to avoid common mistakes and inconsistencies and should be short, clear, and focused on essentials. Checklists during onboarding are a great practice everyone should utilize.

Training and learning can’t stop with onboarding, though and this is where the concept of reboarding enters the equation and the leadership characteristic to utilize is alignment. This is your opportunity to realign coworkers with the organization’s expectations. You can also recapture that same good feeling that you worked to create during onboarding. It encourages them to feel engaged, welcomed, and reconnected to your organization. Revisiting expectations with existing coworkers will generate opportunities to identify gaps and additional efciencies. Through reboarding, your employees can refocus on work that matters. In return, this exercise fosters positivity and productivity as employees become accustomed to the latest version of normal and in some cases drive continuous improvement when you learn there may even be a better way.

One of the most time-consuming activities for a leader, if done correctly, is performance management. This to me is the single most important thing you will do as a manager and takes the most time. The key here is to lead with consistency. You do not want to cut corners. Everyone wants and needs to know how they are doing and it’s important to align personal goals with strategic planning and annual operating budgets, as well as tying the meaning and

purpose of their goals into the short- and long-term vision of the organization. In this stage there is no such thing as over communication. If you think you have told someone something, tell them again, and again after that. I once read somewhere that the seventh time you tell someone something will be the frst time, they hear it. One of the best ways to communicate is through monthly one-on-one discussions, these are crucial—DON’T CANCEL! It’s a way to give regular consistent feedback, review goals and metrics of the individual, provide resources, address issues, and coach.

Personal development is next, and a leader would be wise to embody a service mindset. Leaders should work for their employees and not the other way around. If you increase your level of efort and performance, you’ll see your employees’ level of efort and performance increase as well. During interviews, I’ve recently found that most organizational inquiries from candidates relates to growth and development opportunities. One of the best methods to ensure a culture of growth and development is through individual development plans. We have strategic plans for the business to achieve its long-term goals and this is the coworkers’ strategic plan for their career. The process starts with a values assessment and a talent inventory of skills and certifcations, and then moves into a conversation about their past, present, and future interests and motivations. The IDP results in a three-tofve-year plan that is memorialized and reviewed about every six months. This process is a wonderful opportunity to deepen your understanding of the individual, learn what motivates them and determine what you can do to meet their needs.

The last stage of employment is retention and sometimes exit.

You’ve invested a lot up to this point and you want to protect that investment; you want to retain people. If along the way you’ve been self-aware, authentic, vulnerable, optimistic, calm, kind, curious, humble, patient, ofered charitable assumptions, listened deeply, explained why, aligned well, stayed consistent, and operated with a service mindset, then inherently you should have a pretty good shot at increasing your probability for retention. The fact of the matter is though, sometimes no matter what you do, people leave. Typically, they’ll leave for three reasons: performance, restructuring, and/or resignation. All three reasons give you an opportunity to employ the fnal leadership trait and that is integrity. As a manager and leader, if you’re going to talk the talk, you’ll need to walk the walk even when it doesn’t work out in your favor.

In closing the message is simple. If you consistently and consciously care about your people modern management is not all that complicated. ◆ JOHN McCORMICK is Vice President and Managing Director for StructureCare. He can be reached at jmccormick@structurecareus.com.

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IPMI CALENDAR

2024 IPMI Events Calendar FEBRUARY

APRIL

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

APRIL 4 Free IPMI Municipal Member Roundtable

APDS Advisor Training

FEBRUARY 8 Free IPMI Municipal Member Roundtable

Virtual Roundtable limited to municipal/ city members.

FEBRUARY 14 Free Virtual Frontline Training

Customer Service Drives Customer Experience

FEBRUARY 22 Free Member Chat

Virtual Roundtable limited to municipal/ city members.

APRIL 10 Free Virtual Frontline Training

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

APRIL 16, 18, 23, 25 Online, Instructor-Led Learning Parksmart Advisor Training

APRIL 18 Free Member Chat

Atlantic Beach, FL

MARCH MARCH 7 Free IPMI Higher Education Member Roundtable

Virtual Roundtable limited to higher education members.

MARCH 13 IPMI Webinar

A kiloWHAT? Mastering the Language of Electric Fueling

MARCH 21 Free Member Chat APO

MARCH 27 Free Learning Lab

How a Safety Solution Also Changes Illegal Parking Behavior Presented by: Municipal Parking Services (MPS)

Communication is Everyone’s Job

JULY JULY 10 IPMI Webinar

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

JULY 18 Free Member Chat New Members

New Members

AUGUST

MAY

AUGUST 14 Free Virtual Frontline Training

New Members

FEBRUARY 28–MARCH 1 2024 Leadership Summit

JUNE 26 Free Virtual Frontline Training

MAY 7, 9 Online, Instructor-Led Learning New APO Site Reviewer Training

MAY 8 IPMI Webinar

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

MAY 16 Free Member Chat CAPP

JUNE JUNE 4 Free Member Chat

Conference First Timers’ Orientation

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

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Amplify Company Culture & Employee Engagement with Organizational Rounding

AUGUST 22 Free Member Chat 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 Planning, Design, and Construction Concerns for Modern Parking & Mobility Sponsored by Passport

SEPTEMBER 19 Free Member Chat New Members

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

OCTOBER

NOVEMBER

OCTOBER 3 Free IPMI Higher Education Member Roundtable

NOVEMBER 7 Free Member Chat

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

NOVEMBER 14 Free IPMI Municipal Member Roundtable

Virtual Roundtable limited to municipal/ city members.

NOVEMBER 28 Free Member Chat New Members

APO

NOVEMBER 12 Online, Instructor-Led Learning

APO Site Reviewer Training—Renewal

NOVEMBER 13 IPMI Webinar

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

DECEMBER DECEMBER 5 Free IPMI Higher Education Member Roundtable Virtual Roundtable limited to higher education members.

DECEMBER 11 Free Virtual Frontline Training

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.

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

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

Pacifc 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

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