Parking & Mobility | September 2025

Funding & Finance

By Ebby Zachariah

Nan Chen, AICP,

Rhodin

By Robert Ferrin, PTMP, and Benito O. Pérez, AICP, CTP, PTMP

Marlene Cramer,

By Vanessa (Ms. V) R. Cummings, PTMP

NUMBERS SCARE ME. Honestly, I have trouble balancing my checkbook.

But we all know that numbers, data, and information are the backbone of intelligent decision-making. Understanding and navigating the complex funding and finances of parking, transportation, and mobility operations is critical as these operations function at the intersection of public infrastructure, private investment, and customer demand. Without a solid financial grasp, even the most innovative parking or mobility programs can fail.

A successful parking and mobility operation depends on making informed financial decisions. Strong financial insight ensures sustainability, supports smart growth, and builds trust with stakeholders.

So how can we help?

By Liz Young

By Madison Huemmer

Mike Yu

IPMI is pleased to bring you this September issue filled with incredible insights into funding and finance. Follow the journey of a parking dollar as we get a holistic view of the actual costs of parking, understand the impacts of congestion pricing, and see how the curb is impacting both costs and revenue. Learn more about the business case for diversity and how inclusive organizations are profiting. Intrigued yet? I was!

These are just some of the excellent articles contributed by some of our industry’s best minds. As we enter budgeting season, there is no better time to consider how you can make a positive financial impact on your firm, and this issue will give you plenty of food for thought.

Am I still scared of numbers? While I will always be a words girl, our Funding & Finance issue gives me hope that this old dog can learn some new tricks. What will you learn?

As always, thank you for spending some time with us. We look forward to hearing your thoughts on the content!

Melissa Rysak, editor rysak@parking-mobility.org

PUBLISHER

Shawn Conrad, CAE

s.conrad@parking-mobility.org

EDITOR

Melissa Rysak rysak@parking-mobility.org

TECHNICAL EDITOR

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

ADVERTISING SALES AND SUBSCRIPTIONS

Tina Altman taltman@parking-mobility.org

PUBLICATION DESIGN

BonoTom Studio info@bonotom.com

For subscription changes, contact Tina Altman, taltman@parking-mobility.org or 888.IPMI.NOW

Parking & Mobility (ISSN 0896-2324 & USPS 001436) is published monthly by the International Parking & Mobility Institute.

P.O. Box 3787

Fredericksburg, VA 22402

Phone: 888.IPMI.NOW

Fax: 703.566.2267

Email: info@parking-mobility.org

Website: parking-mobility.org

Send address changes promptly to: Parking & Mobility or submit online at parking-mobility.org

P.O. Box 3787

Fredericksburg, VA 22402

Interactive electronic version of Parking & Mobility for members and subscribers only at parking-mobility. org/magazine

Copyright © International Parking & Mobility Institute, 2025. Statements of fact and opinion expressed in articles contained if Parking & Mobility are the sole responsibility of the authors and do not necessarily represent an official expression of policy or opinion on the part of officers or the members of IPMI. Manuscripts, correspondence, articles, product releases, and all contributed materials are welcomed by Parking & Mobility; however, publication is subject to editing, if deemed necessary to conform to standards of publication.

The subscription rate is included in IPMI annual dues. Subscription rate for non-members of IPMI is $120 per year (U.S. currency) in the U.S., Canada, and Mexico. All other countries, $150. Back issues, $10.

Investing in the Future

Funding and Finance for Parking & Mobility

By Marlene Cramer, PTMP, LEED Green Associate

WHEN I WAS GROWING UP, I liked math and numbers. I even planned to become a CPA. I started college as an accounting major, confident I was on the right track. But by my junior year, I had a change of heart. I often say it was my tax accounting class that sealed the deal; it made me realize that traditional accounting just wasn’t for me.

Still, I enjoyed working with budgets and analyzing finances, so I shifted gears and changed my major. That pivot eventually led me into financial management roles, and unexpectedly, into the parking industry.

Now, over 25 years later, as a director, I can say with certainty that there are very few days when I’m not making a financial decision. Whether it’s evaluating capital investments, projecting revenues, or weighing operational costs, finance remains at the core of what I do. It turns out that following what I enjoyed rather than what I initially planned led me exactly where I needed to be.

As cities and campuses evolve to meet the demands of modern transportation, funding and finance strategies for parking and mobility are also transforming. Understanding where the money comes from—and where it should go—is essential for leaders seeking to build sustainable, forward-thinking mobility systems.

Where the Money Comes From

Traditionally, parking systems have been self-sustaining through user-generated revenues: parking fees, citations, permits, and event parking. These sources continue to form the backbone of operational funding. Today, financial analysis is evolving thanks to AI,

which helps us better understand operations, anticipate occupancy trends, and optimize staffing and resources in our data-rich environment.

Beyond core revenues, parking and mobility are increasingly supported by external streams. Public grants—federal, state, and regional—are available to support climate-friendly initiatives, such as EV charging stations, bike infrastructure, and transit-oriented projects. Private investment is also growing, especially through public-private partnerships (P3s). Tech vendors may fund smart parking systems in exchange for revenue sharing, while developers might co-invest in mobility hubs that support their properties.

Where to Invest Today’s Capital

Today’s capital investments must prioritize flexibility, sustainability, and long-term impact. Smart tech infrastructure, scalable EV charging, multi-modal mobility hubs, and real-time data platforms are high-return areas.

Investments in micromobility and first/last-mile solutions further enhance connectivity and reduce car dependency.

The Road Ahead

The future of parking isn’t just about cars. It’s about movement, flexibility, and sustainability. As mobility evolves, so must our funding strategies. That means diversifying revenue, forming strong partnerships, and aligning every dollar with broader goals like climate action and equitable access.

For me, it’s been rewarding to see how a love of numbers turned into a career in shaping movement. Sometimes the best journeys are the ones you didn’t plan. ◆

MARLENE CRAMER, PTMP, LEED GREEN

ASSOCIATE , is Director, Parking and Transportation Services, for California Polytechnic State University (Cal Poly) San Luis Obispo and a member of the IPMI Board of Directors. She can be reached at mcramer@calpoly.edu

The Frontline Struggle is Real!

By Vanessa (Ms. V) R. Cummings, PTMP

FRONTLINE AND SELF-CARE GO HAND IN HAND. When you work the frontline, you should always be on your best behavior and present professionally. That is not always easy when you have the occasional run-ins that take a lot out of you. 99% of customers can be kind, but that 1% can leave you feeling beat up and defeated.

Yes, the frontline struggle is real. The question is, what are you going to do about it? Having worked on the frontline and being a church pastor, I understand what it means to strive to always represent a positive message, even in difficult and challenging times.

What do you do and who do you call? Parking Busters! Don’t we wish! However, there are no such people. If there were, we would have a tough time explaining that the Parking Busters were there to serve the common parking good! So, here we are, on the frontlines, asking ourselves how we keep smiling, even when we are having a bad day.

First : Remember, the person you are serving might also be having a tough day. Have you ever had a bad day and unintentionally taken out your emotions on someone who wasn’t involved in your issue? Your goal isn’t to take on their problem, but to aim to give them a positive experience, even if they don’t receive the cancellation or refund that they requested.

There is a way to say no, without apologizing or feeling guilty. Let people know the answer may be no; however, you can offer them information to assist them. Help them register, if required, to take advantage of the learning opportunity. Inform them about parking, how to avoid future problems, the appeal process, and how to pay fines.

Second: You may be the first or last person they speak to that day. People typically remember their first and last impressions. You want them to leave with a good impression. Provide them with a positive message that includes information on how to register their vehicles, suggestions for nice places to eat, parking locations, campus or town navigation, or directions. If they are leaving your town or campus, ask them if they were able to see everything they wanted to see, and ask if they need directions on their way out. Let them know that you want them to have a great experience.

Third: Remember your WHY. Why are you the person at the counter? What skills and gifts do you bring to the operation? What good things do you do to make a positive difference? Yes, you make a positive difference.

Knowing your why and the skills and gifts you bring to the operation will give you value and should motivate you to do your job well. When you get to use your gift of hospitality, navigation, handiwork, technical assistance, or whatever other skills you have, it allows you to feel good about what you do. When you feel good, the people you work with and the customers you serve will feel it.

