The Evolution of the Parking, Transportation, & Mobility Professional
By Dr. George J. Mclean, PTMP
I ALREADY KNEW IT, BUT THIS ISSUE PROVED IT, AGAIN AND AGAIN.
Parking professionals volunteered in catastrophic conditions on the front lines of historic wildfires in California. They are more Sisters took on the most challenging and rigorous certification program in the industry, together. They are more
A parking professional looks back on what he didn’t know, to make sure you do know He is more.
A small parking division is making a big impact in their community and changing how their customers perceive parking. They are more.
Parking, transportation, and mobility professionals are learning how to leverage AI to make their jobs easier and improve their performance, rather than being afraid that it will take over their jobs. They are more.
And to cap it off, we recognize the amazing people who are taking the lead in our industry with the 2025 IPMI Professional Recognition Awards. They are so, so much more.
This issue is devoted to the evolution of the parking professional. July’s standing columns will give you an insider’s look at how the parking and mobility professional’s role is changing, and how you and your team can keep up with it.
Our community is more. Together, we face a changing world with curiosity, confidence, and a determination to be part of the solutions our society needs.
We are more. Together
Melissa Rysak, editor rysak@parking-mobility.org
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More Than Just Paint
Accessible Parking Is a Gateway to Inclusion
By Irma Henderson, PTMP
MOST OF US PASS BY blue-striped parking spaces every day without a second thought. They’re placed near entrances to stores, workplaces, parks, and public buildings. They are mandated, and we regulate their use. Too often, though, they’re dismissed as a legal formality or mislabeled—wrongly and insensitively—as “handicap spots.” But for millions of Americans with disabilities, these spaces are far more than a requirement. They are essential to independence and a fundamental part of what it means to build an inclusive society.
For people with mobility challenges, accessible parking can be the difference between staying home and fully participating in everyday life. Whether it’s attending a job interview, voting, taking a child to school, or grabbing groceries, the ability to park close to an entrance, with enough room to safely enter and exit a vehicle, is not a luxury. It’s a necessity.
The Americans with Disabilities Act (ADA), passed in 1990, mandated that public and commercial spaces provide accessible parking. These spots must meet specific requirements: wider dimensions, marked access aisles, curb ramps, and clear signage. But those are minimum standards, not best practices. And here lies a critical issue: too often, builders, businesses, and institutions focus solely on what is required, not on what is needed or how it integrates with the existing path of travel.
Building only to meet regulations may satisfy the letter of the law, but it frequently fails to meet the needs of the people the law is intended to serve. Communities change.
The population ages. Disability is more common than most people realize, and yet, many locations still offer the bare minimum number of accessible spaces, often in poorly maintained or impractical spots. If a parking lot has one space that technically complies with the ADA but is consistently full or blocked, accessibility is still denied.
We need to shift our mindset from compliance to commitment. From “What do we have to do?” to “What will make this space truly usable for everyone?”
Designing for demand, not just the requirement, means considering how many people realistically need accessible parking, not just how many the code stipulates. It means asking people with disabilities what works and what doesn’t. It means maintaining these spaces, keeping them clear, and respecting their purpose. Accessible parking isn’t just a logistical feature; it’s a powerful message that says you belong here.
When we fail to prioritize accessibility, we’re not just creating inconvenience; we’re also creating exclusion. Illegally parking in a striped access aisle or letting markings fade isn’t a minor oversight; it can mean someone with a disability has to turn around and go home.
So, the next time you have to interact with those blue lines, take a moment to see them for what they are. Not just paint. Not just policy. They are symbols of equity, independence, and opportunity. They’re where inclusion starts. Not inside the building, but right there at the curb. ◆
IRMA HENDERSON, PTMP , is the Director of Transportation Services for the University of California, Riverside, and a member of the IPMI Board of Directors. She can be reached at irma. henderson@ucr.edu
Love
Leadership’s Secret Ingredient
By Casey Jones, PTMP, PMP
FROM MULTIPLE PERSPECTIVES, this edition explores the skills we must all possess to succeed in an ever-changing and challenging industry. Effective leadership, in my view, is the most impactful skill for parking and mobility professionals, whether you hold a formal leadership role, aspire to lead, or are a contributing informal leader. In this column, I invite you to consider the role of love in leadership.
Love as a central tenet of effective leadership sparked considerable debate during a year-long leadership development course I completed a few years ago. Is love essential to good leadership? Are the concepts of leadership and love compatible, or should they remain separate?
Some of my fellow participants felt that embracing love for one’s team, subordinates, and peers made leaders vulnerable, soft, easily exploited, or overly emotional. Others, myself included, argued that love is precisely where leadership and effectiveness flourish. I believe that the most capable, inspiring, and followed leaders are those who fully embrace love as a central element of their leadership approach.
To clarify, it’s important to define “love” in the context of leadership. The ancient Greeks recognized various forms, including storge (familial love), eros (passionate love), philautia (self-love), and ludus (playful love). In leadership, agape best fits – a selfless love characterized by giving, sacrifice, and genuine concern for the well-being and growth of those being led, transcending personal gain or emotional attachment. It’s about leading with both heart and mind.
Love manifests in numerous tangible ways within effective leadership. It involves actively caring for and demonstrating genuine concern for those under one’s guidance, diligently working to understand their individual needs, career aspirations, and personal and professional
challenges, and consistently demonstrating empathy and compassion in response. It’s fundamentally about building deep trust and fostering unwavering loyalty, igniting intrinsic motivation and sustained engagement, and meticulously cultivating a positive and inclusive organizational culture centered on the principles of effective, honest, and transparent communication. This approach also consistently expects and personally exhibits the crucial leadership traits of courage and unwavering integrity. Leaders who genuinely lead with love often naturally gravitate towards the philosophy of servant leadership, consciously prioritizing the diverse needs of their team members and viewing their central role not as a directive authority but as a supportive figure dedicated to serving those for whom they are responsible.
Far from being a weakness, love is a profound strength in leadership. It fosters more engaged teams, higher levels of trust, improved performance, and a more fulfilling work experience for all. Leaders who embrace love as a guiding principle can build organizations where individuals thrive and achieve remarkable outcomes. ◆
CASEY JONES, PTMP, PMP , is the Sr. Director of Customer Success for FLASH and a member of the IPMI Board of Directors. He can be reached at casey. jones@flashparking.com
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Award Programs
The Art and Science of Winning
By Dorothy Verdon, CPSM
ALMOST EVERY PROFESSIONAL ORGANIZATION OR ASSOCIATION has an awards program, either recognizing individual achievements or showcasing outstanding projects or initiatives. IPMI has both: the Awards of Excellence and Professional Recognition Awards. These programs share many similarities with those of other organizations, in that submissions require form-based text and visual content and are judged by industry peers. With IPMI’s Awards of Excellence program call for submissions on the horizon, this article provides helpful tips on how to impress a jury, earn a high score, and win an Apex or Honorable Mention Award.
The best thing about winning an award is the validation you get from a jury of your peers who recognize the value of a plan, a design, a program, or a product and its successful implementation. That kind of third-party endorsement affirms what your team already believes: You’ve done something excellent. A survey I conducted about professional award programs revealed that recognition among clients and peers was the top reason for submitting; external publicity was second, credibility was third, and boosting employee and team morale was fourth.
Planning and Strategic Decision Making
Some projects are destined to grab a jury’s attention immediately and win multiple awards. But even piles of dirt can win if you tell a good story and illustrate it effectively! Case in point: an engineering client approached me about submitting a clean soil stockpile project in Brooklyn to the American Council of Engineering Companies (ACEC) New York. At first, I was skeptical. However, through research, interviews, and new drone photography, I became convinced of the story’s strength. After careful category selection, the project earned a 2024 ACEC New York Gold Award. It takes time to prepare a viable entry to most consequential award programs, so think about what the ROI will be before jumping in. Will a win reinforce your company’s or organization’s reputation in a specific market or project type, and does it align with your business goals or mission? Resist a scattershot approach
and submit selectively, using go/no go criteria such as budget, level of effort, odds of winning, target audience, and internal and/or external value. Also, assess your project’s “winnability” quotient. Be honest and rigorous in evaluating how your entry compares to past winners in the same category. Most associations archive previous winners online—study those to benchmark your entry.
Giving Judges What They Crave
Assuming all systems are “go”—and for consultants, this means that you have obtained permission from the project owner to proceed—you are now ready to start filling in the submission form. IPMI’s has over 60 possible fields for text content alone, and the several key fields requiring the most detailed information are tailored to the different entry categories.
IPMI’s jury is composed of approximately 20 volunteers from member organizations across the parking and mobility spectrum. Faced with several dozen entries and the need to cull them, their first pass is when your entry will be eliminated if it is technically unresponsive due to missing information, an inadequate narrative or presentation of facts, or images that are substandard or do not support the narrative.
I recently asked judges and staff from professional organizations, including IPMI, for their feedback on several key questions about the award program. Their answers, summarized below, offer valuable tips on how to submit a winning entry in the 2026 Awards of Excellence program.
1. What are the most common mistakes you have found that submitters make with their entries?
Failing to carefully read and follow instructions, not directly addressing the specific questions and criteria, and providing incomplete or vague responses were the most significant flaws. Strong entries are clearly aligned with judging criteria, well-written, and detailed. Think like a judge: make it easy for them to find and evaluate your information. One IPMI judge noted, “The devil is in the details, and wordsmithing is critical to
can convey the scope and uniqueness of a project more vividly than mere words. Overall, judges noted that it’s not just one section that trips up applicants, but rather a combination of incomplete or missing information across the submission that can weaken its effectiveness.
3. What do each year’s winners seem to have in common?
Winners clearly described how their project or program integrated seamlessly with their operations and was thoughtfully
4. What is the best advice you can give submitters?
● Be responsive to judging criteria and don’t be afraid to state why you think the project deserves an award.
● Answer every question thoroughly. Don’t skip required details, especially numbers or specifics, and avoid repeating the same points.
● Write concisely, but don’t forget to tell the story. Jurors want to know what business decision inspired the program or project, what obstacles you overcame and how, who was involved, how it was implemented, and what benefits your organization or client derived from the overall effort. If your entry is a unicorn that sets new standards for the parking and mobility industry, please state so and provide supporting evidence.
● Describe how you innovated and were resourceful with the planning, design, or construction process.
● Use high-quality photos and videos to elevate the submission.
● Enlist objective third parties to review and provide feedback about your entry before submission.
You’re a Winner, Now What?
Milk it for all it’s worth! Attend the awards ceremony, invite your clients and teammates, announce it on social media and your website, issue a news release, and hold an in-house celebration, because, like designing a project or program, submitting one for an award is always a team effort.
Parting Thoughts
A successful award submission isn’t just about checking boxes. It’s about crafting a compelling, evidence-based story that resonates with a jury and aligns with the goals of the award program. By approaching the process strategically and presenting your best work, you will significantly increase your chances of being recognized as one of the best in the parking and mobility industry. ◆
DOROTHY J. VERDON, CPSM , is the Owner of Bright Bunny Communications. She can be reached at dorothy@ brightbunnycommunications.com
Personal Upskilling in the Parking Industry A Pathway to Professional Growth
By Nathan Donnell, PTMP
IREMEMBER EXACTLY WHAT I THOUGHT when I was asked to take on the role of selling parking and access control equipment for a friend whose company was entering the parking industry. How hard can it be to sell a ticket spitter and a gate? It didn’t take long before I learned how much more went into the technology solutions offered to parking operations. The parking industry, often perceived as a static sector, is undergoing a significant transformation driven by technological advancements, urbanization, and evolving consumer expectations. For professionals within this industry, personal upskilling has become essential to stay relevant and excel in their careers. We will explore the importance of professional growth in the parking industry, the key areas to focus on, and the benefits it brings to individuals.
The Imperative for Professional Development
The parking industry is no longer confined to managing parking spaces and collecting fees. It has evolved into a multifaceted domain that encompasses smart technology, data analytics, customer service, and sustainability. As cities and parking operators expand and the demand for efficient parking solutions grows, professionals must adapt to these changes. Keeping up with the latest technological offerings and professional growth is crucial to ensure you possess the necessary skills to navigate this evolving landscape.
Key Areas for Professional Growth
1. Technological Proficiency: The integration of technology in parking management systems is revolutionizing the industry. From automated ticketing systems to smart parking sensors, technology enhances efficiency and customer experience. Professionals need to be adept at using these new tools and understanding their functionalities. This includes knowledge of software systems, data analysis, and
troubleshooting technical issues.
2. Customer Service Excellence: As the industry adopts more technology to reduce human interaction, the importance of excellent customer service cannot be overstated. Training programs focusing on communication skills, conflict resolution, and customer relationship management are crucial. Professionals should be able to manage customer inquiries and complaints to provide a seamless parking experience for drivers.
3. Sustainability Practices: With the growing emphasis on sustainability, the parking industry is also moving towards eco-friendly solutions. This includes the implementation of electric vehicle (EV) charging stations, green parking lots, and energy-efficient lighting. Upskilling in this area involves professionals staying informed about sustainable practices, the benefits of green initiatives, and how to implement them effectively.
4. Data Analytics: Data has always been a valuable asset in the parking industry. Analyzing parking patterns, occupancy rates, and customer behavior can provide useful insights that inform decisionmaking and enhance operational efficiency.
The parking industry is no longer confined to managing parking spaces and collecting fees. It has evolved into a multifaceted domain that encompasses smart technology, data analytics, customer service, and sustainability.
Employees should be trained in data collection, analysis, and interpretation to effectively leverage this information.
Benefits of Professional Upskilling
1. Enhanced Efficiency: Training leads to improved efficiency in operations. With a better understanding of technology and processes, professionals can perform their tasks more effectively, reducing downtime and increasing productivity.
2. Improved Customer Satisfaction: A welltrained workforce can deliver better customer service, resulting in increased customer satisfaction. This can lead to repeat business, positive reviews, and a stronger company reputation.
3. Career Advancement: Learning opens new career opportunities for professionals. By acquiring new skills and knowledge, they become more valuable to their employers and are better positioned for promotions and increased responsibilities.
4. Job Security: In an industry that is rapidly evolving, having up-to-date skills ensures job security. Professionals who continuously enhance their skills are less likely to be replaced by automation or innovative technologies.
5. Personal Growth: Upskilling is not just about professional development; it also contributes to personal growth. Learning new skills and overcoming challenges can boost confidence and provide a sense of accomplishment.
Implementing Professional Growth
To successfully implement personal upskilling, professionals should begin by assessing their current skill levels and identifying areas for improvement. This can be achieved through self-assessment, peer and supervisor feedback, and performance reviews. Once the gaps are identified, professionals can develop a personal development plan that addresses these areas. Training can be pursued through various methods, including regional conferences, frontline training, online courses, onthe-job training, and professional certifications such as PTMP offered by IPMI. Partnering and networking with industry experts can also provide valuable resources and insights. Additionally, creating a culture of continuous learning and encouraging employees to take ownership of their development is crucial for long-term success.
Conclusion
The parking industry is at a pivotal point, with technology driving significant changes. Continuous learning is not just a necessity but a strategic advantage that can propel professionals forward. By investing in their development, individuals can enhance their efficiency, improve customer satisfaction, and achieve their career advancement goals. For professionals, upskilling offers a pathway to career advancement, job security, and personal growth. By embracing change and career development, professionals in the parking industry can ensure they remain at the forefront of this ever-changing landscape, ready to tackle new challenges and seize emerging opportunities. ◆
NATHAN DONNELL, PTMP , is the Senior Director EV/Partnerships for LAZ Parking and a member of IPMI’s Technology Committee. He can be reached at ndonnell@lazparking.com
More Than a Job What Keeps Parking Enforcement Professionals Coming Back
By Leo Pelle, PTMP
“Oh, you’re the person who writes all those tickets.”
“That’s a tough job.”
IF YOU’VE EVER BEEN THE PERSON WHO WRITES overtime parking tickets and enforces parking regulations for a living, you’ve heard these things said, among many other comments. Some you may wish to forget. Most parking enforcement professionals start this line of work because they “want to try something new,” stumble upon it, and then stay for many years. But what keeps parking enforcement professionals coming back each day?
Parking enforcement professionals often face the challenge of providing services to the public while frequently feeling disrespected and treated rudely during a typical workweek. This profession isn’t for the faint of heart; a certain mindset is needed to do this work, consisting of:
● A servant leader mindset.
● Courage.
● Respect for others.
● A desire to help create safety and accountability.
● Determination.
● Sheer willpower.
