Parking & Mobility July 2020 by International Parking & Mobility Institute

INTERNATIONAL PARKING & MOBILITY INSTITUTE JULY 2020

Cultivating the Next Generation of Parking and Mobility Professionals

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Roadmap to Recovery

PART II Considerations parking and mobility organizations should address during the re-opening process.

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INTERNATIONAL PARKING & MOBILITY INSTITUTE JULY 2020 VOL. 2 / N0. 7

FEATURES

Reaching for the Sky

The winners of this year’s IPMI Marketing Awards prove creativity and spark lift their operations and the industry. By Melanie Padgett Powers

IPMI Roadmap to Recovery, Part II

PART

Implementing and evaluating change after COVID-19. By Brett Wood, CAPP, PE

Electrifying the Transportation System

Perspectives of experts on what parking and mobility organizations should be thinking about and doing moving forward.

Navigating Data Security in the Parking Industry

Companies and organizations need to ensure their systems are secure and their customers’ data is protected. By Andrew Baxter

Cultivating the Next Generation of Parking and Mobility Professionals

Paths to the industry are varied—something the profession should embrace as it develops its next generation. By Kevin White, AICP

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COVER PHOTO BY BILLY HUSTACE

/ EDITOR’S NOTE

But My Car! DEPARTMENTS 4 ENTRANCE Living with COVID-19 By Jennier Tougas, CAPP, PhD

6 FIVE THINGS Great Ways to Improve Your LinkedIn Profile 8 THE BUSINESS OF PARKING Now Is the Time to Lean on Your Marketing Partners By Bill Smith

10 PARKING & MOBILITY SPOTLIGHT Learning, Discussing, Connecting 12 THE GREEN STANDARD Parking Facility Lighting and Sustainability: Trials, Improvements, and Lessons Learned By John Nolan, CAPP, MS

16 ON THE FRONTLINE Me, Myself, and I: Self-siloing By Cindy Campbell

18 ASK THE EXPERTS 44 IPMI IN ACTION Wicked Problem Solving: Take Your Skillset to the Next Level By Kathleen Federici, MEd

45 IN SHORT 47 AROUND THE INDUSTRY 50 PARKING & MOBILITY CONSULTANTS

MY CAR, LIKE MANY OF YOUR CARS, has been sitting since mid-March. It gets an intentional half-hour run on Saturday mornings so the battery doesn’t die and the tires don’t go wonky, and for the last few weeks, it’s gone to the grocery store at o’dark-thirty a.m. once a week. But our once-close relationship has quieted, which was good news for me on the maintenance front; I wasn’t keen on the idea of anyone else’s germs all over it during a pandemic and wouldn’t need an oil change anytime soon at this pace. Then the recall notice came. Fuel pump. Terrific. I called the dealer, made an appointment, and wondered how many Clorox wipes would straddle the line between de-virusing and destroying my baby’s interior. The dealer called the night before I dropped the car off and reminded me I had to wear a mask in the building. I felt a tiny bit better. And when I arrived, they were careful to walk me through how they’d sanitize every inch before returning the car to me, offered me hand sanitizer before and after I signed the papers, and told me the pens in the box on the counter were brand new and untouched, all from behind a giant Plexiglass wall I’m confident wasn’t there 12 weeks ago. I felt much better—even more so when I got my car back that night spotless clean inside and out. Confidence restored. It’s probably easier for a car dealer to make me feel better about all this than it would be for a parking attendant to do the same thing—the dealer has a lot more time with the car and more wiggle room after the work’s done to ensure any nasties are scrubbed out before returning my keys. COVID recovery, which includes gaining customers’ confidence, won’t be as clear-cut for parking professionals, who also have to deal with all sorts of touchpoints all over the place. Part two of our Roadmap to Recovery series deals with all of this, starting on p. 26 (click here to read part one, published last month). It’s a great resource in a very odd, stressful time. Please continue staying connected with us as we all move forward into uncharted territory the rest of this summer and beyond. We have lots of resources and the list grows every day—now including the Roadmap article series. As always please get in touch if we can offer more. Until next month…

52 CALENDAR 53 ADVERTISERS INDEX

fernandez@parking-mobility.org

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/ ENTRANCE PUBLISHER

Shawn Conrad, CAE

conrad@parking-mobility.org EDITOR

Living with COVID-19

Kim Fernandez

fernandez@parking-mobility.org TECHNICAL EDITOR

Rachel Yoka, CAPP, LEED AP BD+C, WELL AP

By Jennifer Tougas, CAPP, PhD

yoka@parking-mobility.org

Bill Smith, APR

bsmith@smith-phillips.com ADVERTISING SALES

Bonnie Watts, CEM

watts@parking-mobility.org SUBSCRIPTIONS

Tina Altman

taltman@parking-mobility.org. PUBLICATION DESIGN

BonoTom Studio

info@bonotom.com at watts@parking-mobility.org or 571.699.3011. For subscription changes, contact Tina Altman, taltman@parking-mobility.org. Parking & Mobility (ISSN 0896-2324 & USPS 001436) is published monthly by the International Parking & Mobility Institute. P.O. Box 25047 Fredericksburg, VA 22401 Phone: 571.699.3011 Fax: 703.566.2267 Email: info@parking-mobility.org Website: parking-mobility.org Postmaster note: Send address label changes promptly to: Parking & Mobility P.O. Box 25047 Fredericksburg, VA 22401 Interactive electronic version of Parking & Mobility for members and subscribers only at parking-mobility. org/magazine. Periodical postage paid at Alexandria, Va., and additional mailing offices. Copyright © International Parking & Mobility Institute, 2020. 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. Parking & Mobility is printed on 10 percent recycled paper and on paper from trees grown specifically for that purpose.