Once you answer the questions of why you are there and what you have to offer, your perspective about your job and those with whom you work should change for the better. Every time the frustrations rear their ugly little head, or the rude customer comes in and disrespects you, let it go. Remember, you are there to serve, and their issue is not your issue. Give them your best service and send them on their way.

Then, celebrate the good things you’ve done and the great people you have served. The struggle is real, but never let it win. You are better than the struggle. ◆

VANESSA (MS. V) R. CUMMINGS, PTMP , is Owner and Chief Consultant of Ms. V Consulting, LLC and a member of IPMI’s onsite training team. She can be reached at parkingmsv@gmail.com

Realize your parking lot’s full potential. With millions of cardholders worldwide1, Discover® Network has a vast customer base ready to make payments—including for parking.

Building the Parking Universe Funding Innovation Without the Headaches

By Liz Young

“PARKING IS TYPICALLY AN AFTERTHOUGHT, MOSTLY CONSIDERED A PAIN IN THE …” I was told early in my career.

“Huh,” I thought as I watched a line of vehicles impatiently waiting for an exit cashier to collect their $35. A similar line queued at the entry. The 2,000-space facility didn’t stay empty for long in this downtown LA garage.

“I’m no math major, but I feel like someone isn’t paying attention,” I retorted.

That was over 25 years ago, and somewhere along the way, those asset owners started paying attention. Around this time, innovation in parking exploded, giving rise to what many call the Parking Eco-System —though I think “parking universe” is more fitting. Gone are the days of clunky, proprietary systems with back-end software that was impossible to integrate with. What emerged was the realization that to keep up with constant innovation, providers would need to work together, weaving in their respective technologies to bring this universe to life. And we did: from online reservations to text receipts, our universe has reached the digital age.

The industry has been adapting to this new model, learning about licensing fees and SaaS agreements. $45 a month? Sure, that sounds reasonable. Let’s do it!

But as with all evolutions, the pendulum swung. Those SaaS fees felt manageable in moderation until you were stacking six, seven, or even eight partners. Suddenly, that affordability became a blocker.

As property owners have realized the monetary value in parking, so have other industries, steering their development efforts to co-mingle in this new universe. We have watched the progression of the mobility sector with EV charging, scooters, curb management, and micro-transit. It has landed squarely in our lap.

Now we are faced with a new challenge: how do we make it easy to say yes?

The answer? Return on investment (ROI). This term has always earned a side-eye from me. It is easy to show a return on a spreadsheet, but what will it be in three years? Five? As a mother, I equate it to painting the room pink based on a fuzzy ultrasound, all built on hopeful projections. I digress to those accountants

who dream of discounted cash flow models and depreciation schedules. In my experience, everyone wants their ROI now, but that is shortsighted. Let’s look at the long road.

Take a Capex purchase of $500,000. We’d typically examine paid transactions per month, stall turnover, event or valet activity, all to understand ROI. But what we often fail to consider is customer experience. We sacrifice it to shave a few months off the ROI, chasing short-term gains

What if we could give every asset owner the best, most innovative experience, without it costing them a dime up front? Would they be willing to share a portion of the revenue to ensure they always have access to the latest technology? Would they jump at new trials and pilots that don’t require a stack of spreadsheets to justify—pilots they may have otherwise overlooked due to cost?

After nearly three decades with customers, I can say confidently: they would. The real question becomes, how do we get there, and where should we focus our dollars?

Let’s step outside our traditional spreadsheets for a moment. Want to test gateless parking with LPR and pay-by-plate? Easy. The vendor fronts the cameras and software, takes a slice of each transaction, and keeps your system up to date so you never worry about upgrades

This new model for funding innovation in parking and mobility is about sharing in the success. Instead of writing a $500,000 check for new equipment, tech partners are offering something that almost seems too good to be true: they provide, install, and maintain the systems in exchange for a piece of the revenue. It is a win-win. It strips away that loaded question of, “When will I get my money back? ” and replaces it with a simpler one: “Am I comfortable sharing a slice of the pie to avoid the upfront risk? ”

Once upon a time, parking revenues were neatly reserved for repaving decks or updating signage. Now, they’re the piggy bank that funds the entire mobility playbook: curb management, protected bike lanes, scooter corrals, and micro transit experiments. Parking is funding far more than more parking these days, and we should be spending and investing,

creating the infrastructure to support the technology that is bombarding our universe. Build it, and they will come.

This is great from a community and sustainability standpoint, but it also means owners and cities are forced into tough choices. Do we update the garage PARCS, or use that money to fund a pilot? These are real debates happening in boardrooms across the country. That’s why models where technology pays for itself (or better yet, generates new revenue streams) are gaining so much traction.

We’ve also entered a golden age of partnerships. Mobile payments, reservation platforms, loyalty apps, EV charging, everyone is finding ways to collaborate, blend technologies, and pool marketing power. It’s all designed to split revenue, so the asset owner isn’t stuck paying six separate invoices or juggling countless integrations. Seamless and generating revenue, sign me up!

Meanwhile, data has become a wildcard. What used to be simple occupancy reports is now valuable currency. Companies want insights into turnover patterns and demand forecasts. Asset owners are starting to monetize this by packaging anonymized data for mobility partners, offsetting costs and fueling smarter deployments, from wayfinding to dynamic curb pricing. It’s early, but we’re already seeing contracts where data rights are negotiated right alongside

traditional revenue splits.

So where should we spend capital funds today? The smartest investments are in infrastructure that futureproofs your operation. That means building out robust connectivity that can support cameras, IoT, and mobile access, because that’s not something you want to retrofit later. It also means choosing open, cloud-based platforms with strong API ecosystems, so when the next wave of tech hits, you’re ready. And of course, it means prioritizing digital-first user experiences like apps, QR payments, and touchless entry, the things customers now expect by default.

In short, spend where it keeps doors open for future innovation, not where it locks you into proprietary dead ends.

While we do not want parking to be an afterthought, we do want it to be seamless. A forgettable experience that keeps people moving, eager to return, and loyal to your asset. If we can keep crafting models that deliver that, whether through no CapEx partnerships, smarter revenue splits, or investing today in systems that can grow tomorrow, we will keep expanding this parking universe in ways that benefit everyone. ◆

LIZ YOUNG is Vice President, Solutions Engineering, North America for FAAC Parking Solutions and TIBA and HUB Parking, and a member of the IPMI Technology Committee. She can be reached at liz.young@faactechnologies.com

The Business Case for Diversity

Why Inclusive Organizations Outperform

By Madison Huemmer

IN TODAY’S ECONOMY, diversity and inclusion are not just moral imperatives; they are measurable drivers of organizational performance and predictors of financial success. Public agencies and private companies alike are recognizing that diversity in leadership, hiring, and workplace culture leads to stronger innovation, smarter decision-making, and improved financial returns.

Simply put, diversity should be an objective for any business or organization looking for long-term success.

Diversity Drives Revenue Growth

Numerous studies have quantified the link between diversity and profitability. According to McKinsey & Company’s Diversity Wins report (2020), companies in the top quartile for ethnic and racial diversity on executive teams were 36% more likely to outperform their peers in profitability, and those with genderdiverse leadership had a 25% higher likelihood of aboveaverage profitability.

Similarly, a study by Boston Consulting Group (BCG) found that companies with more diverse management teams reported 19% higher revenue. BCG asserts that this is due to the associated increase in innovation when diversity is prioritized.

This assertion is supported not only by the BCG study but also by a 2021 Ernst & Young study that showed an 85% perceived increase in innovation when empathy is encouraged between levels of organizational structure, and there is a strong link between empathic and diverse workforces.

Public Sector: Efficiency and Trust

For public organizations, embracing diversity can improve both internal operations and public trust. A 2022 report by the Partnership for Public Service and Deloitte showed that federal agencies with higher inclusivity and engagement scores had stronger workforce performance, better retention, and more effective service delivery (Partnership for Public Service & Deloitte, 2022).

Additionally, public institutions that reflect the communities they serve are better positioned to create equitable policies, bolstering legitimacy and accountability in democratic governance (Brookings Institution, 2021).