“The number one thing that keeps me here so long is the good coworkers we have and my supervisor (Leo Pelle). The team and management take a caring and genuine interest in how I’m doing and my day. I feel cared for and supported through the quality of uniforms, vehicles, and equipment we are provided. I appreciate having variety in my day-to-day schedules and a work-life balance. I also appreciate that I’m not micromanaged in my work.”
Some of our most outstanding leaders in the parking, mobility, and transportation space have started as Parking Enforcement Officers (you know who you are). But what does it take to keep these high-quality professional people on the job, day after day, month after month, year after year?
I have had the privilege of supervising various outstanding parking enforcement professionals who have been in this role for five, ten, and 20-plus years, respectively. As a servant leader and former parking enforcement officer promoted to supervisor, I have learned much from these individuals. I’m happy to share some insights I’ve found helpful, along with their thoughts on what keeps them returning to work.
I posed the following question to three of my parking enforcement officers: What keeps you coming to work daily, month after month, and year after year? I was told the following:
Roy Calvo, Parking Enforcement Officer with the City of Boulder for 23 years
“The customer service aspect of the work and engaging with the public keep me motivated to stay working in this career. Also, the good co-workers who show up each day and do the job with 100% commitment.”
—Chris Van Bourgondien, 23 years as a Parking Enforcement Officer with the City of Boulder
“First, I like the camaraderie in the team and being a part of the team. Second, I enjoy helping the public, and I take joy in people appreciating what we’re doing. Third, I like keeping up with the changes and advancements in the industry.”
—My Lead, Fred Flesch, who has 18 years of experience as a Parking Enforcement Officer with the City of Boulder
It all starts with having the right people for the job. Not only will people stay in their jobs longer when they enjoy them, but also when everyone has a collective purpose and goal. In our case, it’s serving the community of Boulder, Colorado. We see how our work contributes to the greater good and supports our vision for the future. In addition, what motivates these parking professionals to return to work and sometimes travel long distances is team members who treat each other with respect, dignity, and professionalism. They share a team-player mindset, wanting and showing a determination to help the whole team be successful and safe. This helps create a great collaborative team environment.
These hard-working professionals must be recognized, valued, and appreciated for their contributions. How will we know their challenges unless we are present with them when possible, and supportive during difficult moments? I strive to be with my team as much as possible during significant events, such as challenging vehicle tow operations, natural disasters, or simply writing tickets and helping train new officers. Additionally, celebrating wins with the team is essential and can go a long way toward improving employee morale. We look for opportunities to celebrate our success throughout the year. And we always have an end-of-year appreciation celebration meal as a team.
Another crucial element for the longevity of parking enforcement professionals is variety. Interactions with the public always vary. When hiring a new officer, we encourage them to greet people they encounter and meet long-time business owners in the community. The patrol districts can also provide variety in their work. Not only do rotating enforcement districts help our officers experience different violations and gain a fresh perspective, but they also allow for a change of pace. Our districts in the City of Boulder have different heartbeats, from visitors exploring and creating memories to business owners and college students building a future.
Parking enforcement professionals need space to decompress and de-stress from challenging encounters. Allowing for grace, an open ear to discuss complex interactions, and a safe environment can go a long way in helping team members not carry these rough moments with them throughout the day or when they go home.
Pride, purpose, and professionalism: these three words capture the spirit of the determined and helpful parking enforcement professionals. They take pride in what they do and why they do it. They have a purpose-driven mindset of serving the greater good, increasing safety and accessibility, and protecting ADA and loading spaces for those in need. Professionalism is their guiding principle, which moves them to maintain character and courage while performing a challenging job that few dream of becoming.
May we always support and appreciate our parking enforcement professionals for all they do.
Sustainability Consider This
By Gabe Mendez, PTMP
AS PARKING AND MOBILITY PROFESSIONALS, we must strive to incorporate sustainable practices into our organizations, projects, and proposals. As industries and societies advance, what emerging technologies and innovations can help us achieve this goal?
In this month’s Green Impact, I’d like to take a closer look at a few programs and initiatives that parking and mobility professionals may be familiar with when considering sustainability, as well as others that may be new to some of us.
While there are many aspects of a parking and transportation organization we could dive into, let’s focus on these three areas: electric vehicle (EV) charging, planning, design, and construction, and parking management. We will discuss various resources, strategies, and operational tactics to consider for your organization.
Commuter and Fleet Electrification
Across industries, organizations can contribute to climate solutions by reducing greenhouse gas emissions and shrinking their carbon footprints through the transition to electrified fleets with supportive infrastructure.
Such major transformations begin with knowledge. Here are some tools, resources, and insights to deepen your understanding of emerging vehicle technologies:
● IPMI EV Readiness Resource Guide: This free 2024 IPMI publication outlines the basics required to consider implementing EV charging. You will get some key program considerations, industry segment-specific considerations, and best practices.1
● Industry-Specific Segment Associations: These associations offer more targeted educational opportunities for those with transit and fleet operations within their portfolios.
● Funding Opportunities: Federal and State transportation and energy departments have various funding opportunities. Over the past couple of years, several programs have offered funding for EV charging infrastructure and stations, including solar-powered stations, as well as financing for EV maintenance training.
Planning, Design, and Construction
As we envision the future of development, the goal transcends mere growth—it’s about cultivating vibrant, high-density spaces
that pulse with life and opportunity. The challenge before us is profound: how do we welcome more people into these dynamic places while building a future rooted in sustainability, resilience, and shared prosperity? Here are some strategies for parking and transportation organizations to participate in that future:
● Regional Transportation Demand Management: Does the region have the necessary infrastructure in place to move people in multiple ways, such as a robust transit system, highway system, and roadways? Collaborate with local transit agencies, government officials, and planning organizations to advocate for your customers.
● Internal Transportation Demand Management: There is no single reason why your customers choose to drive alone or not. You can identify the reasons for their choices to help develop your TDM program.2 Engaging a consultant to help design a TDM plan for your organization will enable you to create a menu of programs and initiatives that can be implemented to help meet your sustainability goals.
● Right-Size Parking: Understanding your local zoning and ordinance considerations, as well as TDM plans, will help you right-size parking. Knowing what you must provide by code and the other viable transportation options available to your customer base will inform how much parking you actually need.
● Mixed-Use Parking Facilities: As you design your “rightsized” parking facility, consider what other mobility modes you can accommodate within it. Designing a multi-modal facility will help your customers consider alternative forms of transportation. Can you create a parking garage that accommodates transit use by providing a waiting area for buses, restrooms, and other commuter amenities? How about accommodating micro-mobility modes, such as e-scooters, bicycles, or other personal transportation devices?
● Sustainable Construction: As you design your multi-modal facility, consider incorporating sustainable construction methods and materials. You can consider high-efficiency
products within the facility, as well as building materials such as mass timber and recycled materials, rain gardens, lowwater landscaping, and renewable energy options.
Parking Management
As a leader in parking and mobility, your methods of operating, maintaining, and managing your organization and its assets are more than just logistics; they are a powerful lever for shaping a sustainable future. Every decision you make is an opportunity to push the boundaries of what’s possible and drive meaningful progress toward your sustainability goals.
● Smart Transportation for Parking and Mobility Practitioners: The 2024 IPMI guidebook is designed for municipalities seeking to address the challenges presented by the 2015 Smart Cities Challenge and transform their programs into smart transportation organizations.3
● Shared Parking Strategies: Not all land use types require adequate parking around the clock. Working with your real estate and economic development teams, you can help maximize your utilization of your right-sized parking inventory and enable the vibrancy of the district. For example, is the primary goal of your parking facility to provide monthly parking for 8-to-5 workers? When the facility empties by the evening rush, you can convert those spaces to transient spaces to support the evening nightlife.
● Idle Reduction Strategies: As your customers patronize your facilities, do you have programs in place that help them reduce idling, thus helping reduce GHG emissions? Do you offer contactless payment options, virtual or RFID permit access, or parking guidance systems? This can make entry and finding a space quicker and easier for the customer, reducing
the number of cars waiting in line to pay a cashier or machine.
● AI and Predictive Analysis: To maximize your parking inventory, utilize your parking system data to leverage AI and other predictive analysis tools, directing customers to the closest available space to their destination before they leave home.
● Maintenance Programs: Parking facilities must be maintained appropriately to remain operational and ensure the safety of your customers and employees. Utilizing environmentally safe cleaning products and implementing proper water management practices are two simple ways to keep your facilities clean in a green-thinking manner. Holding your contractors and service vendors to high sustainable practices in their industries is another way to maintain your facilities sustainably.
Hopefully, some of these tools, strategies, and programs will inspire you to get thinking about your organization’s sustainability goals. ◆
GABE MENDEZ, PTMP , is the Director of Transportation Operations for UW-Madison Transportation Services, a member of the IPMI Board of Directors, and Co-Chair of the Sustainable Mobility Task Force. He can be reached at gabe.mendez@wisc.edu
Y JOURNEY INTO ALLYSHIP AND EQUITY BEGAN IN 2018, shortly after I joined the Parking & Mobility Division of the City of Omaha. I received an email that all city and county employees were welcome to attend the annual Martin Luther King Jr event. I attended and had the opportunity to hear about Martin Luther King Jr.’s “I Have a Dream” speech, and I also enjoyed seeing two employees honored for embodying “The Dream” in their daily work and personal lives.
Shortly after the event, I received another email regarding a series of multicultural brown bag sessions put on by our Human Rights & Relations Department. This series of sessions took place over the lunch hour, beginning in February during Black History Month and running through 2021. I thought there was no reason not to attend, and maybe I would gain something from it. In the end, it turned out to be a great decision, sparking my interest in allyship and equity.
Each monthly brown bag session featured a different presentation topic, ranging from African American history, concerns of the LGBTQ+ community, and Far East Asian and Pacific Rim Culture and History. The presentations were followed by group discussions on the topic, which included small group breakouts and large group discussions. The sessions were led by Dr. Franklin Thompson, the then Director of Human Rights and Relations, who is also a professor of multicultural education at the University of Nebraska at Omaha. The interactions and conversations with individuals who had lived through and were currently experiencing discrimination, inequality, and quality-of-life issues brought to light the real-life plights they encountered in their daily lives. Until you can open yourself up and are willing to acknowledge that the reality of what we read in books and see in movies has really happened, and still happens in one way or another, the gravity of the situations people face is not fully comprehensible.
In 2020, the Mayor of Omaha announced a series of actions to solicit input for developing a strategic plan for diversity, equity, and training throughout city government. One of the initial priority items was to create an advisory committee composed of current City
of Omaha employees, to include representatives from various city departments. As a result of this action, the City Employee Diversity, Equity, and Inclusion Advisory Board was established. I applied to join in 2021 as a representative from our Public Works Department. I participated in and attended as many sessions and events organized by the city as I could over the past three years, thinking it would give me a good chance to be part of the board. I was not selected at the time, and I must admit that I felt discouraged not to have been chosen. This did not keep me from still wanting to be active in one way or another.
I maintained contact with colleagues I had met in other departments over the years. In 2023, I volunteered to join the Racial Equity Core Team, a subgroup of the City Employee Diversity, Equity, and Inclusion Advisory Board. After joining the Core Team, I was able to attend training put on by the National League of Cities, Race, Equity and Leadership (NLC REAL). The training consisted of a series of online learning seminars conducted over multiple days. We took part in a Normalizing Workshop whose goals were to:
● Give us insight into racial equity terminology.
● Discuss historical and current events and how they relate to institutional and systemic racism in America.
● Understand the role of government in advancing racial equity.
This training also included learning tools such as ACT (affirm, counter, transform). This was my first formal training in anything related to allyship and equity. It opened my eyes to multiple facets of communication,
engagement, and the steps needed to keep the needle moving forward. This would come full circle as a topic discussed at IPMI in 2024.
Fast forward to 2025, and I am now a member of the Employee Advisory Board, formerly known as the City Employee Diversity, Equity, and Inclusion Advisory Board, as well as a member of the IPMI Allyship and Equity Committee. I have met so many great people over the years on my journey, and all of us have one thing in common: we all want to see change happen! Everyone can create change and make a difference, whether it’s a small gesture, such as making a kind comment to someone you’ve just met, or a larger one, like giving a speech in front of a group of people. The change can occur gradually over time or suddenly by simply posting a quote on a social media account for millions to see. Any of these things allow you to make change happen.
I will conclude with a question I would like to pose to anyone reading this, and a quote I found while conducting research for this article.
How far are you on your journey, and how far will you go?
“An ally is someone who listens without judgment, speaks up for others, and stands up against injustice, even when it’s uncomfortable.” —Author unknown, posted by Christie Scotch
BRANDON PATOCKA, PTMP , is an Engineering Technician II with the City of Omaha Parking & Mobility and a member of IPMI’s Allyship & Equity Committee and Sustainable Mobility Task Force. He can be reached at brandon.patocka@cityofomaha.org
Say Goodbye to Mystery Damage in Your Garage
Leading the Change: Mobility Pathfinders
IPMI members come together to blaze a path forward for women in the parking, transportation, and mobility industry.
By Adrienne Tucker, PTMP
IN JUNE 2024, while attending a roundtable discussion for municipal parking operators at IPMI, I had the pleasure of meeting my dear friend and respected industry veteran, Dolce Gomez, PTMP. Together, we had been involved in the beginnings of an organization that was slated to be something truly amazing. An organization created by women, for women, in the parking, transportation, and mobility space that offered not just connection and networking, but mentorship and scholarship. Although that venture did not pan out, the longing for such an organization still filled our souls. We were still longing for such an organization, but who would lead the charge?
“Why not me?” I thought. “If I really want this, I’m going to have to be the one to lead the charge.”
I learned a long time ago that if you want something, you must go out and get it yourself. Sitting on the sidelines waiting for an opportunity never amounts to anything. I desperately wanted this organization to exist. Like many women in our industry, I was tired of seeing women passed over for promotion after promotion into leadership and executive roles. Recently, an HR recruiter attempted to poach me to work for a parking management company and used their diversity as a sales tactic. After reviewing their “About Us” section and seeing that the executive team was entirely male, I knew immediately that promotion in that company would have been an uphill battle, if not impossible.
just for us. I gave her my elevator pitch about starting our own organization, and without hesitation, she exclaimed, “I’m in!”.
Within a month, a powerhouse group of women banded together, which included me, Dulce Gomez, PTMP, Dr. Tanara Teal-Tate, Kathleen Laney, Alyssa Alt, and later, Anneliese Allgeyer. Together, we formed Mobility Pathfinders.
Who We Are
But they were not the only ones. Time after time, company after company, the same story. Why? It’s not because qualified women don’t exist. Why do they not receive the same exposure? Why are they not being promoted as often? What do we need to do to bridge the gap?
I pitched the idea to Dulce, and she immediately replied, “Let’s Do It!” Later that same day, I ran into Dr. Tanara Teal-Tate, who, like Dulce and me, felt a gap in the market for an organization that was created
Our mission? To empower women in parking, transportation, and mobility through mentorship, education, and advocacy to create a more inclusive and innovative industry. We are unaffiliated, unfiltered, and unapologetic. Mobility Pathfinders is an independent organization, similar in structure to the state and regional parking associations. Our vision is to be a catalyst for a diverse and equitable future in parking, transportation, and mobility, where women lead, innovate, and thrive.
We offer mentorship through our Wayfinder Program, Mobility Pathfinders’ flagship initiative designed to foster meaningful connections and empower women across the industry. Led by Rachel Clapp and me, the program provides both one-on-one and group mentoring opportunities that cultivate talent, build confidence, and strengthen professional relationships.
Our Membership and Welcome Committee is spearheaded by industry leaders Ashley Hiniker and Shannon Collins. Together, they welcome our members into the organization, moderate our exclusive members-only Slack channel, run our I Heart Parking photo competition, and select our monthly spotlight winners. They ensure that every member feels seen, supported, and engaged from the very beginning.
The Marketing and Communications Committee is led by industry pros Kathleen Laney, Amy Hebert, and Emma Ulmer. As the voice of our organization, they manage our social media platforms, maintain our website, and publish membercontributed blogs, ensuring our message is consistent, impactful, and engaging. Interested in writing for Mobility Pathfinders and sharing your story on our website? Great news! This is one of the many benefits of being a member. We welcome your voice, your experiences, and your perspective.
The incomparable Kacey Siskind and Brooke Krieger are the voices behind Her Parking Story—the first podcast of its kind dedicated to amplifying the conversations women in our industry have been having quietly among ourselves for years. Now, we finally have a platform to say them out loud. Through honest dialogue, bold storytelling, and powerful interviews, they will share our stories, our frustrations, our triumphs, the outrageous and the audacious, while giving voice to the women who are shaping the future of parking and mobility.