When we think about diversity, we typically discuss gender, sexual orientation, and race. However, diversity is so much

more than that. Diversity also encompasses differences across military status, age, education level, religion, physical abilities, cognitive abilities, language, parental status, socioeconomic background, and many other factors. All these diverse values and backgrounds lead to diversity of thought, which in turn provides the benefits outlined above.

Examples of how diversity shows up in parking and mobility policies:

● Alternate payment options, like accepting prepaid cards or call-in payments

● Pay by cell options

● Accessible Pedestrian Signals (APS)

● Citation payment plans

● Video conferences for citation hearings

● Multilingual instructions and signs

● Reduced permit fees for veterans

Talent Acquisition and Retention

The next generation of workers expect diversity from their workplace, whether private or public. According to a 2021 Glassdoor survey, 76% of job seekers and employees said a diverse workforce is an essential factor when evaluating companies and job offers.

Deloitte’s research shows that inclusive companies have 2.3 times higher cash flow per employee over three years and are 1.8 times more likely to be change-ready and to cultivate

The cost of replacing an individual employee can range from 50% to 2x the employee’s annual salary. To put this into dollars and sense, a 100-person organization that provides an average salary of $50,000 could have turnover and replacement costs of approximately $660,000 to $2.6 million per year.

When you decrease attrition, you can reallocate those dollars to mission-driven needs like additional staffing, project funding, product improvements, and technology upgrades.

Risk Reduction and Smarter Decisions

Diverse teams make better decisions. Research by Cloverpop, which analyzed over 600 business decisions across 200 teams, found that inclusive teams make better decisions 87% of the time and deliver 60% better results

Diversity also reduces reputational risk by ensuring products, campaigns, and policies are more culturally aware and relevant across demographics.

Conclusion: Diversity Is a Strategic Asset

Diversity is a revenue driver, a risk mitigator, and a competitive advantage. Whether in the public or private sector, organizations that actively build inclusive cultures and diverse leadership pipelines are better positioned to navigate complexity, serve broader markets, and deliver measurable results.

The evidence is clear: embracing diversity isn’t just the right thing to do. It’s the smart thing to do. ◆

MADISON HUEMMER is the Head of Market Transformation at ParkMobile by Arrive and Co-Chair of IPMI’s Allyship & Equity Committee. She can be reached at madison. huemmer@arrive.com

California Mobility & Parking Association

Mark Your Calendars CMPA Presents 2026 Conference & Tradeshow

By Mike Yu

Ready to Explore the Latest News and Innovation in Parking? Join us at the 2025 CMPA Conference & Tradeshow!

Get ready to connect, learn, and lead at the California Mobility & Parking Association’s premier annual event—where innovation meets real-world impact. The 2025 CMPA Conference & Tradeshow is your gateway to cutting-edge mobility and parking solutions, policy updates, and peer-driven insights that are reshaping California’s parking landscape.

Whether you’re a public agency, university, private operator, or tech

partner, this is your chance to engage with industry leaders, discover next-gen tools, and champion sustainable, equitable, and efficient systems. Come be part of the movement driving smarter mobility and parking for all Californians!

Mark your calendars: the CMPA Conference and Tradeshow will take place in San Jose from November 3-6, 2025.

For more information or to register for the conference, please visit www. californiaparking.org/annual-conference/.

Great Teams Deserve Great Recognition!

So why not spotlight your top performers with a CMPA Award nomination? Honoring standout staff isn’t just about celebrating a job well done; it’s a powerful way to boost morale, reinforce excellence, and invest in their professional growth. When you nominate a team member, you’re not only recognizing their impact – you’re elevating their visibility in the industry and inspiring continued leadership in mobility and parking. Let CMPA help you shine a light on the talent that drives your organization forward. Submit your nominations today and show your team how much their hard work truly matters!

There are five awards available.

1. Parking Professional of the Year Award

2. Legislator of the Year Award

3. Public Parking Program of the Year Award

4. Wayne Dalton Award

5. Presidential Award

For more information or to submit nominations, please visit californiaparking.org/awards

MIKE YU is the Executive Director, Parking & Transportation Services for California State Polytechnic University, Pomona, Vice President of CMPA, and a member of IPMI’s State and Regional Association Committee. He can be reached at myyu@cpp.edu

EXPERTS ASK THE

What innovative funding mechanisms are emerging to support parking and mobility infrastructure?

What innovative funding mechanisms are emerging to support parking and mobility infrastructure in the face of declining traditional revenue streams?

Marc Ive CEO Rezcomm

Operators are shifting to ecommerce platforms that go beyond parking: bundling high-margin services, using dynamic pricing to boost yield, and turning customer data into revenue. The smartest deals now include shared-risk models like revenue share or pay-as-you-grow pricing, enabling rapid growth without heavy upfront costs.

Robert Ferrin, PTMP

Mobility & Parking Senior Project Manager

Kimley-Horn

Tax-increment financing and special assessment districts are emerging as popular funding mechanisms for capital projects. Hybrid permit and demand-based pricing products are beginning to replace traditional permit revenue streams, specifically in the off-street parking environment. Development fees in the form of in-lieu and impact fees also provide municipal parking operations with operational resources to actively manage increased parking demands.

Gabe Mendez, PTMP

Director of Transportation Operations

UW-Madison Transportation Services

In place of traditional parking requirements, the organization can implement a fee structure for new developments or tenants occupying space. These fees can be allocated specifically toward parking or mobility infrastructure that ensures continued access for both employees and customers.

Jim Anderson Independent A/E/C Market Development Executive

The consideration of optimizing underutilized parking assets through the addition of EV charging mechanisms, and logistical hubs for “last-minute” delivery and ride-share staging.”

Nancy Kobielski

Business Services & Communications

Manager, Parking & Transportation Services Division of Finance and Administration, University at Buffalo

We haven’t rolled out anything new yet, but we’re looking into a tiered pricing structure for premium parking lots to better match demand. We’re also exploring bike-related grant opportunities to support the growing number of people biking on campus.”

Katherine Beaty, PTMP

President Beaty Solutions

As old revenue streams dry up, tech’s picking up the slack, think selling mobility data, API access to smart city platforms, in-session ads, and even branded user experiences. It’s not about squeezing drivers, it’s about squeezing value from the ecosystem.”

Cameron Lang

Sales Manager, US

HotSpot Parking, a Product of Arcadis

As legacy revenue streams—like single-use parking fees—decline, cities and private operators are embracing more adaptive funding models to support infrastructure. Mobile payment systems, digital permits, and license plate recognition technology are replacing expensive physical hardware, allowing operators to stretch budgets further and reduce capital costs. Dynamic pricing based on demand is gaining traction, helping operators optimize utilization while generating consistent revenue.”

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

Where Mobility Meets Brew City Cool.

June 14 -17, 2026

Milwaukee, Wisconsin

The of a

Journey Dollar

By Ebby Zachariah

THERE’S A COMMON ADAGE IN BUSINESS that “The most expensive thing you can own is a cheap solution.” Nowhere is this truer than in today’s rapidly evolving parking industry, where sleek payment platforms, contactless entry and exiting, and integrated mobile apps have become standard. But hidden beneath the surface of that seamless transaction is a complex ecosystem of fees - some obvious, many not.

Owners and operators are often drawn to the low upfront costs of parking management platforms and payment processing hardware. But as the months roll by, they notice a quiet drain on their revenue: transaction fees that are far higher than anticipated, and sometimes higher than promised.

That’s why parking owners and operators need to understand the true journey of a parking dollar, from the time a customer taps their card to the moment the money hits their account. Parking owners and operators need to

understand where the money goes, what costs are negotiable or avoidable, and how to ensure they’re evaluating technologies and partners with the whole picture in mind, not just the sticker price.

Whether evaluating a mobile app, permitting system, parking hardware system, or a full digital management suite, if it touches revenue, these concerns apply. And without a holistic understanding of how payment processing works, owners and operators risk making decisions that will ultimately undermine their profitability.