The Honorable Faye Morrison and Kristyna Schedine run our Events Committee. These passionate organizers are dedicated to creating unforgettable experiences. Together, they plan and coordinate everything from our virtual cocktail hours, high-impact panel discussions, leadership forums, and in-person meetings.
The Awards and Scholarships Committee is spearheaded by industry trailblazers Nancy Kobielski and Amy Anderson. They lead our award recognition initiatives, as well as our Scholarship Program, which was created to provide financial support to members pursuing the next steps in their careers. Whether it’s going back to school or earning a professional certification, this program is designed to empower women in our industry to advance with confidence and support.
The Professional Development and Education Committee, led by the dynamic trio of Dr. Tanara Teal-Tate, Dulce Gomez, PTMP, and Colleen Gaillion, fuels member growth by providing the resources, knowledge, and support needed to take the next step in their careers. From webinars to workshops to leadership training, we design programs that meet members where they are and help them achieve their goals.
Our Sponsorship Committee, led by industry Titans Julie Dixon and Rebecca Groth, builds strong partnerships with industry sponsors and supporters, driving the financial growth that fuels our events, programs, and scholarships.
Our Executive Team:
● President: Adrienne Tucker, PTMP
● Vice President: Dulce Gomez, PTMP
● Vice President: Kathleen Laney
● Treasurer: Anneliese Allgeyer
● Secretary: Alyssa Alt
● Chief Programming Officer: Dr. Tanara Teal-Tate
Together, we are the leadership hub of Mobility Pathfinders, steering the organization’s direction and providing guidance to the board and its committees.
And last, but certainly not least, our advisor, the one and only Melissa Rysak. Mobility Pathfinders would not have come to fruition without her expert guidance and advice, helping to steer us towards success with her unmatched knowledge, wit, and passion.
Join Us. Support The Movement
Mobility Pathfinders is more than an organization; it’s a movement to elevate, empower, and connect women in the parking, transportation, and mobility sectors. Whether you’re just starting your journey or are a seasoned professional, there’s a place for you here.
By becoming a member, mentor, sponsor, or volunteer, you’re helping to build a more inclusive and supportive industry, one where women are seen, heard, and celebrated.
Become a Member: Access mentorship, scholarships, exclusive content, and a community that’s got your back.
Get Involved: Join a committee, share your story, or volunteer your time and talent.
Support the Mission: Sponsor an event, podcast episode, or webinar. You can also contribute to our scholarship fund or amplify our voice by spreading the word.
Let’s chart new pathstogether!
Visit mobilitypathfinders.org Launching August 1st, 2025.
ADRIENNE TUCKER, PTMP , is the Director of Parking and Transportation for Kansas State University. She can be reached at adriennetucker@ksu.edu
One New Skill Lifelong Learning for Leaders
By John Oglesby
OUTSTANDING LEADERSHIP IS LIKE GOOD PARKING— easy to appreciate when done well but often overlooked. This highlights the importance of learning one new skill and becoming a Lifelong Learner.
In parking and mobility, the ground is shifting beneath our feet at an unprecedented rate. Leadership constantly requires new skills that are timeless and timely. The ability to learn and grow, no matter where you are on your professional journey, and no matter how much you think you know.
Standing still isn’t an option. The days of relying solely on what we already know are gone. The decisions we make today—whether about integrating electric vehicle (EV) chargers, managing the rise of micro-mobility, or leveraging artificial intelligence (AI)—will define the industry tomorrow. To navigate this rapidly changing landscape, leaders must embrace a lifelong learning mindset.
We cannot abandon the fundamentals for new technologies. Both must be taught, integrated, and reinforced by every leader on your team; otherwise, your skills won’t evolve or create value for your client. Anyone can promote a new technology, but why do they need you if that is all it takes?
Don’t become a commodity; become an expert who is humble enough to continue to learn.
Why Lifelong Learning Is a NonNegotiable Skill
The challenges are mounting in parking and mobility, but every challenge is an opportunity to unlock if you are willing to learn.
1. Adapting to Disruption: The disruptions we’re seeing aren’t inconveniences, they’re signs of progress. EV chargers are no longer optional. IoTenabled systems are revolutionizing how we track and manage spaces. Committing to learning is a strategic advantage.
2. Elevating Decision-Making: Knowledge is power, yes, but it’s also clarity. When you expand your
skills, you sharpen your ability to make decisions that ripple outward, benefiting your organization, stakeholders, and the communities you serve.
3. Fostering Growth in Others: Leaders set the tone. Show your team that you do not know everything. Create a culture of innovation; adapt, evolve, and thrive.
4. Remaining Relevant: The world is changing faster than ever. Smart cities, integrated mobility solutions, and sustainability aren’t buzzwords; they’re the future. Staying relevant means staying ahead, and that requires continual learning.
5. Recognize the Next Question: What if you could? Have you been here before? What can you share, what can you provide, why do you matter? How are you more valuable today than you were yesterday? What is the next question for tomorrow?
The Hurdles We Face
Now, let’s acknowledge the elephant in the room: lifelong learning isn’t easy. The obstacles are real for busy leaders, but they’re not insurmountable.
● Limited Time: Between managing organizations, attending endless meetings, and handling personal responsibilities, time feels like the scarcest resource. Everyone is constantly complaining about being too busy. They are trying to catch up.
● Fear of Vulnerability: Leaders aren’t supposed to admit what they don’t know, right? Wrong. It’s okay not to have all the answers. What matters is the willingness to find them.
● Information Overload: It’s easy to feel overwhelmed by the number of webinars, white papers, and workshops. The key is to discern what’s truly valuable and ignore the noise.
Standing still isn’t an option. The days of relying solely on what we already know are gone.
How to Make Lifelong Learning Work for You
Lifelong learning doesn’t have to be daunting. Proven strategies to help you embrace it:
1. Prioritize Industry-Relevant Skills: Focus on the most critical areas of parking and mobility: EV infrastructure, urban planning, and data analytics. Don’t try to learn everything. Learn what counts.
2. Leverage Flexible Learning Options: Online platforms like LinkedIn Learning and IPMI certifications are designed for busy professionals. Learn at your own pace; on a flight or over coffee.
3. Engage with Peers: Conferences, workshops, and networking events aren’t just business cards (or tapping to gain info). They’re about learning from those who’ve walked your path.
4. Seek Mentorship: Don’t underestimate the power of learning from those who’ve been there. A good mentor can be a sounding board, a guide, and, sometimes, a mirror. Think you don’t have anything to teach? Think you don’t have anything to learn? Think again.
5. Ignore the Stereotype: You decide how much you know about any subject. Your age and your education are just history. You alone are writing the next chapter in your future. It has never been easier to find answers to questions. You need to provide the very best questions in your preparation and your work product.
The ROI of Lifelong Learning
Discuss the value of learning, as it is a noble and wise investment, and critically important.
● Stronger Organizations: Teams led by leaders who prioritize growth are more innovative and agile. They don’t just meet challenges—they redefine them, select new options, and innovate.
● Industry Leadership: Leaders who stay ahead of the curve shape the industry’s trajectory, ensuring that parking and mobility keep pace with the needs of modern cities.
● Personal Fulfillment: There’s a deep satisfaction in growth, knowing you’re better equipped to lead, solve problems, and inspire others while keeping one eye on the future.
A Call to Action
If you take one thing from this, let it be this: the parking and mobility industry is at a turning point. Our decisions as leaders don’t just affect our companies. They also impact the broader community, shaping the cities we live in and the lives of those who inhabit them.
Lifelong learning is about more than staying relevant. It’s about leading with purpose and taking ownership to guide our teams, organizations, and industry into the future.
Can you imagine a single new skill that can provide more returns than lifelong learning?
What is the scariest part of your future? Today is the day to embrace that fear. Get off the bench and get in the game.
So, ask yourself: What next skill must you learn? What’s the next question you need to ask? Because the future isn’t waiting, and neither should we. ◆
JOHN OGLESBY is the CEO of The Parking Whisperer. He can be reached at ceo@parkingwhisperer. com
Walter P Moore
OOneida County Parking Garage
FIRM NAME: Walter P Moore
PROJECT LOCATION: Utica, New York
PROJECT OWNER: Oneida County, New York
KEY STAFF:
• Joseph Boley
• Brian Lozano
PROJECT TEAM MEMBERS:
• Walter P Moore, Parking and Diagnostics Consultant
• Bob Weissenborn, Project Manager
NEIDA COUNTY, NEW YORK, is dedicated to delivering exceptional healthcare services to its residents. The 530,000-square-foot Oneida County Parking Garage, which opened in the summer of 2024, is adjacent to the Mohawk Valley Health System’s newly constructed Wynn Hospital and symbolizes the county’s commitment to revitalizing the local healthcare system’s infrastructure.
• March Associates Architects & Planners PC, Architect
• Murnane Building Contractors, General Contractor
• John P. Stopen Engineering, Structural and Geotechnical Engineer
• Towne Engineering, MEP Engineer
• Appel Osbourne, Landscape Architect
• Heliport Consultant, Heliplanners
The garage has a total of 1,330 parking spaces on five levels and was designed to provide employees, visitors, and patients with access to the hospital from the ground floor of the garage through a covered, climatecontrolled, and conditioned pedestrian walkway. Of the 1,330 spaces, a total of 1,066 spots are designated for hospital use and 264 for public use. Additionally, there are a total of 45 accessible spaces and 69 electric vehicle (EV) charging spaces.
Boley
Lozano
The ground floor of the garage and half of the second floor offer public parking for visitors to the hospital as well as for other destinations in downtown Utica, including the multipurpose Adirondack Bank Center Arena. There are also 70 designated spaces on the ground floor reserved for visitors to the emergency room, which has its own designated entry and exit portal closer to the emergency room entrance. The remainder of the second floor, as well as the third through fifth floors, is designated for hospital staff parking.
One challenge was separating the garage’s user groups to meet the multiple ownership groups’ interests in the facility.
Because Oneida County funded the garage, it required 20% of the spaces to be reserved for public parking. Segregating these users was achieved using multiple ramping systems, a secondary speed ramp, and well-signed portals.
Another challenge involved locating the heliport above the fifth-floor parking area of the garage to meet the hospital’s emergency air transportation needs. The design team positioned the helipad close to the emergency room, ensuring safe air access for helicopters. This meant configuring the height and locations of the light poles to work with takeoff directions.
Because of the addition of the heliport above the top level of parking, it required additional elevators large enough to accommodate stretchers; a heated slab for snow removal, which necessitated the addition of a heated slab using boilers; special drainage off the heliport due to the need for fuel-water separators as well as supplemental lighting and a wind cone for visibility.
The carefully structured placement of the helipad above the top deck minimized any impact on the garage’s vehicle count.
The garage was designed as a cast-in-place post-tensioned concrete structure with precast concrete panels on the exterior and includes a customized lighting system that can be programmed to coordinate with special events in downtown Utica.
Since its opening, the Oneida County Parking Garage has concurrently met the parking and air transportation requirements for the healthcare facility, while also serving as a vital addition to the public parking needs in the area.
Southwest Parking & Transportation Association
That is SO SWPTA!
By Joni Eros
TRUE TO FORM, our board of volunteers remains committed year-round to enhancing your operations by bringing industry-leading experts, technology, and professional development directly to your fingertips. Throughout the calendar year, we keep organizations across the southwest and beyond engaged with our webinars, frontline training, networking events, and online blog posts.
That’s SO SWPTA so far this year…
In April, we networked while displaying our creativity via the annual egg decorating challenge! This year’s submissions saw a higher level of creativity and competition than ever before, and our winners were handsomely rewarded. Be sure to join us this December to test your skills at our Annual Gingerbread Garage making competition!
● People’s Choice Award—Cameron Clark with his futuristic AI Egg—Dixon Resources
● Most SWPTAstic—Logan Cohen and team for their incredible SWPTA Nest—UNLV
● Best Parking Theme—Jayd Sorenson and team for their precious Parking Lot—UNLV
● That’s So Clever—Julianne Wilhelm for her spin on a classic—Alanis Morisegg—Flowbird
We also just completed our Annual Mid-Year frontline training in beautiful Tempe, Arizona. Downtown Tempe was a great spot, and fellow SWPTA board member Channa Phillips went above and beyond to host us. This crucial
frontline training, provided by SWPTA board member Captain Nick Nicholas and Caleb Davis, and the great participation from over 50 attendees, proved that our experts aren’t just speakers; they become collaborators and mentors, often leading to long-term professional growth for our frontline compliance teams.
And as always, we continue to reach those who cannot attend in person with our online networking. Don’t miss our webinars and monthly blog posts at Southwest Parking
So…what more could we possibly bring That’s SO SWPTA?
Often referred to as one of the most unique regional show experiences in the industry, SWPTA prides itself on bringing laser focus on the topics that are best suited to solve your immediate operational challenges. In addition to the “summer camp” like format where attendees and vendors network, learn, and socialize as one group, SWPTA continues to provide content that makes you feel confident when procuring new solutions for your organization.
Our expert panel discussions have proven invaluable in
assisting organizations with procurement. Bringing together a panel of experts to advise on the best paid parking practices offers a strategic advantage for any group aiming to elevate its approach to parking management.
The benefit of convening an expert panel lies not only in shared knowledge but also in the synergy created when passionate professionals exchange innovative ideas. SWPTA exemplifies this through its consistent delivery of dynamic educational content. The result?
A high-value platform that cultivates learning, leadership, and fun.
By consulting with a panel of seasoned professionals, organizations can tap into a deep well of practical insights informed by real-world experience. These sessions, which offer PTMP (formerly CAPP) points, ensure attendees walk away with not just ideas but credentials that advance their careers. Past panels have taken us behind the scenes on municipal legislation changes, university parking issues related to events and reduced inventory, handling aging equipment with
limited budgets, and more!
This year, our Annual October conference in Las Vegas promises to be more educational than ever, with a daily agenda of carefully curated sessions geared to inspire our members and the industry at large. To think to themselves, “That is SO SWPTA”.
Please visit Southwest Parking to join us! Become a member and register for our Conference, and we look forward to seeing you soon in Las Vegas, October 27-29, 2025! ◆
JONI EROS is a Regional Sales Director for PayByPhone and a member of the IPMI State & Regional Association Committee. She can be reached at joni.eros@paybyphone.com
EXPERTS ASK THE
For July’s Evolution of the Parking Professional themed issue, we asked members of IPMI’s Leadership Development Advisory Group (LDAG) their thoughts on the following question:
What role does leadership development play in creating resilient, future-ready teams in our industry?
Marlene Cramer, PTMP, LEED Green Associate Director, Transportation and Parking Services
Cal
Poly,
San Luis Obispo, CA
Leadership development is a critical aspect of building high-performing teams. As a leader, it’s essential to recognize the varying proficiency levels among your team members to provide them with the right opportunities and experiences to foster growth. This targeted approach not only enhances individual performance but also helps cultivate leadership competencies that align with your organization’s expectations.”
Brian Wolff CEO Parker Technology
Leadership development is a force multiplier by motivating those being developed to do their best work, which in-turn causes those young leaders to inspire their teams to deliver a great experience to customers which helps the organization grow, prosper and be resilient!”
HAVE A QUESTION? Send it to editor@parking-mobility. org and watch this space for answers from the experts.
Gwendolyn Bolden, PTMP
Operations Manager
Pivot Parking
Leadership development not only establishes the foundation for cultivating dynamic teams but also inspires a culture of excellence within our industry. As leaders commit to their own growth, they embody the very ideals of excellence, serving as powerful role models for their teams. This investment in leadership development empowers teams to not just excel, but to truly soar to new heights!”
Brian
M. Favela,
MBA
Director, Parking and Transportation Services
University of South Carolina
Innovation and creativity are key drivers of future readiness. Leadership development nurtures these qualities, which enable teams to think outside the box, develop fresh solutions, and stay ahead of the competition.”
Tony Lucas, PTMP
Executive Director, Events & Transportation
UCLA
Leadership development is how we build teams that are ready for what’s next. It begins with building on core values like respect, integrity, and accountability because everything else depends on that foundation. In our line of work, where things change fast, we need people who lead with purpose, stay grounded in those values, and bring resilience to every challenge. That’s how teams grow stronger and move forward together.”
Dr. Perry Eggleston, DPA, PTMP
Senior Manager, Universities
Modii
As the industry increasingly relies on technology, organizations must develop technically proficient employees and use leadership to maintain these teams by creating supportive programs that keep them engaged in the organizational outcomes.”
Christina Dayton, PTMP
Deputy Director
Allentown Parking Authority
Leadership development is essential in building resilient, futureready teams. It cultivates adaptable leaders who can navigate shifts in the industry, embrace technology, and empower their teams to thrive in the face of change, ensuring operational efficiency and continued success. They must first develop themselves to lead their team and get better business results.”
Adele Clements
Senior Director—Transportation, Parking and Fleet Services
Emory University
Development is intentional and is essential to succession planning and team building. Focus on strengthening skills and qualities such as empathy, collaboration, leading through change, and navigating conflict and ambiguity. This will create a strong foundation for future leaders as well as build team resiliency.”
The Evolution of Parking Professionals
THROUGHOUT MY PARKING CA REER, I’ve worked in four different Southern California municipalities. Early on, when I worked in a police department, I was exposed to a variety of emergency response situations. In 2003, I was one of the many who responded to assist with perimeter control at the Santa Monica Farmer’s Market. In 2010, I worked for a city that laid off 50% of its workforce, and the remaining employees feared retaliation, so I helped develop safety protocols. In 2020, following the declaration of the pandemic, when demonstrations spread across the country with little to no notice, I developed an operations plan to safeguard another city’s parking facilities. Parking has kept me on my toes for a long time.
On Tuesday, January 7, 2025, the City of Pasadena allowed staff to work from home to protect us from traveling during the expected California high-wind Red Flag Warning (high fire danger) event. Being a Santa Monica Mountains Chief Park Ranger’s wife, I’m more attuned to wind events because, during fires, my husband also protects life and property. While in a virtual meeting, my husband called to say, “The Palisades is on fire, I’m en route. I love you.” I immediately opened my fire monitoring app to compare the fire map to my husband’s cell phone location.
The winds were so insane. Trees were uprooted, debris flew, and the Palisades Fire roared, so I prayed that my husband would be safe. I thought of my parking friends in Santa Monica holding thoroughfare perimeters, keeping traffic from entering the Palisades. This is where my mind was when, at approximately 6:18 p.m., another fire broke out just north of Pasadena, in Alta Dena, and after watching the Palisades Fire spread, I felt dread that this Eaton Fire would be similar.
While I drove to Santa Monica to take supplies to my husband, I could see the Eaton Fire’s flames lighting up the night from 30 miles away. That’s when I received calls and texts from the Pasadena Emergency Operations Center (EOC). We needed to lift the parking garage gates located across the street from the Convention Center, where the city created an emergency shelter for fire victims and evacuees. Perimeters south of the fire needed to be staffed, so the parking staff who had gone home a few hours earlier were puzzled when I called them to report back to work.
January 8, 2025, 9:32am –daylight is consumed by smoke as the EOC is evacuated.
by Dulce Gomez, PTMP, SHRM-CP
of the Eaton Fire
I then reported to the EOC the staff’s estimated time of arrival at the Incident Command Post. That night, I was informed that I’d be added to the next morning’s EOC roster; I was no longer on stand-by. I was six hours from reporting to the EOC when I finally maneuvered my way through Santa Monica’s freeway brush fires to get supplies to my husband.
The next day, I reported to the EOC, and shortly thereafter, we were evacuated to City Hall. After people had settled in, I introduced myself to my colleagues to let them know how our division would assist them. My efforts were quickly noticed, and before I knew it, people were sending me their direct requests. In addition to the traffic control posts that required staffing, we also needed to procure personal protective equipment (PPE) and arrange for its delivery throughout the city. Using the logistics, operations, and planning skills I gained while working as a “Parking Checker” over 24 years ago, I demonstrated that any frontline employee can be a valuable contributor during an emergency.
My traffic control experience quickly came back to me. When I conducted traffic control and felt exhausted, sunburnt, and my feet hurt, I didn’t want to be forgotten. I tracked my parking division staff and checked on them, but mainly, I ensured they knew they weren’t left to fend for themselves in the wind and smoke.
Planning for their end-of-shift and strategizing how we would staff the next 12-hour shift became inevitable as the days grew darker and longer. At some point, the team would have to be relieved to give them rest.
Although my brain was still divided, I managed to coordinate operations in Pasadena, where the TVs showed the progress of the Eaton Fire, and on my phone, I monitored the Palisades Fire. My heart sank when the Hurst Fire sparked up on the opposite side of the Santa Monica Mountains. I knew my husband would be redirected.
At the base of the Eaton Fire, our parking staff held their traffic control posts, while others drove throughout Southern California to pick up the much-needed PPE for police, public works, and other mutual aid field staff. Although they were being exposed to smoke, wind, and debris flying, the parking staff stood alongside the police officers to turn away desperate and scared residents trying to get to their homes to gather valuables. We heard that folks fell victim to the Palisades Fire while accessing their homes as the fire embers blew for miles, so parking staff understood that at their intersections, their purpose was to save human lives, so they held the perimeter. They did this despite embers flying past them, sparking little fires around them.
The Convention Center shelter sent requests to the EOC for supplies to support people overnight, and they also required additional staffing. I had tapped out the field staff, so I made calls
to our parking administrative staff. Through tears and with fear in their voices, some of them told me they had been evacuated and were sheltering elsewhere. Nevertheless, without hesitation, staff volunteered despite the unknown status of their homes. Some feared they might not have a home to go back to. I recruited shelter staff to work 12-hour shifts, and my heart ached because my colleagues in the EOC were also reporting to work while being evacuated without their personal belongings.
As the days repeated and felt longer, unforeseen obstacles morphed into different challenges. The water was declared unsafe, and we needed to provide the community with drinkable water. The EOC Logistics Team knew Parking could be counted on with this. The parking team was dispatched to collect pallets of bottled water and deliver them to an abandoned healthcare parking lot that would serve as a water distribution site. Our parking garage contractor staff assisted with setting up traffic control devices, and the parking enforcement contractor provided additional staff to help with
January 8, 2025, 1:31pm – Meter Mechanic Rafael Verduzco loading supplies to deliver at the shelter.
When a catastrophe or disaster occurs, people often talk about how united they become. What people don’t talk about is how you walk away a different person.
traffic direction. Within a matter of hours, the site was ready for the public to collect water and PPE.
The winds dissipated, and my hopes went up that we would end the recurring days of working 12+ hours a day and that my husband would be released to come home. However, nature always has another plan. As we entered the weekend, the wind speeds triggered a Red Flag Warning for several more days. Parking staff were called upon to escort residents to their homes as the evacuation status changed from orders to warnings. However, they also had to patrol the Red Flag Warning ‘No Parking’ Signs, which was a very difficult task, as we didn’t want to issue citations for parking on the street when people were just being cleared to return to their homes.
Additional fires broke out, and every new fire seemed close to a Park Ranger’s home that needed protection, so my husband remained unseen. I went home nightly after listening to my colleagues’ personal home losses, inability to return home, and vandalized homes with squatters. All around me, there was heroism in the middle of this tragic disaster.
Eaton’s smell of smoke lingered on our clothes, and as the ashes blowing in the wind reminded us of what the Eaton Fire had burned, it all weighed heavily on our hearts. But we all continued to operate and respond to our community’s needs.
A week later, my husband came home exhausted and caked in ash from responding to three fires. I could finally sleep.
If you’ve met me, you know I’m passionate about parking and that I wholeheartedly love what I do. However, this event taught me that it’s not the actual work that gives me that rewarding feeling.
Throughout my parking career, I’ve had the honor of working with truly remarkable, incredibly hardworking, and dedicated people. As I’ve evolved in my career, over and over, I’ve been inspired by the parking people who selflessly push their limits to achieve a common goal.
The people I work with are the reason I love what I do.
When a catastrophe or disaster occurs, people often talk about how united they become. What people don’t talk about is how you walk away a different person. After being surrounded by tragedy, sadness, and drowning in what felt like never-ending worry for the safety of my team, community, and husband, my heart continues to mend as my tears wash away the ashes covering the scars this disaster left me with.
You see, we all eventually switch from response mode to recovery mode. We emerge differently, and this is how the evolution of a parking professional happens ◆
DULCE GOMEZ, PTMP, SHRM-CP , is the Assistant Parking Manager for the City of Pasadena, CA, and a member of the IPMI OnSite Training Team. She can be reached at dugomez@cityofpasadena.net
NEW HOTNESS in Technology
The Questions I Didn’t (Know I Needed to) Ask
By Victor Hill, PTMP
THE REPORT WASN’T PULLING THE RIGHT INFORMATION FAST ENOUGH. It was budget season, and we needed analytics for projections. Ten seconds. Thirty. Two minutes. Five.
“ This isn’t working the way I thought it would,” I told the vendor.
“ It’s not designed to work that way,” he replied.
“ You didn’t tell me that,” I said.
“ You didn’t ask,” he replied.
There are so many questions I wish I had known to ask when I started in this industry, especially about new technologies and how they would work in my environment. Consider this a starting point for making smarter decisions in an era when technology evolves faster than your procurement cycle. For all the research you conduct, you still won’t know it all, and none of us wants to be held accountable for spending tens or hundreds of thousands of dollars on solutions that don’t deliver what we need them to.
The sentiment is particularly true in the parking, transportation, and mobility industry, which hosts professionals from a diverse range of backgrounds — including public service, law enforcement, customer service, facilities, IT, or, in my case, the forest service. No
matter how we got here, we need the right insights to be effective: insight to ask the right questions, insight to recognize what we don’t know, and insight to know who to ask for help.
What Problem Does the Technology Solve?
I am captivated by technology. Early in my career, I viewed license plate recognition (LPR) as a means to modernize operations, alleviate staff burdens, and enhance customer experience. I pursued LPR tenaciously before I got permission to implement it, and much of that was due to tales of everimproving accuracy, ease of installation, and all the other panaceas we’re promised when we’re on a tradeshow floor surrounded by demos and displays.
But the “new hotness” technology everyone talks about in the moment, regardless of what it may be, isn’t necessarily right for your needs, even if it seems like it will solve all your problems. I’ve seen campuses adopt mobile payment platforms that confused their user base, and LPR systems installed without considering whether enforcement policies support real-time compliance. While a lack of preparation was certainly a contributing factor to these deployment woes, a misunderstanding of the problem was also to blame.
If you don’t define the why, then the so what may lead to wasted time and money or, potentially, more time and money to correct an avoidable problem.
Parking is never one system. It’s a complex ecosystem of software, hardware, policies, and people.
● What’s your biggest bottleneck?
● Are you solving a staffing issue, a customer issue, or a policy issue?
● Will the technology fix the root cause, or mask it?
People are often reluctant to ask the third question because, again, technology is frequently seen—and sold—as the solution to a problem when it may only be a partial solution. If you don’t understand the root cause of the problem, you can’t fix it, and your enthusiasm may give you tunnel vision.
How will the “New Hotness” Work with Everything Else?
Parking is never one system. It’s a complex ecosystem of software, hardware, policies, and people. Permits, enforcement, gate systems, sensors, payments, customer service, payroll interfaces, and financial reconciliation must all work together.
● Who owns the integration process?
● Has the integration been implemented successfully elsewhere?
● Will we have a dedicated project manager?
● How do we test and verify that the systems communicate the way we expect?
● What is the process to agree that the technology is ready to “go live”?
Integration should never be an afterthought. It should be a primary planning conversation from the very beginning.
What Happens When the Person Who Knows Everything Leaves?
Succession planning is one thing. Succession planning during the implementation of a new solution is another. Parking directors don’t always consider this scenario because it seems so unlikely. Yet more than once, I’ve seen operations paralyzed when a key staff member-the one who “owned” permit sales, analytics, the appeals process, or maintenance of the handheld devices—left unexpectedly. Documentation was often sparse, training was minimal, and institutional knowledge walked out the door.
● What training is available for new staff?
● Is there a knowledge base or written procedures?
● Do we have a plan to cross-train our team?
● How do we handle turnover or extended absences?
It’s easy to focus on launch and overlook longevity, but sustainable operations depend on shared knowledge, not just individual expertise.
Who Else Has Done This, and What Did They Learn?
This is one of the most obvious and valuable questions you can ask — and one of the easiest to forget. I still remember hearing someone ask the meaning of PARCS (Parking Access and Revenue Control System) during a presentation, followed by the grateful sighs of several other audience members. No judgment, just encouragement from others. Be comfortable asking questions, even if you think you should already know the answers. Talk to peers who have used the solution and the vendor you’re considering, who have installed the same equipment, or have tackled the same challenge. Post questions to forums and listservs.
● What worked well?
● What issues did you find that you had not planned for?
● What would you change if you could do it again?
● What hidden costs or time delays surprised you?
● How did customers react?
● How was it received?
● What does this acronym mean?
The parking industry is full of generous professionals. I’ve had open and honest conversations with peers who helped me avoid major missteps simply by asking. Your network is your best insurance policy. The industry has plenty of professionals available who make their living through research and a neutral approach to the available technologies.
What Does Success Look Like?
A successful solution launch isn’t success— it’s the beginning. Success is so much more: happy customers, meaningful analytics, empowered front office and enforcement staff, and overall enhanced efficiencies are just a few examples. Yet for every happy customer, you’ll still have angry ones. For every useful data point, you’ll have anomalies. Maybe the reasons are obvious, maybe not.
Meaningful metrics matter. Subjective feedback adds color but doesn’t offer the whole story. A balance of qualitative and quantitative information is vital.
● Does the solution make us more efficient?
● What key performance indicators (KPIs) should we track?
● How will we gather feedback from users?
Setting expectations helps evaluate outcomes objectively and tells a compelling story about a program’s impact.
Who Can Challenge My Thinking?
Having someone say, “Have you considered this?” or “That might work differently than you expect” matters. Whether it’s a colleague, a mentor, a vendor who knows your environment well, or an outside consultant, you need someone who isn’t
afraid to tell you your idea is great—or that it sucks. Ideally, that person doesn’t have the same investment in your idea or your operation but understands you well enough to be honest. That person should suggest more questions to ask and, potentially, snap you out of your tunnel vision or at least get you more grounded.
● Who can I trust to be brutally honest?
● Who knows how I think?
● Who can offer an outside perspective that lacks bias.
What Assumptions Am I Making?
Parking and mobility professionals are problem-solvers by nature. We’re accustomed to constraints—budget, space, staffing, and politics—and we develop workarounds. But sometimes, workarounds become assumptions that limit our thinking.
● What am I taking for granted?
● What hasn’t been tested?
● Is there a different way to frame the problem?
Challenging assumptions is about identifying new opportunities to ensure a solution works effectively. Just because you assume people are resistant to the changes a new technology brings doesn’t mean they won’t accept them, given time and transparency about the benefits. This is one reason why many parking operations have become cashless. While there is undoubtedly merit to the idea that multiple payment options serve the most end users, there are numerous success stories about organizations that made the change despite initial assumptions that it would not be adopted.
What Story Are We Telling?
Every decision tells a story. Is the
organization viewed as punitive or protective? Flexible or rigid? Forwardthinking or out of touch? Policies, tools, and any new solutions that are implemented all help shape an organization’s narrative to its customers.
● How does the solution impact on the visitor, the employee, or a specific permit holder?
● Are we being transparent about the reasons for it?
● Do we provide more choices or more restrictions?
● Does the new solution, combined with our current systems, make it easier or more challenging to use our services?
The answer to the fourth question should be obvious, but asking it is necessary to ensure the new solution benefits everyone, not just the operation. If a new solution enhances employee efficiencies but is tedious for customers, it may be more trouble than it is—literally—worth.
Final Thoughts
Technology isn’t slowing down. From smart sensors to reservation platforms to AI-powered enforcement tools, the parking and transportation industry lives in a dynamic environment that requires constant learning.
Don’t do it alone.
Stay curious. Build relationships. Lean on your network. Engage with colleagues who challenge you and make you better.
Above all, ask questions so the answers don’t surprise you.
VICTOR HILL, PTMP , is a consultant at Walker Consultants and a member of the IPMI Certification Board. He can be reached at vhill@ walkerconsultants.com
PARKING …
Big sis, Little sis all grown up. We could be twins right?
Flashback to 1986 when this little bundle of joy joined the family.
By Christina Combs, PTMP
ANYONE WHO HAS YOUNGER SIBLINGS remembers the days when their half-pints followed them around so excited to be in their presence. And you, the ever-cool teenager, emphatically sighed and thought they were so annoying. This was me at 16 when my little sister Kathleen, or “Beanie” as I lovingly call her, scooted into my life. As we both grew up, things changed, and a different relationship blossomed at each significant point in our lives. In adulthood, I now look back and feel such great pride whenever I see her career patterns align with my life experiences. We both have a 15-year-plus career history in the hotel industry, but when we crossed over into parking, we had a lot to learn. I can only hope that it was me who rubbed off a little bit to introduce her to this dynamic parking, transportation, and mobility industry.