A Holistic View Reveals the True Cost of Your Parking Operation

Credit Card Processing Fees:

The Quiet

Drain

Processing parking payments isn’t just about swiping a card and collecting money. Every time a credit card transaction is processed, multiple parties take a cut. These fees are unavoidable, but how they’re structured and disclosed can vary dramatically between vendors.

The Three Main Categories of Fees:

1. Interchange Fees

These are set by the card networks (like Visa, Mastercard, and AmEx) and paid to the issuing banks (the bank that issued the customer’s card). Interchange fees typically range from 1.1% to 3.5% depending on the type of card, the method of transaction, and the risk profile. For instance, a corporate rewards card processed manually may carry a higher fee than a debit card processed via chip. Debit interchange rates range from $0.05% to $0.21.

2. Payment Gateway Fees

The payment gateway is a secure platform that routes the transaction data from the parking system to the card networks. Think of it as the digital tunnel your data travels through. Gateways charge a per-transaction or percentage-based fee, often around $0.05 to $0.25 per transaction, depending on the provider.

3. Merchant Account Fees

A merchant account is what enables you to accept card payments. Fees here vary and are often bundled with other services, which can make it difficult to see what you’re really paying for.

The first step in managing these costs is understanding them. Vendors often present a flat rate

(e.g., 2.5%) and claim it covers everything, but that’s rarely the case. A rate might include processing and gateway fees but exclude interchange, or vice versa. Sometimes vendors have financial stakes in thirdparty gateways or merchant services and earn additional revenue from each transaction. This bundling can obscure true costs and make it difficult to compare vendors fairly.

A holistic evaluation means decoupling the costs and examining each element individually. Only then can you model your total cost of ownership (TCO) and understand the real impact of your technological decisions.

Common Myths About Processing Fees

Let’s debunk some of the most persistent myths in the parking payments world:

● “Interchange fees are fixed, so I can’t control them.” True and false. Card networks set interchange rates themselves, but your exposure to them can be managed. For instance, a system that promotes the use of contactless debit cards may reduce average interchange. Smart routing strategies and Level 2/3 data inputs can also help mitigate fees.

● “A lower presented rate means I’m saving money.” Not always. If a vendor offers a 1.25% rate but doesn’t include interchange or gateway fees in that number, your effective rate could be much higher than a 2.5% rate plus interchange with no gateway fee.

● “All payment processors settle money the same way.” Some settle gross (sending full amounts and deducting fees later), while others settle net (deducting fees before funds hit your account). This affects cash flow and reconciliation.

● “Gateways are necessary.” Gateways are necessary, but separate gateway fees are not. Some vendors integrate the gateway into their platform, eliminating additional fees. If your platform requires a third-party gateway, you’re likely paying more.

Blind Case Study: The Hidden Cost of “Cheap” Processing

Let’s follow a real (anonymous) example. All names have been left out to protect the innocent (and perhaps the less innocent).

A parking operator with dozens of parking lots and garages was recently contemplating a switch from his existing parking management software to a new provider. The existing vendor offered a “discounted” processing rate of 1.25% and a lower price on the management platform. For obvious reasons, this was an attractive offer, particularly since the other software he was considering cost $5,000 more per year. What the operator didn’t realize, because his existing vendor didn’t want him to, was that the 1.25% rate was only the processor’s markup. It didn’t include interchange fees, which were variable and added on top (and which were collected by the vendor’s parent company, a payment enterprise). So, in reality, the operator was paying closer to 3% per transaction once interchange and gateway fees were factored in.

The other vendor under consideration, however, was only charging a 0.5% rate, plus interchange, with no separate gateway fee. But the software appeared more expensive on the surface. The operator went with his existing provider, thinking he was getting a deal, and was shocked by the fees he was charged in the first months of the contract. This led him to model the costs over a year, and he found that although the software he didn’t choose would have cost $5,000 more, he would have saved $86,000 in transaction fees if he had chosen that platform.

The lesson? Don’t just compare software fees. Compare the total cost of every dollar collected. Sometimes a system that costs more up front is far less expensive in the long run.

Protecting Your Parking Business: Know What Questions to Ask

If your technology touches revenue, even indirectly, it’s critical to dig into the transaction mechanics. The following questions should be part of your standard due diligence for any parking management platform, mobile app, permit system, or hardware purchase:

Will this system require a third-party gateway?

Separate gateways often mean extra per-transaction fees. Some platforms include gateways as part of their architecture, which can dramatically reduce costs.

How are funds settled: gross or net?

Gross settlement gives you the full revenue up-front, with fees deducted at the end of the month. Net settlement deducts fees before you receive the money, which can complicate reconciliation and cash flow management.

How long does it take to receive my funds?

Some platforms offer next-day settlement. Others may hold funds for days or even weeks. This matters for budgeting, payroll, and vendor payments.

What parts of the fee are fixed and what are variable?

Knowing which fees fluctuate (like interchange) vs. those you can negotiate (like processor markup or gateway fees) allows you to focus on what you can control.

What cards do my customers use most often?

Higher interchange fees come with premium or rewards cards. Understanding your customer base can help you model your exposure and evaluate mitigation strategies.

Making Smarter, More Profitable Parking Decisions

When it comes to parking operations, every penny counts. But too often, owners and operators focus on visible costs, like software subscriptions or hardware prices, while overlooking the actual cost of processing the money they collect. Just as you wouldn’t hire a payroll provider without understanding their per-check fees or timing of deposits, you shouldn’t choose parking management technology without understanding how it processes your revenue.

Look beyond the marketing-and even the promises your technology providers make to you. Model your costs using real transaction data, comparing not just up-front costs and transaction rates, but how those rates are structured, who benefits from them, and how they affect your bottom line.

The journey of a parking dollar is longer, and often more expensive, than it seems. But with transparency, the right questions, and a holistic mindset, you can take control of that journey and ensure that more of each dollar ends up where it belongs: in your accounts.

EBBY ZACHARIAH is the Founder and CEO of Parking Base. He can be reached at ebby@parkingbase. com

CONGESTION

Impact on Parking PRICING’S

By Nan Chen, AICP, MBA, and Will Rhodin

Does the Benefit

Justify the Cost?

EW YORK CITY IMPLEMENTED CONGESTION PRICING on January 5, 2025, to reduce traffic and help fund public transit.

The Congestion Relief Zone (CRZ) covers Manhattan streets at or below 60th Street (excluding select highways). During peak hours1 , passenger vehicles are charged $9 with E-ZPass or $13.50 without E-ZPass, with certain discounts and exemptions in place. Similar programs exist in cities such as Singapore (1975), Bergen (1986), and London (2003).

In June 2025, three parking operators were interviewed to assess the policy’s impact on parking within and outside the CRZ during its first five months of implementation (January through May).

INTERVIEW SUMMARY

LAZ Parking

Founded in 1980, LAZ Parking (LAZ) manages over two million spaces across more than 5,300 locations in over 600 cities across North America. It began operating in New York roughly 25 years ago and currently runs over 30 facilities within the Congestion Relief Zone (CRZ). Nicholas Morris, Vice President of Business Development for the East Coast, brings approximately 10 years of experience and was interviewed for this article.

While the short-term impacts are still emerging, LAZ anticipates that it may take 12 months for demand and behavior patterns to stabilize. There are differing effects across user groups, and hybrid work models cause part of the parking demand change.

Targeted marketing campaigns have been deployed in New Jersey and Brooklyn to offset utilization declines in Manhattan demand

through third-party booking platforms like LAZGo, SpotHero, and ParkWhiz.

Operationally, LAZ performs weekly adjustments to pricing, and some facilities scale down staffing during low-occupancy periods, particularly in hotel-associated garages, which allows for more elastic labor deployment.

The effects are more varied outside the zone. Brooklyn and Queens, especially areas near the zone, have seen minimal change. However, certain parts of New Jersey are experiencing higher commuter activity.

LAZ also mentioned that the addition of bike lanes, outdoor dining setups, and expanded bus lanes has reduced road capacity, causing congestion not from more vehicles, but from less space, alongside curb issues like double-parking, increased pickup/drop-off activity, and loading zone conflicts.

1 Peak period is between 5am-9pm on weekdays, and between 9am-9pm on weekends.

Overall, operators agree that congestion pricing’s full impact will take at least 12 months to materialize. During this adjustment period, user behavior, pricing strategies, and modal choices will evolve.