I currently work as Director, Operations for Metropolis, an artificial intelligence company, and my little sister Kathleen works for the Metropolitan Washington Airport Authority as a Commercial Parking Business Specialist. I can proudly say I introduced her to her first role in parking. Let me tell you - she rocks at it! I rarely recommend anyone for a job, as one mistake can quickly put your career in jeopardy. Still, I did not hesitate to recommend Kathleen when an opportunity arose in our industry. She is detailed, learns quickly, executes with excellence, mentors and teaches others, and has a work ethic that blows most people out of the water. Of course, her leaders immediately saw this potential and wanted to groom her for growth in the aviation field. The Certified Administrator of Public Parking (CAPP) credential, now known as the Parking, Transportation, and Mobility Professional (PTMP), has long been respected worldwide as the leading credential in parking and mobility and is a huge step for professional growth and development in our industry. The target for this accreditation was quickly added as a personal goal for her.
The journey to achieving your PTMP is not one for the faint of heart. However, for those who endeavor to take the journey, you will be surprised at how much knowledge you bring to
Parking, Transportation & Mobility Professional
the table and shocked at how much you didn’t know about all the elements that go into making parking, transportation, and mobility succeed. This industry is like a square, with each of its four sides representing a distinct domain of knowledge.
The PTMP certification encompasses:
● Domain I: People, Culture, and Public Relations
● Domain II: Compliance and Governance
● Domain III: Financial Planning and Management
● Domain IV: Design, Maintenance, and Operations Management.
Many of us are heavily involved in a specific role that spans multiple domains. Still, we often have limited knowledge of how some of the other components can contribute to the success of our role. My position, for example, heavily involves the
When the IPMI Professional Development team reached out to advise us that CAPP was being retired and we would be the first group of Parking, Transportation, and Mobility Professional (PTMPs) graduates, this was icing on the cake.
maintenance and operations management components of Domain IV, but not as much in the design element. After more than 30 years of career experience, I quickly realized I still had a lot to learn.
After much discussion about career growth and development, the CAPP (PTMP) certification consistently emerged as the North Star on the roadmap for our industry.
In 2023, Kathleen and I decided to chase the dream of becoming credentialed. I must say that without her organizational skills, I most likely would have never found my starting point. I have thought about this credential for years; however, my colleagues advised that it is a two- to three-year process of knowledge and growth. Each raved about the experience, but I struggled to find the time around my heavy travel schedule. Kathleen prepared a detailed spreadsheet listing recommendations for books to read, online courses to target for completion, IPMI Conference & Expo education sessions to attend for additional knowledge, as well as application requirements, along with pricing and schedules for all
items. She had used this spreadsheet to obtain approval from her leadership team, and it served as a roadmap that allowed me to secure buy-in from my leadership team for the certification process as well. Now that I had someone organized to help me nail the process down, it was time to dive in.
And dive in we did. One of my Metropolis counterparts, Sylvia Lomas, Facility Manager for the Atlantic City, NJ Airport, joined us, and the three amigos were off to the races. We assigned specific books to read and identified the online courses we wanted to take first, so that we could discuss the content after each milestone. It was going along well.
Then Kathleen Federici, IPMI Vice President for Professional Development, reached out to us and suggested we join a certification study group. We jumped on this great opportunity to expand our network and knowledge base. Due to our hectic schedules, the three of us shared spearheading the weekly virtual meeting appointments for a group of about 13 members. The knowledge offered by this group of industry professionals was priceless! Since the group featured team members with job focuses on different domains, it allowed us to see our industry from various perspectives. We had private and public, urban and commercial, aviation and education, vendors and clients, all with different experiences and industry knowledge. We brought in guest speakers to help our group better understand how to focus our learning on the PTMP
Domain concepts, prepare for testing, and effectively listen to our study group members. We also encouraged real-life examples of how we each do our jobs. These stories of executed successes and experienced pitfalls helped us understand the different domains better and remember vital information.
We had planned a two-year journey, setting a target to test by the end of 2024. Kathleen and I set up our appointments at the same location, on the same date, and at the same time at the end of December – we were going in together. Then came crunch week. We spent the entire pre-Christmas holiday re-reading, reviewing, and testing each other on domain content. We even created a stack of 850 flashcards to quiz each other on industry concepts. By the end of that week, our brains were mush, but we were going in prepared.
Finally… it was testing time!
Unfortunately, the baby flip-flops in my stomach all morning didn’t agree that I was “prepared.” I went in thinking, “I have no idea what I have studied for the past two years!” When we arrived, the testing site was busy, and one of us had to start 30 minutes before the other. As the oldest, I went in first with Kathleen following shortly after. This also meant I finished first and had to wait by myself as the proctor slowly printed out the results of my test. While testing, I kept reading questions, thinking, “Oh no, I don’t remember anything about this, or that either!” I was honestly concerned to see my results. But… eureka! I had successfully passed my test.
Now for the hard part. When Kathleen walked out, I couldn’t appear overjoyed. What if one of us passed and the other didn’t? She looked over at me while she waited for that same slow printout of her test results. I went with the best solemn, no-expression face I could muster.
“How did you do?” she asked.
“My paper says they cannot give us our exact scores today, so I guess we will find out later,” I answered.
She then responded, “Well, mine says I passed, at least I have that.” Hallelujah!! A huge smile broke out on my face, and I replied, “Thank goodness - I passed too!” She later shared that due to my deadpan face, she honestly thought I hadn’t hit the required minimum score. I was incredibly proud of myself, my baby sister, and everyone who completed the CAPP accreditation journey throughout the year. It was time for Margaritas!
Of course, we are sisters, so my first email was to IPMI’s Kenny Faillace, asking if there was a place to check our scores on the test, telling him that I was a bit
competitive with my little sister. If she crushed me, I may have to retest and do better. Kenny was gracious but responded, “My apologies, but we do not share individual scores, just pass or fail. This is to protect the integrity of the exam. Sorry, but you will have to find another way to settle the rivalry!” Well, dang, we will never know which sister kicked the other’s tail.
Later, when the IPMI Professional Development team reached out to advise us that CAPP was being retired and we would be the first group of Parking, Transportation, and Mobility Professional (PTMPs) graduates, this was icing on the cake. We are thrilled to represent the industry and both our organizations in this unprecedented accreditation. What an awesome experience, what a journey of professional growth, and how exciting it is to achieve this extraordinary achievement with my baby sister.
Parking must be a family thing! ◆
CHRISTINA COMBS, PTMP , is the Director of Operations, Aviation for Metropolis. She can be reached at ccombs@metropolis.io.
The Future of
AI and Parking
By Dr. George J. Mclean, PTMP
IN MIAMI, ON A BUSY SATURDAY AFTERNOON, Sarah, Senior Operations Manager, sits at a cluttered desk, eyes glued to the screen, as she frantically sifts through a mountain of weekly transactions and event schedules. The clock is ticking, the pressure mounting, and every minute counts as she races to publish the upcoming week’s schedule before the looming 5:00 p.m. deadline. At 4:59 p.m., Sarah hits “publish,” breathing a sigh of relief. But as she leans back in her chair, a sinking feeling washes over her, and she’s just realized the oversight. One of the biggest concerts of the year at the Kaseya Center is set for Tuesday, and in the rush to meet her deadline, she’s failed to schedule enough staff to handle the overwhelming volume of attendees. The mistake is glaring, and the clock is ticking down to the critical event. If only there had been a system in place that could analyze traffic patterns, event schedules, and staffing requirements in real time, saving Sarah countless hours of frustration and stress.
This isn’t just Sarah’s problem; it’s a recurring challenge at parking organizations worldwide. In fact, around 71% of managers report regularly working late or on weekends to address time-consuming tasks such as scheduling, compliance paperwork, and reporting. The constant pressure to manage these administrative duties leaves little room for focusing on the bigger picture: improving operations
With the emergence of Artificial Intelligence (AI), a potential solution to this ubiquitous issue is finally within reach. Yet, key questions remain: How can we seamlessly integrate this technology into our existing operations? How do we equip our employees with the necessary skills to leverage it effectively? And perhaps most crucially, what impact will AI have on both operational efficiency and the bottom line? These are the pressing concerns that organizations must understand to truly harness the power of AI and transform their operations for the better.
Leveraging Technology to Transform Parking Operations for the Digital Age
Challenges in the Adoption of AI Technology
Artificial Intelligence, or AI, is defined by IBM as technology that allows computers and machines to mimic human capabilities such as learning, understanding, problem-solving, decisionmaking, creativity, and even autonomy. In essence, AI empowers machines not only to perform tasks but also to improve their performance over time, much like humans do. The prevalence of Artificial Intelligence has introduced a range of tools that can enhance operational efficiency, optimize processes, and minimize errors in routine tasks, freeing up employees’ time to focus on more complex, strategic, and creative work. These tools have particularly valuable applications in the parking and mobility industry, streamlining services such as demand forecasting, parking inventory management, predictive maintenance, and workforce management, which are just a few examples of how this technology is transforming the sector. Research indicates that approximately 77% of organizations are already utilizing or exploring the use of AI, while 83% claim it is a top priority for their business over the next five years. However, a myriad of challenges persist in the full adoption of AI within the parking and mobility industry, while situations like Sarah’s continue occurring weekly, industry wide.
The Rise of the Evolution
As cities continue to evolve into smart urban environments, AI technology has proven to hold significant potential for streamlining operations. However, the journey toward its widespread adoption in parking and mobility is not without its challenges and hurdles. Finding solutions to some of these complex challenges remains a prevalent issue for asset owners, operations managers, and parking operators nationwide.
● Does the current landscape of transportation and mobility support technological innovation?
● Do we have the human capital necessary to operate advanced solutions?
● Do our operations have the infrastructure to implement this technology and generate valuable insights effectively?
These are just a few of the questions that have been debated by industry leaders time and again over the past two years, during conferences, shoptalks, and webinars across the industry. In Miami, we have fully embraced the digital era by overcoming some of these challenges and unlocking the full potential of AI in our operations. This transformation has enabled us to enhance efficiency, improve decision-making, and drive innovation
Research shows that 75% of organizations that foster a culture of innovation become industry leaders in implementing technological solutions like AI.
across our entire service portfolio. How did we do it? Simple, we transitioned to the digital landscape using this strategic approach.
Transitioning to the Digital Landscape
Recognizing the importance of building a company culture based on technological innovation and data-driven solutions, we strategically launched initiatives that supported experimentation and crossfunctional collaboration across business units. Additionally, we refined our mission and vision statement to align with our goal of becoming a technological leader in the transportation and mobility industry. Research shows that 75% of organizations that foster a culture of innovation become industry leaders in implementing technological solutions like AI. By integrating innovation into our service-oriented company culture, we created an environment that encourages creativity, experimentation, and risk-taking, which are all essential components of continuous growth and technological advancement in the digital era.
Creating a culture that supports innovation was crucial for embracing the digital era and optimizing our organization to leverage artificial intelligence. By transitioning to a culture
of technological advancements and data-driven solutions, we enhanced the efficiency and user experience of parking systems. We did this by:
Removing Diversity of Thought Barriers
● Identifying and eliminating collaboration barriers that hinder diversity of thought in the workplace is essential for fostering innovation. Diversity of thought drives creativity by encouraging cross-functional collaboration among peers and bringing together a range of perspectives, which can lead to more effective problem-solving. By addressing these barriers, organizations can foster an environment where all voices are heard, resulting in improved outcomes and more innovative solutions. This can be accomplished by:
● Being open to new ideas: Embracing fresh perspectives and encouraging employees to share unique insights.
● Encouraging cross-departmental collaboration: Working across teams on complex issues brings diverse viewpoints and drives creative problem-solving.
● Challenging unconscious bias: Confronting biases ensures that all ideas are considered equitably.
● Celebrating differences: Recognizing and valuing diverse backgrounds and experiences promotes an inclusive atmosphere where diverse thoughts can thrive.
● Encouraging feedback: A culture that embraces feedback allows individuals to learn from one another and gain new perspectives.
Reimagining Organizational Mission and Vision statements
● The mission and vision statement serve as a compass that guides decision-making, providing a framework for achieving long-term goals. They ensure that internal stakeholders’ decision-making is consistent and aligned with the company’s core values across all levels of the organization. By clearly stating and highlighting the organization’s aspirations for the future, you set the underlying tone that shapes and guides employee behavior in the workplace. However, changing the mission and vision statement of an organization comes with its own unique challenges, such as resistance to change, potential disruption of organizational culture, and a lack of buy-in from key stakeholders. Leveraging a strategic approach to overcome these challenges can facilitate a seamless transition and mitigate potential pitfalls of cultural evolution.
● Analyze your current Mission and Vision statements: conduct a Strength, Weakness, Opportunities, and Threats (SWOT) analysis of your organization to identify the long-term direction and priorities of your company.
● Redefine your company’s core values: Review and define the core values that guide your company’s decision making focusing on the future use of technology.
● Gather stakeholder input: Collect feedback from the practitioners to achieve buy-in from all levels of the organizations using workshops and round table discussions.
● Craft and test concise statements: Create clear, impactful statements that effectively communicate your organization’s mission and vision, using powerful, action-driven language.
By clearly stating and highlighting the organization’s aspirations for the future, you set the underlying tone that shapes and guides employee behavior in the workplace.
Communicating Cultural Norms with Stakeholders
● Effective communication is the final step in the transformation process. It plays a pivotal role in ensuring that internal stakeholders understand, embrace, and successfully adopt the new culture. This is the moment when the words you choose can inspire action from employees. Strong, powerful language that motivates and energizes and will resonate with your team, driving them to take ownership of the change and contribute to its success.
● Engage Employees in Open Discussions: Host roundtables and workshops to openly discuss the transition to the new culture, addressing concerns early on and taking immediate action to resolve any issues.
● Provide Training and Development Sessions: Equip employees with the necessary tools and resources to survive in the new company culture. Hosting training and development sessions will help employees align with the organization’s longterm goals, ensuring they are prepared to adapt and succeed in the new environment.
● Consistently Reinforce New Cultural Norms: To drive consistent employee behavior, regularly reference the new cultural norms. Display them in key areas of the office, link them to existing values, and incorporate visual aids and videos into training initiatives. This reinforces the desired culture and keeps it top of mind for everyone in the organization.
Upskilling and Reskilling Employees for the Digital Age
● Upskilling and reskilling your workforce are critical components of employee development in the digital era. As you transition to a culture of technological innovation and data-driven decision-making, it is
essential to assess the human capital needs required to support this change. Providing targeted training and development opportunities will equip your workforce with the skills necessary to become successful in the new environment, ensuring they are prepared to contribute effectively to the organization’s future growth.
● Identify skill gaps in the workforce: Analyze the future needs of the organization in alignment with the newly implemented mission and vision. Conduct an internal assessment to identify which skills need to be refined or acquired.
● Develop and implement targeted learning plans: Design focused training programs that directly address the identified skill gaps. Utilize a variety of training methodologies such as workshops, e-learning modules, mentoring, and hands-on projects to address the diverse learning styles of a multigenerational workforce.
● Provide Support and Ongoing Learning Opportunities: Implement assessments to identify learning gaps and future training opportunities. Provide employees with a clear learning plan that outlines expectations and
Transitioning to a new company culture was the catalyst for organizational change. Once this cultural shift was complete, the company was wellpositioned to unlock the full potential of artificial intelligence, driving innovation, improving efficiency, and enhancing decision-making.
includes a firm implementation date, ensuring they have the resources and timeline needed for the successful adoption of AI.
Leveraging Technology to Transform Parking Operations for the Digital Age Artificial Intelligence in Parking
Transitioning to a new company culture was the catalyst for organizational change. Once this cultural shift was complete, the company was well-positioned to unlock the full potential of artificial intelligence, driving innovation, improving efficiency, and enhancing decision-making. Every day, AI is increasingly applied in parking operations, from automating repetitive tasks to predictive analytics for forecasting operational changes in revenue and occupancy. However, understanding how to leverage this technology to transform our parking operation was instrumental in completing the shift to the digital age.
First, we identified practical use cases that solved ongoing problems, which was the crux of integrating AI into the parking system. We analyzed our operations to identify areas where AI can automate tasks, reduce operational costs, and improve customer experience.
By addressing these key areas, we implemented several targeted solutions that streamlined our processes and strategically addressed gaps within our organization.
● Automate Repetitive Task: AI Bots automate repetitive tasks, freeing up human capital and reducing the opportunity costs associated with performing routine operational activities. Research shows that operations managers spend on average, 50% of their time completing routine tasks that could be handled by AI bots. By leveraging AI to automate these repetitive tasks, organizations can boost productivity, reduce errors, enhance compliance and auditing, and achieve faster, often 24/7, processing times for key documents and processes. By automating key processes, businesses can reduce management report preparation time by a staggering 70%, allowing managers to focus on more strategic, bigpicture tasks.
streamlining the purchasing process and providing valuable consumer analytics.
By transitioning to a culture of innovation and technological advancement, we empowered our workforce with the skills necessary to embrace the digital landscape. This approach unlocked our organization’s ability to utilize Artificial Intelligence to optimize workflow processes, and ultimately solved problems like Sarah faced at the beginning of our journey.
As emerging technologies become increasingly prevalent, we aim to provide a roadmap to help organizations, both small and large, navigate their transition into the digital era.
In Miami, we have taken the necessary steps over the past four years to address the long-standing challenges associated with implementing advanced technologies, such as AI. We have built the infrastructure necessary to support the longevity of investments in human capital, ensuring that our team possesses the capabilities to manage and leverage these technologies effectively. By laying this foundation early in the transformation process, we prepared our workforce to be successful in the digital age.
● Reduce Operational Overhead by Maximizing Operational Efficiency: An immediate benefit of the integration of AI into business operations is reduced labor cost and improved efficiency. AI improves operational efficiency by freeing up human resources to focus on bigger-picture valueadding activities. This technology can forecast staffing needs and optimize field operations based on predicted occupancy. Additionally, the data provided by AI helps operations managers make real-time, data-driven decisions that directly impact the bottom line. Imagine being able to forecast tomorrow’s occupancy or analyze historical event volume and competitor pricing to develop a competitive pricing model, all in under 10 minutes. These are just a few of the benefits of having AI as a co-pilot in your operations.
● Optimize Customer Experience with AI Tools: A key benefit of leveraging AI in your customer service department is enhanced service, reduced wait times, and streamlined workflows. Beyond conventional uses of this technology, generative AI can make customer service faster and more efficient using chatbots, and sentiment analysis. By using chatbots to power your customer self-service portal, you can provide round-the-clock support without increasing your operational costs. Additionally, AI offers latent benefits, including reducing employee burnout and errors, while
Our current landscape is continually evolving, and we consistently develop solutions to new challenges daily. However, we firmly believe that by making these investments early on, we are better equipped to handle Miami’s transformation into a world-class smart city. This proactive approach ensures we stay ahead of the curve, constantly adapting new emerging technologies to make our operations resilient in a fast-changing world.
Given the vast array of AI products and tools consistently being made available daily, we decided it was more valuable to share Miami’s story and the steps we took to transition our Parking System, rather than focusing on the specific products we use. As emerging technologies become increasingly prevalent, we aim to provide a roadmap to help organizations, both small and large, navigate their transition into the digital era.
With this in mind, we challenge you to reflect on your future readiness: What investments have you made to prepare for the digital shift? Are you ready for the digital era? If not, what steps can you take to transform your parking operation for the future? ◆
DR. GEORGE J. MCLEAN, PTMP , is a Senior Business Analyst with the Miami Parking Authority and a member of the IPMI Education Development Committee. He can be reached at gmclean@miamiparking.com
Cross Training for
Success
How to Make a Small Department
Department Mighty
By Nicole Tellez
CALIFORNIA’S CENTRAL COAST
is renowned for its wine, weather, and stunning beaches. The City of Santa Barbara is incredibly picturesque, earning it the nickname “American Riviera.”
The City of Santa Barbara’s Waterfront Department manages approximately 252 acres of tidelands and submerged lands, including the Harbor and Stearns Wharf. Stearns Wharf is California’s oldest working wharf and the #1 tourist attraction in the city. The Waterfront Department manages the 1,139 slips that are frequently occupied by recreational boaters, commercial fishermen, and tourists. The harbor is considered a generational home for many residents of Santa Barbara. Our little slice of paradise is unique in many ways; however, when it comes to managing parking operations, we face the same challenges that many parking organizations have.
The Waterfront parking division manages nine parking lots, issuing over 10,000 citations annually, selling over 6,000 annual permits, and facilitating traffic control for major events such as the 4th of July and Old Spanish Days Historical Parade, one of the largest equestrian parades in the U.S., not to mention generating over $4.5 million in revenue. All of this might not sound jawdropping. But what if I told you we only have five full-time staff and 22 hourly staff for a 24/7 operation?
Yes, you read that right.
Only five staff members oversee every aspect of our parking operation, including enforcement, permit sales, adjudication, finance, and event management. It’s a significant job for an operation of our size. From routine maintenance work to capital project planning and execution, we handle it all.
Our unique staffing structure is heavily reliant on cross-training. Full-time staff members are responsible for all aspects of parking enforcement, guest services, adjudication, financial reporting, maintenance, and permit sales. This cross-training structure not only allows them to be highly efficient but also empowers our staff to feel in control of all aspects of the operation.
The management within the Waterfront department truly values staff input, which in turn leads to engaged employees and great retention rates. We’ve found that staff engagement is fundamental to the longevity of our team’s happiness and success. By creating an environment that prioritizes employee development, we demonstrate our commitment to our staff. Keeping staff motivated is not a simple task in any industry; however, it is important to acknowledge that parking staff face a unique set of challenges. Parking fees are widely perceived as grudge payments, making our staff controversial figures for the many people that we interact with. This dynamic can result in staff being burned out, having low morale, and developing a general lack of interest more quickly than in other professions.
Our foundation for success is built on a culture that operates as a team. As an observer in my early days within the department, I quickly realized that the work culture contributes significantly to the high morale among staff. However, the ability to execute so many different tasks with such a small group was unlike anything I’d ever seen. I’ve worked in the parking industry for over ten years, taking a brief intermission to work in collegiate athletics. During that time, I worked for three departments, which exposed me to a variety of approaches to managing staff. The organizational charts I was familiar with resembled an enforcement division with hourly staff, a supervisor, and a manager, as well as a permit sales division with hourly staff, a supervisor, and a manager, where both managers reported to the same director.
The Waterfront’s parking division is entirely different. Hourly staff are hired for a specific function, such as an enforcement officer or kiosk attendant. There are four hourly positions, which make up the 22 hourly staff members. Among the few fulltime employees, however, the job duties related to overseeing enforcement, permit sales, adjudication, or event management are shared. The only separation of responsibilities among fulltime staff is between finance and cash handling operations,
ensuring proper stewardship of the department’s revenue. This staffing structure is not only efficient but also cost-effective. The Waterfront department is an enterprise fund, meaning we operate on the funds we generate, like many parking organizations. In FY24, salaries accounted for only 18% of our generated revenue, which is on the lower end of the industry standard. Not to mention, there are cost savings associated with retaining staff.
This staffing structure is particularly beneficial in the parking industry because everything in parking is so interconnected.
● Enforcement drives permit sales, resulting in increased compliance.
● Providing great parking experiences for new customers attending a special event is likely to convert a guest permit holder into an annual permit holder.
● Well-trained staff make fewer mistakes when handling cash or issuing citations, which means less cleanup for your finance or adjudication staff.
So, doesn’t it seem natural to ensure that staff are not only experts in their job functions but knowledgeable about the entire operation? I’m not suggesting an adjudicator do one ride-along
with an enforcement officer during initial training. I’m suggesting that the adjudicator start in permit sales, learn the operation, and observe how staff try to encourage compliance through convenient purchasing options and parking regulation education. Observe what maintenance staff do to maintain clearly visible signage and parking lot infrastructure. Then work at an event with event staff and see all the effort that goes into making event parking convenient for attendees. Then they are ready to put into action all they’ve absorbed during their training with enforcement staff, ideally spending enough time with each workgroup so they walk away feeling highly competent in those job duties. Although this is only an example of one position, similar steps should be taken to provide this type of onboarding for any job within parking operations.
When I became the parking supervisor in February 2023, I was wary of our staffing structure and anticipated a potential for low morale or high turnover within the division. What I found was quite the opposite. The parking staff are high-performing and closely knit. Within my first few weeks, it was clear to me that our greatest strengths were a deep understanding of the job functions, the department’s mission, and, most importantly, our sense of camaraderie. That camaraderie was present among all employees, including management. Being approachable as a manager is about so much more than having an open-door policy. The responsibility of supervisory staff is to look out for your team first. Don’t hesitate to park your ego at the door; your team will be better off if you do.
The small but mighty parking staff working for the City of Santa Barbara’s Waterfront Department is an excellent example of how cross-training can have meaningful, long-term outcomes in your department. Implementing cross-training between different work groups might
A high-performing team is a highly motivated team. For the staff working in the Waterfront parking office, that motivation comes from their ability to play a significant role in their department.
feel unnatural and could be perceived as additional work. The goal for management is to encourage collaboration and maintain as much transparency as possible. Here’s how we did it and the tools we use to ensure it’s sustainable:
1. Get your staff to buy into your mission. A high-performing team is a highly motivated team. For the staff working in the Waterfront parking office, that motivation comes from their ability to play a significant role in their department. They know their opinion matters, they are valued experts in the field, and as a small team, they must rely on each other to be successful.
They’re invested in the success of their department.
2. Get real about what’s not working. Hosting regular meetings is great, but can be a waste of time when staff don’t feel comfortable speaking up. It can be helpful for management to encourage staff input by saying, “I want to hear from you,” or “no ideas are bad ideas,” setting the stage so everyone feels comfortable engaging. Once you have a team that’s comfortable speaking up, it becomes easier for the team to troubleshoot system failures. Confronting issues is healthy, and solid teams do this in a constructive way that focuses on solutions.
3. Celebrate your people. Everyone plays a significant role on your team. At the Waterfront, we’ve identified the staff who are strong communicators and those who are happiest working independently. Not every task is ideal for everyone. A high-performing team identifies individual strengths to benefit the entire team and the overall mission. Our jobs can be thankless; make sure that’s not the culture in your office. I encourage you to celebrate wins early and often. Recognition can be so rewarding for staff morale, and it costs us nothing. If what I’m suggesting sounds like an investment, it is, and it should be. By investing in employees and encouraging knowledge to flow freely between staff, you’re creating a collaborative environment where employees’ thoughts and opinions are valued. The Waterfront Parking operation is an excellent example of a unique approach to staffing structures; however, the longevity of our success is truly built on operating as a cohesive team. ◆
NICOLE TELLEZ is the Waterfront Parking Supervisor for the City of Santa Barbara, CA. She can be reached at ntellez@ santabarbaraca.gov
2025 Professional Recognition Awards
Meet the nine exceptional winners of the 2025 Professional Recognition Award.
By Dorothy Verdon, CPSM
COUNTLESS SUPERSTARS
are working both quietly behind the scenes and visibly on the front lines of the multi-faceted world of parking, transportation, and mobility. IPMI’s Professional Recognition Awards program exists to honor these individuals and share their achievements with fellow members, colleagues, and peers.
A panel of 33 volunteer judges reviewed compelling nominations across four award categories: Organization of the Year, Industry Professional of the Year, Emerging Leader of the Year, and Professional Excellence Awards. This year’s nine winners span the East Coast, West Coast, and Canada, representing the full breadth of IPMI member organizations, from universities and municipalities to consulting firms and parking managers.
Get ready to be inspired by two state universities whose pioneering transportation programs, exceptional customer service, and holistic approaches to campus- and community-wide solutions earned them the title of Organization of the Year. You’ll also meet seven individuals whose on-the-job contributions — from new processes and techniques to innovative uses of technology — are creating ripples of innovation throughout the industry. Despite their diverse backgrounds, what they share is a dedication to their chosen profession and an innate ability to lead selflessly, empowering those around them to thrive.
We extend our sincere gratitude to everyone who submitted nominations and to our volunteer judges for their time and thoughtful feedback. Most of all, IPMI congratulates this year’s award recipients, who lead by example and embody the qualities that leave a lasting, positive impact on the communities they serve and the parking and mobility industry as a whole.
Professional Excellence, Technology
David G. Onorato, PTMP
Judge’s Comment
“David defines ‘true asset’ and ‘parking superhero’ to the City of Pittsburgh!”
When an opportunity to move from the city’s finance department to the Public Parking Authority of Pittsburgh (PPAP) arose in 1995, David (Dave) Onorato took it, thinking, “It’s parking. How hard could it be?” Thirty years later, with the past 20 of them as executive director, he knows the answer to that question all too well. The renowned industry leader and past IPMI board chairman oversees the daily operations of the PPAP and its vision for the future. Under his leadership, the PPAP earned the prestigious “Parking Organization of the Year” title and “Accredited Parking Organization with Distinction” status from IPMI.
The evolution of Pittsburgh’s parking infrastructure began in 2012, when Dave spearheaded the integration of pay-by-plate— the first in the United States—and pay-by-phone technologies to enhance convenience for drivers. After a series of upgrades, he closed the loop in parking management and enforcement with a strategic and far-reaching solution that addresses both operational and community concerns: Remote parking enforcement via a ticket-bymail system that automatically sends parking tickets to the vehicle owner’s address. The system, which allows the PPAP to cover 50% more zones per day, was fully integrated with the city’s existing parking infrastructure, which included license plate recognition technology and a robust cloudbased back-office platform. The legal complexities of this project demanded more than just technical expertise. PPAP had to navigate intricate legislative processes by engaging with state legislators and city officials to amend existing statutes. This effort made Pittsburgh one of the first cities in the country to implement mail-based parking enforcement legally. Achieving this milestone required a deep understanding of the regulatory landscape and a remarkable ability to build consensus among diverse stakeholders. Dave’s thoughtful approach ensured that the new system was legally compliant and aligned with the community values of fairness and transparency.
Dave’s technical acumen in selecting and implementing the most effective solutions tailored to Pittsburgh’s unique parking challenges is empowered by his inclusive leadership style. He successfully managed a challenging project environment, marked by reduced staffing levels—currently at 60% of prepandemic capacity—and the complexities of implementing a new enforcement method without disrupting normal operations. The safety and morale of his team were paramount, and he addressed their concerns head-on.
This collaborative approach extends to Dave’s work with local and state authorities. His ability to bridge the gap between various governmental entities, from the City Council to the Pennsylvania House Transportation Committee, demonstrates his skill in
building coalitions and securing support for complex projects. With open communication and encouraging stakeholder engagement, David created a culture of trust and mutual respect, critical elements in navigating the legal and political hurdles associated with the ticket-by-mail initiative.
By aligning legal, operational, and technological elements, David Onorato has created a modern parking enforcement system that reflects Pittsburgh’s commitment to innovation, public service, and accountability. His progressive leadership has not only elevated his city’s parking infrastructure but also set a new industry benchmark—one that cities across the country can adapt to suit their unique requirements.
“David’s focus on long-term success is truly impressive. Rather than seeking quick wins, he consistently looks ahead, planning for the future and ensuring that the systems we implement today will benefit the city for years to come. His foresight in anticipating challenges and his ability to steer the Authority through change have solidified our position as a role model for other cities.”
—ELIZABETH FISHBACK DIRECTOR OF GOVERNMENT AFFAIRS CITY OF PITTSBURGH
Professional Excellence, Customer Service
Mario Gonzalez
Judge’s Comment
“Gonzalez’s application exemplifies why we have Professional Excellence awards at IPMI. His dedication to his team, clients, and the public to succeed is evident.”
With over two decades of experience in the parking industry, Mario Gonzalez is deeply committed to refining customer service and operational management. As the assistant manager of Client Services at EasyPark since 2021, his initiatives have led to increased customer satisfaction and higher revenue - a winwin! His leadership in parking violations collections led to a 40% increase in revenue, from $4.9 million in 2021 to more than $8 million in 2024.
Mario has built a reputation for delivering outstanding results in a field where customer service is often a challenge: parking violations collections. His success is based on his inclusive, people-first management style and his commitment to continuous improvement, which have led to comprehensive employee engagement programs, advanced training methodologies, and the
adoption of new technologies that have streamlined processes and improved customer response times. More importantly, these efforts have fostered a team culture built on trust, collaboration, and a sense of ownership.
At the operational level, Mario introduced a new customer relationship management system that integrated seamlessly with existing platforms. The system provides a unified view of customer interactions, streamlining operations across departments and enhancing the customer experience with more personalized and timely responses. He also leveraged advanced analytics to prioritize high-impact violation cases, enabling his team to resolve issues more quickly and accurately. These strategic improvements not only enhanced the customer experience but also became scalable models for industry peers.
Mario’s approach to leadership goes beyond internal operations. He has strengthened EasyPark’s relationships with clients and external stakeholders through transparent communication, responsiveness, and a commitment to quality. He is known for listening to concerns, finding practical solutions, and creating value for all parties involved. His work has led to stronger client partnerships and increased public trust in the company’s services.