Metropolis

Following its acquisition of SP+, Metropolis has continued to expand as a parking technology company offering checkout-free experiences powered by AI and computer vision. Metropolis operates over 4,000 sites across North America. Issa Diakite, Vice President of the Commercial Division, brings approximately 20 years of experience in the parking industry and was interviewed for this article.

Before implementation, Metropolis modeled potential congestion pricing impacts, forecasting a 20% to 30% revenue drop, especially at sites near 60th Street. Actual revenue trends in 2025 compared to 2024 are as follows:

● January: decreased 20% to 25%;

● February: decreased 10% to 20%; and

● March, April, and May: surpassed 2024 levels

Despite a decline in early bird parking, daytime and evening demand remain strong. Metropolis implemented the following strategies:

● Leveraged dynamic pricing, offering lower online rates to encourage pre-booking.

● Expanded hospitality partnerships ahead of congestion pricing to diversify its revenue base.

● Continued to rely on e-commerce platforms such as Parking.com, SpotHero, and ParkWhiz to sustain volume.

Operationally, Metropolis uses its real-time data dashboard to optimize facility hours and staffing. This allows Metropolis-operated facilities to use demanddriven staffing models.

In addition to echoing concerns over road capacity reductions (bike lanes, curbside dining, etc.), Metropolis recommended defining truck delivery windows to reduce congestion caused by commercial deliveries.

City Parking

City Parking is one of the largest privately owned parking management companies in New York City, operating 188 facilities across all five boroughs. Its Principal and CEO, Rafael Llopiz, was interviewed for this article. He also serves as the President of the Metropolitan Parking Association (MPA), representing the industry in matters involving the Department of Transportation (DOT), parking regulations, local laws, union negotiations, and other high-level policy issues. Since implementing congestion pricing, the company has reported a 7 to 11% drop in transient parking volume and a decline in monthly parkers. In response, City Parking has proactively reduced parking rates to stimulate demand, yet these efforts have seen limited

success, especially in the 40th to 60th Street corridor, which remains underutilized. No significant volume gains have been observed in Brooklyn and the Bronx.

To align with reduced demand, the company has implemented staff reductions and shortened hours of operation (many garages now close at midnight and reopen at 6 a.m.).

City Parking expressed concerns about aspects of the congestion pricing program, as it may disproportionately affect lower and middle-income essential workers2 who may not have access to viable transit alternatives. Like the other operators interviewed, City Parking observes that congestion may be amplified by the installation of new bike lanes, bus lanes, and pedestrian plazas in former driving lanes.

2 A 50% discount is available for low-income vehicle owners enrolled in the Low-Income Discount Plan (LIDP), who have less than $50,000 gross income. The Individual Disability Exemption Plan (IDEP) is available for individuals who have disabilities or health conditions that prevent them from using transit. IDEP can be applied to a vehicle registered to the applicant, or to a vehicle registered to a person the applicant designates, such as a family member or a caregiver, if they use that vehicle to drive the applicant in the Congestion Relief Zone.

AUTHOR’S ASSESSMENT

Several operators expressed concern about the timing and potential consequences of launching congestion pricing while the city is still recovering from the impacts of COVID-19. Office occupancy in Manhattan is just slightly above 50%3, a lingering effect of hybrid work models that continues to suppress weekday commuter volumes. Introducing new travel fees during this period adds another disincentive for visiting Midtown and Lower Manhattan. Many former drivers now work from home or have relocated to areas where car ownership is more feasible due to better parking availability and limited transit access.

Adding to the debate is the perception of increased congestion, which some argue is misattributed. For example, along 8th Avenue, a recent “road diet” converted car and truck vehicle lanes into pedestrian space, bus lanes, and protected bike lanes, reducing car and truck vehicular capacity. While expanding pedestrian space is important, especially where sidewalks are constrained, these changes have contributed to the appearance of heavier traffic. In reality, slower vehicle movement often results from reduced road capacity, not higher traffic volume, compounded by double-parking, curbside loading, and rideshare activity. This distinction is critical in informing future transportation and public space planning within the CRZ.

Despite these unsettled baseline conditions, congestion pricing has introduced new travel costs at a time when the city’s economic and commuting patterns remain in flux. All operators interviewed reported yearover-year revenue declines in Q1 2025, particularly in transient and event-driven parking. Still, many expect

3 Kastle Back to Work Barometer, 6.30.2025

4 Lincoln Tunnel, Holland Tunnel and Bayonne Bridge

these impacts to level off over time, anticipating a “balance point” as travelers adapt to the new pricing structure and adjust their behavior accordingly.

Based on MTA-reported data, total vehicle entries into the CRZ during the first week of implementation (January 5–11, 2025) were approximately 7% lower on average than entries recorded during the first week of June (June 1–7, 2025). While this suggests a partial rebound in vehicle volumes, it does not necessarily indicate a full adjustment to the new pricing structure.

Port Authority of NY & NJ’s data shows that June 2023 and June 2024 traffic volumes at crossings4 between CRZ and New Jersey were 10.4% and 13.5% higher than those reported for January 2023 and January 2024, respectively. In this context, the uptick in vehicle entries observed in June 2025 may reflect a typical seasonal pattern rather than a definitive behavioral adjustment to congestion pricing. As such, the increase alone is not sufficient to conclude that drivers have fully adapted to the new tolling system.

Another notable trend is that the increase in weekday non-peak vehicle entries into the CRZ between January and June 2025 outpaced the combined peak and non-peak period of historical seasonal growth. This may suggest a behavioral shift among drivers in response to congestion pricing. Rather than eliminating trips, many drivers appear to be adjusting their travel times to avoid peak-period fees, opting to enter the CRZ before 5 a.m. or after 9 p.m. on weekdays when a lower fee applies. This pattern indicates a growing awareness of the pricing structure and a willingness to modify trip timing to reduce commuting costs. In essence, travelers are not necessarily deterred from entering the zone, but

are time-shifting their trips, which is an early sign that pricing is influencing travel behavior as intended.

According to Bloomberg, “the MTA has raised $216 million in revenue from the program in June, in line with budget projections,” signaling early success from a fiscal standpoint. However, while the fare collection aligns with financial goals, the broader economic impact remains mixed. While retail and dining sectors in the CRZ are seeing growth, small businesses, especially those reliant on deliveries, are facing increased cost

long-term perspective, many believe that travelers will eventually adapt to the new norm. However, the durability of that adaptation depends on parallel improvements in public transit, street management, and economic conditions. ◆

NAN CHEN, AICP, MBA , is a Parking and Mobility Consultant with Walker Consultants. She can be reached at nchen@ walkerconsultants.com

2026 Call for Awards opens September 15th.

Submit an entry in one of our two recognition programs by October 29 to celebrate your organization’s achievements and tell the industry about your fantastic projects, programs, sta , and accomplishments.

2025 Award of Excellence Winner

Apex Award, Architectural Design

Christian Street Garage, Lancaster, PA

IPMI’s 2026 Awards & Recognition Programs

Get recognized for your contributions to our industry!

Our comprehensive recognition honors projects and programs as well as individuals and organizations. Tell us about your innovative and creative programs or impactful, solutions-based projects in our Awards of Excellence program. Looking to celebrate your sta or herald the achievements of your organization? Complete an application in the Professional Recognition Awards program. Submit an entry in one or both programs in these categories:

▪ Architectural Design

▪ Stand-alone Parking & Mobility Facility Design

▪ Mixed-Use Parking & Mobility Facility Design

▪ Surface Parking Facility Design

▪ Surface Parking Facility Restoration

▪ Structured Parking Facility Restoration

▪ Sustainable Design

▪ Marketing & Communications

▪ Innovation in a Mobility, Transportation, or Parking Program

▪ Industry Professional of the Year

▪ Organization of the Year

▪ Emerging Leader of the Year

▪ Professional Excellence Awards

Categories include customer service, finance, frontline, human resources, innovation, leadership, marketing, management, operations, and technology. Or, select your own!

The 2026 Call for Awards will be open from September 15 through October 29.

HOW TO ENTER

IPMI o ers a streamlined awards entry process via a sophisticated online platform. We encourage entries from all market segments and sectors, and all IPMI members are invited to submit in all categories. Submit your best people, programs, and projects - and be sure to share great pictures and visuals as part of the process. Download comprehensive award details and entry criteria after September 15th at parking-mobility.org/awards

Meeting

By Robert Ferrin, PTMP, and Benito O. Pérez, AICP, CTP, PTMP

Representing the IPMI Policy & Legislative Cohort

IPolicy Building Blocks to Shift the Curbside and Parking Operational Framework

N THE LAST TWO DECADES, there has been a surge of changes in communities big and small when it comes to parking and curbside mobility operations. Technology and customer demands are pushing the limits of existing policy and regulatory frameworks. In response to this rapid industry acceleration, IPMI created the Policy & Legislative Cohort to provide strategic guidance and recommendations on policies and regulations impacting the parking and mobility industry. With a goal of working to inform policymakers, stakeholders, and the public on effective strategies for improving mobility through well-planned parking policies, the Cohort posed a series of questions to industry leaders. These industry leaders shared their thoughts on bridging the policy divide and equipping their communities for agile, innovative curbside/parking operations.

Setting the Context

The rapid industry acceleration our programs have experienced the last five to ten years has been reflective of the changing nature of curbside and parking demand from vehicle storage and freight loading to dynamic passenger, goods, and service delivery pick up and drop off, connected vehicles, and the full scale removal of curbside activities in advance of mobility projects such as bike lanes and high capacity transit priority lanes. Each of these new uses brings both a new curbside demand and technology advancements that make each use more dynamic than the next. These rapidly changing demands and technologies create operational challenges that lead to inefficiencies and unsafe conditions. This also creates opportunities to streamline and optimize curbside and parking operations to improve customer experience.

The opportunity for practitioners to streamline and optimize curbside and parking operations has, unfortunately, encountered significant headwinds from a public policy standpoint. Political stalemates, a lack of understanding from stakeholders, and organizational cultures averse to change have created a condition where the policy frameworks our programs operate within are lagging to meet this significant moment in our industry. We asked industry leaders about the challenges they face in the policy arena and how we can overcome them to create new opportunities for the industry and achieve more effective and safer outcomes for our customers.

the Moment

Challenges

1. What are your two to three most significant challenges in advancing modernized on-street parking and curb management policies? Parking and curbside demands are rapidly changing and outstripping the limited supply. Practitioners face challenges in modernizing their on-street parking and curb management policies due to limited resources, inadequate access to technology, or outdated policies.

Bill Widis, Senior Director, Integrated Payments, Payroc: One big challenge is working with cities where different departments need to agree before anything can move forward, which can slow things down. It’s also tough to upgrade old systems. Getting new payment tech to work with what’s already in place takes time and coordination. And finally, when people are used to the old way of doing things, it can be hard to get them to accept changes, especially if there could be an increase in cost.

David Onorato, PTMP, Executive Director, Public Parking Authority of Pittsburgh: First, obtaining state and local legislation permitting ticket-by-mail issuance. Second, re-educating the public that violations will be received via mail rather than being placed on the windshield. And third, negotiating buy-in for automated enforcement with the unions, eliminating the perception that their work is not being replaced by automation.

Mike Estey, Manager of Curbside Management, City of Seattle, WA: One challenge is the conservative nature of our Surveillance Ordinance, which limits our ability to quickly adopt new technologies

like camera/video detection without seeking permission from the city council for each new use case. Another would be obtaining concurrence to prioritize critical curb uses, such as loading and ADA access, as fundamental components of capital and corridor project development and implementation. A third would be the often cumbersome municipal procurement process that requires a tremendous amount of staff time and effort.

Brett Wood, PTMP, President, Wood Solutions Group: Providing operational strategies and policies to enhance enforcement in a more timely and responsive manner, and collecting and utilizing effective data streams to support better policy decisions.

Roamy Valera, PTMP, President, Reimagined Parking: The lack of understanding from legislators and leadership remains the most significant barrier to advancing the latest technologies that support a modernized program. Most view technology advancement as potentially impacting their constituents as a negative and/or punitive function.

2. Policy Roadblocks: What type of legislative or legal challenges are you facing in advancing these policies?

Current legislation, public policy, and political environments have been highlighted as a significant challenge to advancing modernized on-street parking and curbside management policies. Industry leaders provided input on what specific legislative and legal challenges are keeping them up at night and providing headwinds to innovation and change.

Shawn McCormick, Director, Parking Enforcement and Traffic, SFMTA:

Disability placards, autonomous vehicles, and transportation network companies are

Diana Alarcon, PTMP

Mike Estey

Shawn McCormick

David Onorato, PTMP

regulated at the state level not the local level. Establishing a local level authority to manage our own curbs and not a generic swath from the state would be beneficial.

Scott Petri, President, Mobility & Parking Advisors, LLC: Class action lawyers have sued owners and operators because many states have not passed enabling legislation that clearly states that these individuals have access to license plate lookup. New laws are being enacted to curtail enforcement activities, presumably because of a few bad actors. Legislation should be

Elected officials and city councils play a significant role in approving budgets and gaining public support. It’s also essential to involve technology vendors and community groups early on to ensure smooth implementation and local buy-in.

passed to provide clear guidance.

Valera: The adoption of ALPR for a specific use case necessitates the enactment of policies that support the use of vision/AI, enabling municipalities to issue fines and invoices by mail to registered owners.

Diana Alarcon, PTMP, Director, Transportation & Multimodal Infrastructure, Nashville DOT: Getting policies approved by the state that allow us to mail citations and invoices. Then, drafting an ordinance for Metro that would enable us to do the same thing.

3. Cultivating Champions and Partners: Who are the most critical partners, collaborators, and/or stakeholders in developing, proposing, and pushing through new policies?

Advancing policies and regulations supporting curbside and parking operations involves the engagement and cultivation of various stakeholders into partners and champions.

Mark Vergenes, President, Mirus Financial Partners: Engage retail, government, and commercial businesses in general to push for curbside/parking policy.

Estey: It is helpful to keep key upper management decision makers engaged and current on curb management priorities, work plan, and needs. At some point, those

Scott Petri

Roamy Valera, PTMP

Mark Vergenes

Brett Wood, PTMP

Bill Widis

decision-makers will need to be your champion with other departments, elected officials, and the public. It is also critical to be a willing, authentic, proactive, in-person, humble listener in external audiences with members of the public. It is also beneficial to find and develop external champions who can articulate the benefits from their perspective of effective curb management and translate how the installation of a simple sign can make a world of difference for their customers.

Widis: The most important partners are city transportation and parking departments, since they lead planning and policy decisions. IT and public works teams are also key since they help ensure the technology

integrates with existing systems and infrastructure. Elected officials and city councils play a significant role in approving budgets and gaining public support. It’s also essential to involve technology vendors and community groups early on to ensure smooth implementation and local buy-in.

Wood: Local and state legislatures that understand the purpose and premise of the advanced enforcement practices. Businesses and local stakeholders that buy into the concepts of real-time curbside enforcement.

Alarcon: My community members have a strong influence over the state legislators and council members, so gaining buy-in from them is crucial.

4. Engagement: When is the last time you spoke to your elected official about issues that are important to you and your organization? How do you develop and manage that relationship? Who’s responsible for it?

It’s crucial to build rapport regularly with elected officials regarding a community’s parking/curb operations. This involves elected officials familiarizing themselves with the team responsible for conceptualizing and operating parking and curb operations, as well as understanding the impact of these operations on their constituents. However, in some organizations, there may be a culture that doesn’t allow transparent open communications between frontline and organization leadership and/or with elected officials. That creates challenges, raising on-the-ground operational issues needing elected leadership decision-making.

It’s crucial to build rapport regularly with elected officials regarding a community’s parking/curb operations.

Estey: In a larger city, those conversations can be ad hoc and infrequent, especially depending on your level in the organization, and because those elected officials can change over time. Elected officials are especially sensitive and responsive to constituent inquiries, which are often farmed out to departments for response. That can provide an opportunity not just for a quick answer to the constituent, but to give the elected official with a broader context for how that one person’s question applies to many others throughout their district and is an opening to start to knit the pieces together from how broader citywide policy guidance gets applied down to a specific block face and business.