Within parking and mobility circles, Mario has shared best practices with industry peers through workshops and presentations. His employee engagement and training programs are universally applicable and can be easily customized to meet the specific needs of different teams. Additionally, the automated tracking systems and CRM integration he implemented are scalable solutions that organizations of varying sizes can adopt.
His collaborative spirit and willingness
to impart knowledge have positioned Mario as someone whose leadership has significantly advanced the parking profession by contributing to the growth of replicable programs and improving the delivery of services industry-wide. Beyond his professional role, Mario is involved in EasyPark’s Charity and Volunteer Committee, reflecting his community spirit and generous, outgoing nature.
“Mario has consistently demonstrated an exceptional ability to lead his team with a strong focus on customer service, innovation, and operational efficiency. Over the past two years, he has played a pivotal role in transforming the way EasyPark interacts with its customers and corporate clients, setting a new benchmark in service delivery for our industry.”
“The breadth of experience and influence Shylah has had on the communities she calls home is inspiring. She is a natural leader with a talent for improvement for the greater good.”
Shyla Hales joined Diamond Parking in 2011 as operations manager in Tacoma, Washington, and in 2019 became city manager in Bellevue. A lateral move to San Diego led to her promotion to regional manager in 2024. It’s been an interesting career trajectory in the parking world for someone who originally trained as a chef and had worked in the hospitality and casino industry, where she gained valuable experience in customer service and operations management.
As regional manager, Shylah oversees parking operations and business development and is dedicated to maximizing efficient management, revenue optimization, and client satisfaction across all operational facets. She works closely with her teams to implement the best practices and streamline processes. Her
commitment to adopting the latest technological advancements has enabled her team to stay ahead of industry trends and meet the evolving needs of clients. She is known for her ability to apply strategic planning and innovative solutions to complex challenges.
Shylah has made substantial contributions to the parking, transportation, and mobility industry, demonstrating leadership and expertise across various initiatives. Her involvement with Discover Pacific Beach, a Business Improvement District, was critical in enhancing transportation and mobility solutions for the community. Her commitment to improving transportation infrastructure through thoughtful planning and vendor collaboration has had a lasting impact on the community’s accessibility and mobility.
In addition to her work in San Diego, Shylah has played a pivotal role in the development of key parking programs across different regions. She was instrumental in launching the Park Maui program in Hawaii, where her strategic leadership helped create a parking solution that supports both residents and visitors. A testament to her ability to manage complex parking needs, Shylah has led impactful parking initiatives for medical facilities, where the employee and patient parking programs she developed greatly improved accessibility and efficiency in those high-demand environments. Her contributions extend to city planning and urban mobility. As a member of the Tacoma Dome transportation and mobility committee, Shylah played a crucial role in transforming the Dome District into a vital transportation hub and worked with the city to create a more efficient and accessible transportation network.
Recognizing the value of community involvement, Shylah encourages her managers to participate in the neighborhoods they serve actively. As the fundraising chair for Discover Pacific Beach, she has helped organize numerous events that bring visitors to the area, supporting local businesses and creating opportunities for community members to come together. By connecting with stakeholders, getting others involved, and promoting participation in local activities, Shylah actively cultivates collaboration. Her longstanding commitment to her role at Diamond Parking and unwavering dedication to her community exemplify her belief in the power of service and leadership to create positive change.
“One of Shylah’s greatest strengths is her ability to see the big picture while never losing sight of the details. She has successfully built and led cross-functional teams, revitalized underperforming operations, and navigated major municipal partnerships — always with an emphasis on collaboration and integrity. Her ability to lead through change and to bring people with her through that process is what distinguishes her as a leader.”
—STEPHANIE KELLER DIRECTOR OF MARKETING & OPERATIONS
DIAMOND PARKING
Aaron Nuque, PECP
Judge’s Comment
“Aaron breathes huge life into how to be a proper, positive, highly engaging, and committed to the cause manager. His personality and intellect impress beyond his years. I love what he has done to grow the enforcement program for EasyPark!”
When Aaron earned a Bachelor of Arts in law enforcement from the Justice Institute of British Columbia in 2017, he probably didn’t envision using it in the parking industry. But that’s precisely what happened when he joined EasyPark as supervisor of safety and security programs. In that role, he spent three years overseeing the safety and security of the company’s parking facilities and operations, which involved developing procedures, training staff, conducting investigations, and serving as a liaison with law enforcement. His leadership and expertise soon propelled him into roles as assistant manager and later manager of the company’s parking enforcement programs.
Over the years, Aaron has transformed EasyPark’s security and enforcement programs by implementing solutions that streamline operations and improve service delivery. His leadership has been instrumental in integrating data analytics and modern technologies into enforcement processes, providing real-time insights that optimize strategies and reduce errors. His collaborative approach means that client service requests are handled efficiently and effectively.
Aaron’s passion for improving public safety and operational efficiency is evident in his work with security programs, where he introduced advanced surveillance systems and facilitated close coordination with law enforcement agencies. His efforts have significantly bolstered security measures across multiple sites, safeguarding public spaces and achieving compliance with parking regulations. As a young innovator, Aaron’s dedication to continuous improvement and his open-minded approach position him as a key contributor to future
“It has been amazing to see the transformation of our security and enforcement programs because of Aaron’s dedication and perseverance to deliver on the vision and mandate of our company. He leads by example and inspires others to go above and beyond to enhance customer experience. He is also key to positive staff morale, going out of his way to make sure that those who report to him are successful in their roles.”
—CHELSEA KIDD CLIENT SERVICES
parking and mobility solutions. His leadership skills were recognized with EasyPark’s “Above and Beyond” award in 2019 and the Client Service All-Star Award in 2023, honoring his commitment to operational excellence and team development.
Under his leadership, the enforcement program expanded from a modest operation issuing 125,000 tickets annually with $3.5 million in revenue to a robust system projected to generate over $8 million last year. He now oversees more than 75 patrollers and multiple vendor partners. Each year, Aaron’s responsibilities have expanded considerably due to his ability to free up capacity by streamlining processes to eliminate administrative “pain points.”
Beyond metrics and systems, Aaron’s leadership is grounded in empathy, mentorship, and culture-building. He has personally trained and mentored over 350 enforcement patrollers and played a critical role in improving team morale. His commitment doesn’t stop when his shift ends—he frequently checks in on his team during busy periods, event nights, and in the initial weeks of a new patroller’s tenure. Whether offering guidance from afar or stepping in to support during high-demand moments, Aaron’s hands-on approach and genuine concern for his team’s success demonstrate his unparalleled dedication to both the staff and the overall operation.
Described by peers as the “go-to” leader who always finds a way to make the impossible possible, Aaron exemplifies the qualities of an exceptional leader. His ability to juggle complex responsibilities with humility, humor, and professionalism has not only elevated EasyPark’s operations but has also had a meaningful impact on the people and communities it serves.
Professional Excellence, Leadership
Chris Sherman
Judge’s Comment
“Chris exhibits an illustrative career of consistently leading and bringing those on his team with him. Giving back and bringing others to new levels of leadership, accountability, and accomplishment provides perspective on what makes him special.”
Chris Sherman’s career in the parking industry began nearly a quarter of a century ago, when Central Parking System hired the University of Baltimore business major as its operations manager. There, he rose rapidly through the ranks, earning a promotion to general manager for Baltimore, then Philadelphia, and ultimately becoming vice president of the company’s Northeast region. In 2012, after Central Parking merged with SP+ (SP Plus), he advanced through senior leadership roles, ultimately serving as
president of the commercial division in 2023.
Things got very interesting for Chris when SP+ was acquired by Metropolis Technologies, Inc. (Metropolis), an artificial intelligence company whose computer vision platform enables checkout-free payment experiences. His expertise and leadership played a pivotal role in the groundbreaking growth buyout and take-private of SP+ in May 2024, making Metropolis the largest parking network in North America.
Chris’s involvement with the process led to his
appointment and current role as Chief Commercial Officer. He now leads the transition of over 4,000 commercial parking operations from SP+ to Metropolis, overseeing the integration of technologies like license plate recognition, dynamic pricing, and Metropolis’s AIdriven computer vision systems.
Leaping into the integration process of a company with over 23,000 employees and serving more than 50 million customers wasn’t easy. Still, Chris’s innate ability to balance strategic vision with hands-on management has produced high-performing teams nationwide. He is widely respected for fostering a culture of inclusion, integrity, and collaboration through his “they work with him, not for him” approach. Chris has mentored numerous professionals, many of whom now serve in senior leadership roles, underscoring his commitment to developing future leaders.
From the outset, Chris has been at the forefront of innovation in the industry, whether it’s converting the Baltimore region from an all-cash operation to one of the first implementations of pay-on-foot methods or
“Chris’s remarkable operational prowess and willingness to learn make him an incredible leader of people, delivering results with everything he touches. He’s jumped headfirst into our acquisition of SP+, quickly rising the ranks as a trusted peer and chief commercial officer. He is the epitome of our values, going above and beyond as we integrate our two companies.”
—ALEX ISRAEL FOUNDER & CEO METROPOLIS
automating event parking at the Philadelphia Sports Complex by partnering with tech providers to make them the first major venue to take credit cards.
Perhaps the most critical contribution that Chris has made is his understanding of the expectations and needs of the company’s real estate partners and clients across all verticals. Whether working with cities like Annapolis, Richmond, and Roanoke, as well as others, to create successful partnerships and implement new digital technologies, or with universities like George Mason University to achieve Accredited Parking Organization status, Chris truly cares about the outcomes of his projects and their lasting impact on the industry and the public at large.
In an industry where transformation is both urgent and complex, Chris Sherman stands out not just for what he has achieved but for how he has elevated those around him in the process. His leadership continues to shape the future of mobility, making parking more intuitive, efficient, and customer-focused for millions of customers across the nation.
Emerging Leader of the Year
Josh Stone, PTMP
Judge’s Comment
“Josh has guided the department through a cultural shift, moving from a self-focused mentality to one centered around service and responsiveness. His efforts have resulted in a more collaborative and efficient team.”
Originally from Somerset, Wisconsin, Josh started his career at the University of Central Oklahoma (UCO) shortly after obtaining a Master of Arts in history and museum studies from the same institution. Like many in our industry, his career path veered from his educational background, though it began in familiar territory. While at UCO, Josh served as a student parking lot attendant for a year before transitioning to the parking officer position. In that role, as team leader, he served as a liaison between student workers and the coordinator and manager of field parking services, upholding university parking regulations and performing minor parking lot maintenance. The rest, as they say, is history. Promotions followed, and Josh spent a total of seven years working for, managing, and leading UCO’s Transportation and Parking department.
In January 2019, he relocated to Richmond, Virginia, to assume the position of associate director of Virginia Commonwealth University’s Parking & Transportation department. Within a year, Josh was promoted to director, and in November 2022, he advanced to his current position as executive director. In this role, Josh oversees 13 parking garages, over 50 surface lots, and an average of 20,000 vehicles parked per day. The VCU transportation system moves over 50,000 people monthly through the RamRide shuttle service and over 90,000 safe rides annually via the RamSafe overnight program. Josh is also responsible for a fleet of 250 vehicles and the RamBikes program, which supports the university’s gold-level “Bicycle Friendly” status.
Josh’s strategic mindset has driven numerous technological and operational upgrades at VCU. Under his leadership, the
department earned IPMI’s Accredited Parking Organization (APO) with Distinction status. He spearheaded the implementation of license plate recognition, introduced dailyuse permits, transitioned to an entirely cashless system, and introduced mobile payment solutions for the $1 million special events program. His commitment to safety and sustainability is evident through the installation of over 650 security cameras and energy-efficient LED lighting across facilities. His guiding principle - “If it makes our customers’ lives easier, we do it”— drives innovations designed to enhance customer experience and operational efficiency.
Technology aside, Josh is a natural connector who excels in building strategic partnerships. He formed over 20 partnerships with university departments, community organizations, and the VCU Health System, which has fostered collaboration and aligned parking services with broader institutional goals, resulting in measurably increased customer satisfaction.
Only 13 years in, Josh’s career trajectory continues to ascend, and his influence extends well beyond VCU. He has served on several IPMI committees and currently serves as a board member. He regularly presents at industry conferences and collaborates with other university leaders across Virginia to share best practices and leverage collective vendor partnerships. Outside of his professional roles, Josh remains grounded in community involvement, volunteering at his children’s school events and activities.
Josh’s ability to foster collaboration across departments and encourage open dialogue has been instrumental in transforming the unit’s reputation and culture of care. He is always open to exploring new ideas and innovative thinking and is never afraid to challenge current processes or try new solutions to enhance services.”
—RICH SLIWOSKI ASSOCIATE VICE PRESIDENT FOR FACILITIES MANAGEMENT
VIRGINIA COMMONWEALTH UNIVERSITY
Organization of the Year
University of California, Riverside Transportation Services
Judge’s Comment
“As someone whose life was saved by blood donations, most people would not understand the impact their Donation for Citations program has on the community. What an innovative way to support their local community and, in turn, save lives like mine.”
The mission statement of University of California, Riverside Transportation Services (UCR TS) makes it clear why the organization has been recognized by IPMI as Organization of the Year: “As a leader in our industry, we will move UCR forward with innovative, environmentally sound, and resourceful transportation options to support the future growth of our community.” UCR TS effectively manages the parking and transportation needs of a 1,200-acre campus, serving more than 30,000 students and 4,500 faculty and staff.
Guided by a vision “To be the example of efficiency and sustainability in our industry,” and embracing core values of dedication, accountability, integrity, and respect, UCR TS operates with a team of over two dozen full-time staff and a
dedicated group of student employees, structured across seven key units: Alternative Transportation, Citations & Appeals, Event Parking, Field Maintenance & Repairs, Fleet Services, Parking Enforcement, and Permit Sales & Customer Service.
The department is both nimble and strategic, able to respond to unexpected crises like COVID-19 by introducing flexible parking options to accommodate hybrid workers while simultaneously taking an active role in campus-wide, long-range planning efforts.
Knowing what’s coming has helped shape UCR TS’s 10-year budget model for capital investments and operational elements, influencing future transportation system growth.
Pioneering transportation programs that serve the campus and community abound at UC Riverside. The successful Donations for
“The efforts of the leadership and staff from UC Riverside’s Transportation Services department demonstrate routinely that they are partners with the City of Riverside and remain focused on our shared successes. They continue to be partners in progress who understand their impacts and work towards resolutions and improvements that benefit our shared community. This vision beyond the boundaries of their campus is what makes them a leader in their industry and our city.”
—PATRICIA LOCK DAWSON MAYOR, CITY OF RIVERSIDE
Citations program, which won an IPMI merit award in 2023, is held annually in partnership with LifeStream Blood Bank. Campus members who donate blood receive a voucher that covers the cost of a first-level citation.
Contributing to UC’s Global Food Initiative, UCR TS planted 92 fruit trees near parking lots that now yield over 5,500 pounds of fruit annually.
In partnership with the Riverside Transit Agency, UCR TS promotes equitable transportation options through the U-PASS program, offering fully subsidized transit passes to students and staff. Programs like Shuttle Route 52 enhance campus accessibility for individuals with mobility challenges, while the R’Commute Program encourages the use of sustainable transportation options. Motorist assistance services, including free battery jumps and tire help, reflect a commitment to customer care.
Technology plays a central role in UCR TS’s vision. The department has implemented license plate recognition for campus-wide enforcement and Offstreet to streamline event and departmental parking. Tools like Japa sensors are also being introduced to monitor ADA space availability and improve access for all users.
UCR TS has been an IPMI Accredited Parking Organization with Distinction since 2018, becoming the first University of California campus to achieve this certification. Led by Irma Henderson, PTMP, the department boasts several certified professionals, including three PTMPs with team members actively serving on various IPMI committees and regularly contributing to industry initiatives and conferences nationwide.
The department’s active role in strategic campus planning promotes the long-term integration of mobility solutions, sustainability, and equity. Whether planting trees, shaping policy, or improving everyday access, UCR Transportation Services exemplifies how a university department can lead transformational change.
Virginia Commonwealth University Parking and Transportation
Judge’s Comment
“This organization is at the forefront of the industry, introducing innovative approaches and contributing to the community that they serve.”
Virginia Commonwealth University (VCU) Parking & Transportation, a division of VCU Campus Enterprises, is an auxiliary unit comprising various departments, including Operations, Enforcement, Special Events, Customer Service, Accounting, Fleet, and Transportation. In fulfillment of their mission to effectively manage a safe, reliable, and sustainable parking and transit infrastructure for all students, faculty, staff, and visitors in a growing metropolitan environment, a team of 70 employees working with a $22 million annual budget serves 20,000 parking subscribers across two campuses. Together, they manage 12 decks, 34 surface lots, and over 14,500 parking spaces while also supporting 30,000 annual visitors.