Wood: Always on a project-by-project basis. It begins by educating practitioners at the municipal level, followed by support for more advanced conversations among elected officials. The most crucial step is to provide sufficient education to inform elected officials when they are confronted by concerned stakeholders who oppose proposed changes.

Onorato: We meet at least once a month with our legal team to discuss current practices, future practices, and policies.

McCormick: Staff are in contact with elected officials regularly at the local and state levels regarding pending legislation.

Valera: I am actively engaged at the elected official

level, educating the benefits of use cases that support emerging technologies to modernize curb management.

Alarcon: I meet with the mayor monthly and discuss outstanding issues. Currently, all citations are managed by the state, so we must get the state to update legislation to allow Metro to process citations. This requires a white paper on benefits with a support lead at the state level.

5. Staying in the Policy Loop: How do you stay up to date and informed on proposed legislation and policy that impacts your operations?

The policy environment, just like the operational and technology environment, is constantly evolving. Challenges arise when policy is out of sync with operational and technology needs. IPMI professionals share their insights on staying in the policy loop, particularly as it affects their operations and customer experience.

Estey: It’s hard! Those policy considerations can happen at the local, state, and federal levels. The IPMI Forum is an excellent source of information! I always tell my team, “Play with your head up!” Just like basketball or soccer, it’s easier to have success when you see the whole court or field. Cultivating relationships with staff in other divisions of your department and with colleagues in different cities around the country provides a valuable network, making it easier to stay informed, receive early warnings, and anticipate when proposals might impact your team and others.

Widis: To stay informed on legislation and policies affecting unattended payments and parking, I regularly consult PYMNTS.com and GovTech.com, among others.

Petri: I read articles and have discussions with practitioners in the trenches.

Wood: Typically, through IPMI and related organizations, as well as during the information gathering phase of project work.

Onorato: Networking and staying actively involved with parking professionals across the country through conferences and webinars.

Alarcon: I have a Policy Manager who follows all the bills in legislation and Metro Council. We work closely with the mayor’s liaison and lobbyists to get assistance on bills that would impact on our department.

Looking Ahead

As parking and mobility practitioners, we have the great responsibility, privilege, and opportunity to improve the quality of life, safety, and access in the

places we work. The challenges we face are not unique to our city, university, airport, or operation. We must continue to document our stories of how we’ve identified and overcome challenges related to on-street parking and curbside management modernization. Share your story through thought leadership by penning an article, presenting at a conference, and engaging in the IPMI Policy & Legislative Community in the Forum. There, you can highlight your challenges and successes, share sample enabling legislation, highlight key champions and partners, and document how you worked with your elected officials and policy makers to improve on-street parking and curbside access, safety, and efficiency. Together, with our partners, we can continue advancing our industry, embracing technology and innovation, and improving the parking and transportation system. ◆

ROBERT FERRIN, PTMP , is a Mobility & Parking Senior Project Manager with KimleyHorn, a member of IPMI’s Policy & Legislative Cohort, Co-Chair of IPMI’s Professional Recognition Program, and a member of the IPMI Board of Directors. He can be reached at robert.ferrin@ kimley-horn.com

BENITO O. PÉREZ, AICP, CTP, PTMP , is the immediate past Policy Director for Transportation for America, and a member of IPMI’s Allyship & Equity Committee and the Policy & Legislative Cohort. He can be reached at benomarperez@gmail.com

CURB MANAGEMENT

IT’S MID-MORNING IN THE CITY CENTER. A delivery van inches halfway into a bike lane to drop off packages. A rideshare driver double-parks in front of a café while a customer hops in. A shopper circles the block for the third time, eyes darting for an opening that never appears.

Scenes like this happen every day in cities across America. They’re more than just momentary annoyances; they’re symptoms of a deeper problem: too many competing demands for too little curb space.

Once regarded simply as a place to park, the curb has evolved into one of the most hotly contested pieces of urban real estate. Population growth, more vehicles on the road, the rise of e-commerce, and the surge in rideshare and delivery services have all magnified demand. Today, delivery trucks, rideshare cars, cyclists, scooters, buses, personal vehicles, and pedestrians are all vying for the same limited resource.

The challenge is no longer just finding somewhere to park. It’s about balancing safety, efficiency, environmental goals, and economic vitality, all within a strip of pavement measured in feet.

The Curb as a Strategic Asset

Forward-thinking cities are recognizing that the curb is more than a patch of asphalt; it’s a strategic asset. If managed effectively, it can drive operational efficiency, increase revenue, improve safety, and enhance quality of life.

The key is making the curb perform better: more efficiently,

more predictably, and in a way that serves multiple modes of transportation. One proven tactic is moving long-term parkers off the curb and into nearby garages or lots. This frees up the curb for short-term parkers: the customers running errands, dining, or shopping locally. These quick visits keep downtown businesses vibrant.

MANAGEMENT

For decades, parking planners have aimed for the “85% occupancy rule,” always keeping about 15% of spaces available on each block to ensure turnover and accessibility. In the past, achieving this goal was challenging and required guesswork. Today, AI-powered curb management platforms make it possible. Using smart cameras and real-time analytics, these systems monitor every space, identify vehicle types, detect improper use, and alert enforcement officers within seconds.

Bridging On-Street and Off-Street Parking Through Private Sector Collaboration

By Rick Neubauer

Integration is the solution. By connecting systems through open data standards, cities can create a unified parking ecosystem without costly rip-andreplace upgrades.

But technology alone won’t solve the problem. To truly unlock the curb’s potential, policies and procedures must adapt to modern mobility needs. That means collaborating with private parking owners, operators, and local business leaders.

The Need for Integration

In most cities, on-street and off-street parking operate in silos. On-street spaces are typically managed by the city with fixed rules on pricing, time limits, and enforcement. Any changes, such

as adjusting rates, often require a lengthy public process.

Off-street facilities, whether privately owned or municipally run, generally use dynamic pricing that responds to demand, events, and occupancy levels. They operate on proprietary systems with varying levels of data accessibility and often have little connection to citywide mobility goals.

The lack of coordination leads to inefficiency. Curbside spaces may be filled for hours by long-term parkers, while nearby garages remain underused. This frustrates drivers, reduces turnover, and can even discourage shoppers and diners from coming downtown.

Integration is the solution. By connecting systems through open data standards, cities can create a unified parking ecosystem without costly rip-and-replace upgrades. In a connected system, on-street and off-street assets work together, guiding drivers to the right space at the right time while improving efficiency for everyone.

The Financial Upside

Well-managed curb space doesn’t just improve traffic flow; it strengthens local economies. When customers can easily find parking, they’re more likely to shop, dine, and attend events in the city center. That increased activity boosts sales tax revenue for the city and drives business growth.

Cities can also monetize curb access through paid delivery zones, rideshare pick-up/drop-off fees, or short-term loading permits. Revenue from these programs can be reinvested into transportation infrastructure, offsetting costs and reducing reliance on taxpayer funding.

Private parking owners benefit as well. When long-term parkers are shifted off-street, previously underused spaces are filled, improving profitability without the need for new construction.

Safety and Sustainability

Effective curb management also makes streets safer and cleaner. Reducing the number of vehicles circling in search of parking lowers the risk of collisions with pedestrians, cyclists, and micromobility users. It also reduces vehicle emissions, contributing to improved air quality and public health.

These outcomes align directly with Vision Zero goals, which aim to eliminate traffic fatalities and serious injuries. By making curb use more predictable and organized, cities can create safer, calmer streets for everyone.

The Vision of a Unified Parking Ecosystem

Imagine a city where drivers can open a single app to find, reserve, and pay for parking, whether on the street or in a garage. Dynamic signs direct them to available spaces. When curbside demand is high, long-term parkers receive incentives to move off-street, ensuring turnover for high-demand areas.

Such a system reduces congestion, improves travel times, and makes for a smoother, more satisfying experience for all users, from delivery drivers to casual shoppers. Most importantly, it provides city planners with the real-time data they need to make informed decisions about pricing, enforcement, and allocation of space.

Collaboration in Action

Public-private collaboration is key to achieving this vision. These partnerships can take many forms:

● Data-sharing agreements to exchange real-time information on availability, pricing, and occupancy.

Another tool is Intelligent Transportation

Signage (ITS), which can display real-time garage rates and availability, helping drivers make quick, informed decisions.

● Interoperable technology that integrates disparate systems into a single user experience.

● Joint pilot projects to test new policies and technologies before citywide rollout.

For private operators, the benefits can include revenue-sharing from curb monetization, subsidies for offering discounted offstreet rates, and access to valuable curb usage data. Cities can also provide marketing support, promoting off-street options via websites, apps, and push notifications.

Another tool is Intelligent Transportation Signage (ITS), which can display real-time garage rates and availability, helping drivers make quick, informed decisions.

Technology as the Enabler

As Umojo Vice President Shannon Hamelin puts it, “Technology plays a central role in pursuing urban planning and transportation objectives. It starts with real-time curb management platforms that use smart cameras to monitor occupancy, duration, and activity.”

These connected platforms enable dynamic pricing, automated enforcement, and seamless integration with private parking systems. By incorporating parking into the broader Mobility-asa-Service (MaaS) ecosystem, drivers can plan multimodal trips, parking once, then taking transit, walking, or using shared mobility services, all within a single account.

Buffalo, NY, offers a real-world example. In 2025, the city initiated a pilot project to digitize and manage curb inventory, aiming to enhance curb use. Davis Hough, Director of Parking for the City of Buffalo, says, “As the pilot program comes online, the data we intend to collect throughout our ecosystem will be instrumental in helping us improve our transportation systems, promote sustainability, increase transportation safety, and enhance real-time community communication and alerting to emergency incidents throughout our urban corridor.”

Elsewhere, cities have piloted commercial loading reservations that integrate private freight carriers into city scheduling systems. Lessons learned include the importance of intuitive user interfaces, clear enforcement policies, and transparent revenuesharing terms.

The Roadmap to Success

The journey toward a unified curb management system begins with a clear-eyed assessment of current assets and policies. Cities should inventory both curb and off-street resources, identify underused capacity, and pinpoint areas of high demand.

Equally critical is standardizing data across systems and jurisdictions. Without consistent, interoperable formats, artificial

In

2025, [Buffalo, NY,] initiated a pilot project to digitize and manage curb inventory, aiming to enhance curb use.

intelligence can’t reach its full potential. Standardization allows AI-driven tools to merge curb, parking, and mobility data into powerful insights, predicting demand, optimizing pricing, and delivering richer, more personalized real-time information.

Adopting open, recognized standards such as the Curb Data Specification (CDS) or the Alliance for Parking Data Standards (APDS) ensures seamless communication between cities, private operators, and technology providers. This compatibility fosters innovation, enables cross-city comparisons, and creates a foundation for scalable, future-ready curb management.

With these building blocks in place, cities can launch targeted pilot programs in select districts or corridors. By tracking metrics like occupancy rates, turnover, travel times, and revenue, they can refine strategies before expanding citywide.

A Once-in-a-Generation Opportunity

Cities and parking operators are at a pivotal moment. By integrating on-street and off-street parking into a single, seamless network, they can ease congestion, strengthen local economies, and make urban transportation more sustainable.

The technology is here. The business models are emerging. The public is ready for smarter mobility. The question is: will we act now, together, to seize this once-in-a-generation opportunity? ◆

RICK NEUBAUER is the CEO of Umojo. He can be reached at rneubauer@umojo.com

2025-2026 Board of Directors

CHAIR

Alejandra Argudin, MBA, PTMP, LEED AP Chief Executive Officer, Miami Parking Authority MIAMI, FL

CHAIR-ELECT

Maria Irshad, PTMP, MPA Deputy Director, City of Houston (ParkHouston) HOUSTON, TX

PAST CHAIR

Gary A. Means, PTMP Executive Vice President, Pivot Parking LEXINGTON, KY

TREASURER

Marlene Cramer, PTMP Director of Transportation and Parking Services, California Polytechnic State University SAN LUIS OBISPO, CA

Josh Cantor, PTMP

Director of Parking & Transportation, George Mason University, FAIRFAX, VA

Irma Henderson, PTMP Director of Transportation Services, University of California, Riverside, RIVERSIDE, CA

Gabe Mendez, PTMP Director of Transportation Operations, University of Wisconsin, Madison, MADISON, WI

Julie Dixon President, Dixon Resources Unlimited, FULLERTON, CA

Casey Jones, PTMP Senior Director of Customer Success, FLASH, BOISE, ID

JC Porter, PTMP Director, Commuter Services/ TDM, Arizona State University, TEMPE, AZ

Carmen Donnell, PTMP

Managing Director, PayByPhone, Vancouver, BRITISH COLUMBIA, CANADA

Alex MacIssac, PTMP Director, Parking & Transportation, University of Toronto, TORONTO, CN

Josh Stone, PTMP Executive Director, Parking and Transportation Services, Virginia Commonwealth University, RICHMOND, VA

Robert Ferrin, PTMP

Senior Project Manager, Kimley-Horn, COLUMBUS, OH

Shawn McCormick Director, Parking Enforcement & Traffic, City and County of SAN FRANCISCO, CA

Shawn Conrad, CAE CEO, International Parking & Mobility Institute, FREDERICKSBURG, VA

PRESENTS THE 2025–2026 Certification Board

CHAIR

Sam Veraldi, PTMP President, Strategic Advisors Management, Inc. RALEIGH, NC

Gwendolyn Bolden, PTMP Director of Parking Management, Pivot Parking GREENVILLE, SC

PAST CHAIR

Hal King, PTMP Parking Manager, City of Lansing LANSING, MI

BOARD MEMBERS

Victor Hill, PTMP Mobility and Transportation Planner, Walker Consultants ROCKVILLE, MD

Vanessa Solesbee, PTMP, CCTM Principal Planner, Dixon Resources Unlimited ESTES PARK, CO

Laura Lierz, PTMP Vice President, Municipal & Educational Services, Reimagined Parking WESTMINSTER, CO

PTMP is the most significant credential in the Parking and Mobility Industry. It demonstrates the highest level of expertise and professionalism in the industry. ”

Rob Maroney, PTMP

Vice President, Government and University Services

LAZ Parking

PRESENTS THE

2025–2026 Accredited Parking Organization (APO) Board

BOARD MEMBERS

Christopher Austin, PTMP Director, Parking & Transportation Services, University at Buffalo, NY BUFFALO, NY

Thuy Cobb, PTMP Parking Business System Administrator, DFW International Airport DALLAS, TX

Debbie Lollar, PTMP Executive Director, Texas A & M University COLLEGE STATION, TX

Steven Fernstrom Executive Director, Bethlehem Parking Authority BETHLEHEM, PA

Brett Munkel, PTMP Vice President, Healthcare and University Services, SP+, a Metropolis Company ALPHARETTA, GA

Yassir Jabbari, PTMP Operations Coordinator, University of California, Riverside, RIVERSIDE, CA

George Richardson, PTMP Manager, Transportation and Parking, UF Health Shands Hospital GAINESVILLE, FL

IPMI Events Calendar

2025

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 15

Call for Awards Opens

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

Curb the Chaos—LPR and Ticket-by-Mail Innovations in Hallandale Beach 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

OCTOBER 16

Free Member Chat New Members

OCTOBER 21, 23, 28, & 30

Online, Instructor-Led Learning Parksmart Advisor Training

OCTOBER 22

Free Learning Lab Presented by SpotGenius

OCTOBER 29 Call for Awards Ends

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.

STATE & REGIONAL CALENDAR

2025 Industry Events and State & Regional Calendar

SEPTEMBER 22–26

Carolinas Parking & Mobility Association (CPMA) Ashville, NC

OCTOBER 1-3

New York State Parking and Transportation Association (NYSPTA) Annual Fall Conference

Ithaca, NY

OCTOBER 14-16

Mid-Atlantic Parking & Transportation Association (MAPTA) Fall Conference & Trade Show

Ellicott City, MD

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 22

Michigan Parking Association (MIPA) Fall Conference Ann Arbor, MI

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

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