The department takes pride in providing responsive and courteous customer service, user-friendly technologies, well-maintained parking facilities, and timely communication. Not satisfied with the status quo, VCU Parking & Transportation’s commitment to improvement, quality assurance, and innovation has helped meet the evolving needs of the campus and local community through exemplary programs such as RamRide, RamSafe, RamBikes, as well as technology improvements and sustainability initiatives.
The RamRide shuttle service operates Monday through Friday, averaging 14,500 weekly riders during the academic year, while RamSafe, an on-demand service, transports 2,500 weekly users across a one-square-mile area, reducing wait times by over 50% through targeted improvements in FY24. RamBikes, an award-winning program offering free repairs, rentals, and the Earn-a-Bike initiative, exemplifies VCU’s commitment to alternative transportation and community engagement through partnerships with the Mayor’s Youth Academy, Sacred Heart Center, and the Boys & Girls Club. The program refurbishes abandoned bicycles for students and non-profits and provides
annual internships, group rides, and workshops. These efforts earned VCU the distinction of being Virginia’s first and only Gold-Certified Bicycle Friendly University
After surveying campus needs, VCU Parking & Transportation installed 11 dual-port electric vehicle (EV) chargers as a paid service. Since inception, they have logged over 2,540 sessions, contributing to sustainability goals and reducing VCU’s carbon footprint by 39,921 kg. Summer 2024
marked a transition to a license plate recognition system, replacing outdated RFID hangtags—this upgrade streamlined parking by utilizing virtual permits for access, thereby improving convenience and operational efficiency. Additionally, a shift to cashless payments for special events has enhanced the visitor experience, reduced wait times, boosted efficiency, and generated revenue.
Collectively, these programs showcase the department’s dedication to sustainability, safety, community engagement, and customer satisfaction. Strong leadership underpins every initiative. Executive Director Josh Stone, PTMP, serves on the IPMI Board, and leaders such as Mia Williams, Barbara Kidd, and Allen Collins—each with over three decades of service—bring passion, operational expertise, and personal dedication to customer service and team morale. Parking Operations Manager Andre Ellis was the first recipient of IPMI’s Parking Enforcement Compliance Professional (PECP) micro-credential.
The positive impact of VCU Parking & Transportation extends well beyond its campus. The department partners with local schools and nonprofits,
including a recent Make-A-Wish project that delivered 21 bikes and holiday gifts to children. Parking & Transportation also holds IPMI’s Accredited Parking Organization (APO) with Distinction designation (2024-26), making VCU the first and only university in Virginia to receive this honor.
“Knowing how complex their operation is with two campuses in the heart of downtown Richmond, including the medical campus, I am always impressed by how they handle their expectations, accommodating tens of thousands of customers, managing many parking decks and lots, providing shuttle service, and offering great alternative transportation options. At Mason, we shamelessly copied their Ram Bike program to create our bike checkout program. That is one small example of how VCU’s Parking & Transportation is seen as a role model throughout the state and the country within our industry.”
— JOSH CANTOR, PTMP DIRECTOR, PARKING
& TRANSPORTATION
GEORGE MASON UNIVERSITY
Brett Wood, PE, PTMP
Judge’s Comment
“Brett’s accomplishments in all facets show tremendous success, leadership, and extensive industry experience. The breadth of projects, turnaround stories, and expertise blew me away. Award winner without a doubt!”
Brett Wood, PE, PTMP, exemplifies what it means to lead with purpose in a rapidly evolving industry. His selection as Industry Professional of the Year honors both his deep expertise and his commitment to advancing the parking and mobility profession. Throughout his 20-year career, Brett has become a recognized industry expert in right-sized parking systems, parking and mobility management, and implementation of progressive parking and mobility policies.
Before founding Wood Solutions Group in 2020, Brett—who has a master’s degree in civil engineering from the University of Alabama—had been with Kimley-Horn for 15 years. During his tenure there, he was instrumental in establishing parking and mobility as a primary practice area, growing that team into a national practice. He has applied that experience to his own firm, a parking and mobility consultancy focused on providing realistic, community-driven, and implementable solutions to clients.
Brett’s impact ranges from large-scale consulting efforts to critical in-the-field leadership roles. In 2021, he served as interim executive director of the Birmingham Parking Authority during a pivotal period of restructuring. In little over a year, he helped double program revenues, restore city partnerships, and set the stage for a revitalized, community-centered program. In 2024, he led strategic planning for the University of Tennessee, helping to transition the campus to a more user-focused system for students, faculty, and staff. In three months, the system was restored to sustainable levels of parking demand, transit ridership increased by 150%, and the entire program was repositioned to enhance the growth and academic goals of the campus.
A problem-solver by nature, Brett is passionate about data-driven solutions. He played a key role in Seattle’s pioneering demand-based pricing project and helped bring similar strategies to other communities. At Kimley-Horn, he developed a new software tool that enabled communities and campuses to better understand their parking needs and make informed decisions about right-sizing investments. Brett also led a transformative curb management study in Charlotte, North Carolina, which won an IPMI Award of Excellence, and he spearheaded the creation of SANDAG’s parking management toolbox —an interactive guide to parking practices for small communities in the San Diego region — that also won an Award of Excellence.
“In 2023, through a systematic evaluation of the program and an action-oriented tactical implementation plan, Brett helped to oversee a complete transformation of UT’s parking program and a dramatic shift in user behavior that has repositioned the University to better react to campus and population growth. Occupancies are down 10% on campus, and off-campus parking options have been fully realized for the first time in campus history.”
—DR. TANARA L. TEAL-TATE EXECUTIVE DIRECTOR, PARKING AND TRANSPORTATION SERVICES
THE
UNIVERSITY OF TENNESSEE, KNOXVILLE
A 2019 recipient of the IPMI Chair Award, Brett continues to lead with integrity. His influence is felt not only in the programs he helps build but also in his substantial contributions to the industry through thought leadership and volunteerism. He has mentored and supported many of today’s parking professionals, helping to establish and maintain connections throughout the industry, especially within the PTMP group. Brett has served as co-chair of IPMI’s Research Committee, Research & Innovation Task Force, and EV Readiness Cohort. He has contributed to numerous publications, including IPMI’s “A Guide to Parking” and the “EV Readiness Guide,” as well as Parking & Mobility magazine.
Even when he isn’t working, Brett still gives back. The Gulfport, Florida resident frequently engages in volunteer opportunities throughout the community. Most recently, Brett and his family have helped support the community in the aftermath of two hurricanes, including cleanup efforts and assistance for affected neighbors.
“Brett’s accomplishments in all facets show tremendous success, leadership, and extensive industry experience. The breadth of projects, turnaround stories, and expertise blew me away. Award winner without a doubt!”
Lifetime Achievement Award
Peter Lange
Texas A&M University
Though it may seem like only yesterday, it’s been more than a decade since Peter Lange received IPMI’s Chairman Award in 2013 and two years later was named IPMI’s James M. Hunnicutt, CAPP, Parking Professional of the Year. His abundant accomplishments since then have thrust him back into the spotlight as this year’s Lifetime Achievement Award recipient.
A career in parking and mobility wasn’t part of Peter’s original plan. After earning a Bachelor of Business Administration in marketing from Georgia State University, early roles in retail and sales unexpectedly led him toward transportation. At the Atlanta Regional Commission’s Commute Connections group, he supported employerbased commuting solutions, implemented new ride-matching software, and geocoded employee addresses to support datadriven planning. The experience sparked his interest in taking a systems approach to problem-solving and customer service, where aligning technology with processes produced desirable outcomes.
When a co-worker left to start Georgia Tech’s first transit shuttle service, Peter joined him as a systems support specialist and then acting assistant director of the university’s parking and transportation department. In 2003, he moved to Texas A&M University and as associate director was responsible for the marketing, customer service, visitor/conference/event parking, and IT units. Promotions followed, and from 2010 to 2024, Peter led one of the largest university-based parking and transportation operations in the country, with a team of 175 employees and 400+ student workers managing 37,000 parking spaces, seven garages, transit services, and the university fleet.
Naturally outgoing, Peter’s inclusive leadership style fostered collaboration between the Transportation Services department and numerous constituent groups within and outside of the university, leading to innovative solutions that often reflected Peter’s philosophy of “Technology is best when it is invisible.” These included a mobility master plan and a department strategic plan; and integration of the newest parking management technologies to facilitate parking guidance, license plate recognition, parking payment options, permit sales and distribution, and citation payment and appeals. Improvements extended to university fleet management, ride sharing partnerships, bike sharing programs, event management, transportation demand management, and more. One of his more notable accomplishments was forging a successful partnership with the Brazos Transit District that secured a BUILD grant, funding 21 diesel and three electric buses at a 60% savings. That
model has since yielded another federal grant supporting electric buses and charging infrastructure.
In July 2024, Peter was named chief operating officer and senior vice president of Texas A&M, joining the university’s executive leadership team. In this role, he provides strategic direction across seven operational units, including Transportation Services, that support Texas A&M’s land-, sea-, and space-grant mission, with a focus on performance, collaboration, and efficiency.
Throughout his career, Peter has contributed significantly to the parking and mobility industry. He co-chaired IPMI’s Technology Committee for 10 years and served as president of the Texas Parking and Transportation Association. His support helped Texas A&M’s Transportation Services earn three consecutive IPMI marketing awards, be named Organization of the Year in 2009, and become an Accredited Parking Organization (APO) in 2017, earning reaccreditation with distinction in 2023. Peter credits his success to influential mentors and colleagues, including Rodney
Weis, who recruited him to Texas A&M, and Mike Simmons, founder of T2 Systems, who provided him with a launchpad for technology and his reason for loving it. He remains deeply appreciative of his university colleagues and leadership team.
When he’s not managing university operations, Peter enjoys trips to Galveston with his wife, whom he’s known since high school. Their son, a recent graduate of Texas A&M, may be following in his father’s footsteps: He just completed a master’s degree in management information systems.
Jonathan Wicks, PTMP
Jonathan Wicks, PTMP, never envisioned a career in parking and mobility. A North Dakota native who grew up in Seattle, he earned a Bachelor of Arts in English and creative writing from Pomona College in 2005. Looking for a full-time position after graduating, a friend involved with valet parking at a luxury hotel needed an assistant and recruited him. Suddenly, at the age of 25, Jonathan found himself managing union valet staff. It was a challenge, but the lessons he learned about listening, leading with empathy, and a “customer first” attitude quickly became part of his professional DNA.
After nearly a decade with Ace Parking, where he advanced to director of operations for Northern California and was based in San Francisco, Jonathan returned to Southern California. He took on a pivotal role as general manager for Parking Concepts, Inc., overseeing the expansive publicprivate parking partnership in Beverly Hills. It was here that he gained firsthand experience in municipal operations, planning, and technology, paving the way for a move in 2014 to Walker Consultants. Based in Los Angeles, he focuses on projects in California and Hawaii.
He’s helped cities like Culver City, Santa Ana, and Palo Alto modernize operations and navigate complex decisions around license plate recognition (LPR), curb management, EV charging, and parking technologies. A problem-solver by nature, Jonathan is quick to point out that clients don’t always need the flashiest solution; they need the right one. His focus is on helping clients identify technology that fulfills their needs rather than “tech for the sake of tech,” as he puts it. His work on LPR adoption in Culver City remains one of the earliest examples of gated municipal facilities deploying camera-based access, in his words, a “force multiplier” that improves flow, expands coverage, and reduces reliance on outdated equipment.
Invested as he is in the targeted application of technology, Jonathan has always been equally passionate about the human connection. While at Ace Parking early in his career, he developed a progressive labor classification structure that opened union pathways for employees outside the city core—an initiative that remains in place today. A longtime
advocate for professional development, he serves as co-chair of IPMI’s Educational Development Committee and is a former board member of the California Mobility and Parking Association (CMPA). He earned his CAPP (now PTMP) certification in 2017 and frequently presents industry trends, operations, and technology at industry events and conferences.
He credits much of his growth to colleagues like Richard Raskin, John Dorsett, Eric Nelson, and Steffen Turoff. “They’ve helped shape how I think about planning, design, and service,” he says. Described by peers as collaborative, principled, and compassionate, Jonathan believes in leading with kindness. Readily acknowledging that parking is a business, he also emphasizes the human element, stating, “People remember how they are treated.”
Over the course of his 20-year career, Jonathan has grown into a consummate parking and mobility professional who eagerly anticipates many more years of discovery, development, and client service. Through his words and deeds, he personifies the high standards IPMI has set for recipients of this special award.
Dorothy Verdon, CPSM, is the Owner of Bright Bunny Communications. She can be reached at dorothy@ brightbunnycommunications.com
DOROTHY VERDON, CPSM , is the Owner of Bright Bunny Communications. She can be reached at dorothy@brightbunnycommunications.com.
IPMI Events Calendar 2025
*Topic to be announced.
JULY
JULY 8
Free Member Chat
APO: New Matrix & Criteria Introduction
JULY 9
IPMI Webinar
Leadership in Action: Lessons That Matter
JULY 17
Free Member Chat
New Members
JULY 22, 24, 29, & 31
Online, Instructor-Led Learning Parksmart Advisor Training
JULY 29
Parksmart Chat
Introduction & Preview of Next Version
AUGUST
AUGUST 13
Free Virtual Frontline Training Turning Moments of Failure into a Lifetime of Success
AUGUST 19
Free Member Chat Awards
AUGUST 28
Free Live Meeting
Building Brand & ROI with IPMI
SEPTEMBER
SEPTEMBER 9
Online, Instructor-Led Learning
APO Site Reviewer Training—Renewal
SEPTEMBER 10
IPMI Webinar
There’s Not Here for the Parking: Venue Parking That is Not the Main Event
SEPTEMBER 16
Free IPMI Municipal Member Roundtable
Virtual Roundtable is limited to municipal/city members.
SEPTEMBER 18
Free Member Chat PTMP
SEPTEMBER 25*
Free Learning Lab Presented by gtechna
OCTOBER
OCTOBER 8
Free Virtual Frontline Training Introversion & Extroversion: What’s Your Personality Superpower?
OCTOBER 14
Free IPMI Higher Education Member Roundtable
Virtual Roundtable is limited to higher education members.
OCTOBER 16
Free Member Chat New Members
OCTOBER 21, 23, 28, & 30
Online, Instructor-Led Learning Parksmart Advisor Training
NOVEMBER
NOVEMBER 5
IPMI Webinar
Building Blocks: Understanding the Impacts of Policy on Your Operations, Presented by the IPMI Policy & Legislative Cohort
NOVEMBER 12
Free IPMI Municipal Member Roundtable
Virtual Roundtable is limited to municipal/city members.
NOVEMBER 20
Free Member Chat APO
DECEMBER
DECEMBER 9
Free IPMI Member Roundtable Hosted by the IPMI Planning, Design, & Construction Committee: a discussion on Municipal Event Parking and Curb Operations.
DECEMBER 11
Free Member Chat New Members
DECEMBER 17*
Free Virtual Frontline Training Real-time GEO Data Mapping: Overcome Workforce Shortages While Boosting Enforcement Productivity.
At the end of the day, we are all accountable to ourselves - our success is a result of what WE do.”
Varena Harding, PTMP
Admin AGM, Parking Concepts, Inc.
STATE & REGIONAL CALENDAR
JULY 9-10
2025 Industry Events and State & Regional Calendar
Mid West Parking & Mobility Association (MPMA) Inaugural Conference Kansas City, MO
SEPTEMBER 17-18
European Parking Association (EPA) Conference & Exhibition Brussels
SEPTEMBER 22–26
Carolinas Parking & Mobility Association (CPMA) Ashville, NC
OCTOBER 1-3
New York State Parking and Transportation Association (NYSTPA) Annual Fall Conference Ithaca, NY
OCTOBER 14-17
Campus Parking and Transportation Association (CPTA) Annual Conference Arlington, TX
OCTOBER 21–23
Pacific Intermountain Parking & Transportation Association (PIPTA) Conference & Expo Eugene, OR
OCTOBER 27–29
Southwest Parking & Transportation Association (SWPTA) Annual Conference Las Vegas, NV
NOVEMBER 3–6
California Mobility and Parking Association (CMPA) Annual Conference & Tradeshow Lake Tahoe, CA
NOVEMBER 17-20, 2025
Florida Parking & Transportation Association (FPTA) Annual Conference and Tradeshow Miami, FL