CROSS THE NATION AND EVEN THE WORLD, leaders are

hard at work developing plans to re-open. In higher education, the abrupt switch to distance education reinforced the pedagogical return to face-to-face instruction. In our own industry, we just completed our first virtual conference delivered in a medium that allowed us to hop in and out of presentations and, importantly, to revisit those presentations throughout the year. In this new reality, how many of us have attended back-to-back-to-back Zoom meetings without ever leaving our seats? Have you developed the same COVID belly I have? Thanks largely to technology, we’ve been able to maintain both social distance and productivity. But fundamentally, humans are social creatures and we thrive with spirited intellectual engagement and interactive dialogues—things that cannot be fully recreated in the digital environment. And yet, it is our need to be social that is our downfall when it comes to contagion. This virus loves crowds. By now, each of you reading this article probably knows of someone who has contracted the virus, if not within your own family or circle of friends. It’s very real and it’s devastating a segment of our population—some disproportionately so. Since COVID-19 is here, how do we live with it? There is only so much administrations and corporations can do to the physical environment to control the spread of the disease: the Plexiglass shields, social distancing signs, and oneway traffic flows we are all now familiar with. There is only so much technology can do for us as we telecommute and use contactless payment solutions. There

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is only so much the medical community can do to test for infected individuals, quarantine them, and contact trace all of their recent interactions. There is only so much policies can do for us to require face coverings in public spaces, perform self-health checks at home, or grant extended leave for those who are sick or are caring for a sick relative. In the end, it’s our own personal choices that determine how quickly the virus spreads throughout our respective communities. Our personal choices determine the outcome for our community. It’s up to each of us to wash our hands frequently, cover our coughs and sneezes, keep socially distant, avoid public spaces as much as possible, and wear face masks when not. This is how we live with COVID-19. ◆ JENNIFER TOUGAS, CAPP, PhD, is director of parking and transportation services at Western Kentucky University and a member of IPMI’s Board of Directors. She can be reached at jennifer.tougas@wku.edu.

ISTOCK / ALVAREZ

CONTRIBUTING EDITOR

Great Ways to Improve Your LinkedIn Profile LinkedIn has long been known as the social media site for business people, but it’s also one of the top search engines on the internet—people look for all kinds of things there. Optimizing your profile can help you connect with more people and companies of value, so it’s worth spending a few minutes brushing your page up every so often. A recent LinkedIn Sales and Marketing Solutions EMEA Blog post outlined 20 steps to a better LinkedIn profile. Here are our favorite five.

Make your headline more than just your current job title. Instead, describe what you do and what makes you tick at work. Couple that with a summary (you have a summary, right?) of your top skills and why they matter to others, and you’re ripe for the finding.

Jump into endorsements. Endorse people you’ve worked with who are outstanding in one way or another and they’ll probably turn around and endorse you in return. Be sure to manage your visible skills (use the edit feature of the “skills” part of your profile) to control how others see those endorsements, just in case someone endorses you for something irrelevant to your future.

Avoid buzzwords. Review this list of the most overused buzzwords on LinkedIn and find alternatives—better yet, explain what you do and how to show that you’re a leader, strategic thinker, or out-of-the-box instead of just saying it.

Share relevant content on your feed. See a great post that’s of value to others in your field? Hit that share button, make a comment, and post it. You’ll start to be seen as a valuable member of the community rather than just another name and title. Commenting (positively) on others’ posts can have the same result.

Publish articles and start conversations. Anyone can publish an article on LinkedIn and it’s a great way to start chatting with other people—you never know who might be fascinated by what you have to say. Don’t forget to monitor comments and reply.

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/ THE BUSINESS OF PARKING /MARKETING

Now Is the Time to Lean on Your Marketing Partners

By Bill Smith

RE YOU SICK OF TALKING ABOUT COVID-19 YET? The public health crisis that shook the economy

hit many in the parking industry particularly hard, with parking occupancy rates dropping dramatically. But now that much of the United States is reopening, the parking industry stands poised for a major rebound. Experts are predicting a “carpocalypse” as people avoid crowded public transportation in favor of commuting in their personal vehicles.

Communicate In this environment, communication will be more important than ever. Parking owners and operators will need to let customers know what measures they’ve taken to ensure their safety as they return to parking facilities. Likewise, institutions such as airports and universities will need to let people know how to use parking resources in a manner that protects their health when they park. Parking technology companies will need to let owners and operators know how their equipment can promote public safety through contactless or frictionless features, and how to properly utilize the equipment to maximize safety features. And parking designers need to let owners and developers know how their designs promote public health, both as new development and through retrofits.

Major decisions have communications implications and you should be taking them into account when making those decisions. The Coronavirus wasn’t a one-time event. Experts expect it to return next year and to continue to be an issue well into the future. Hopefully, the development of a vaccine will reduce the danger. But even if it does, the virus and other viruses will continue to challenge parking operations and owners, operators, and other parking organizations need to account for that in their operational plans.

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And that’s where communication comes in. It is more important than ever for parking organizations to communicate effectively about what steps have been taken to make parking safer, and what parkers need to do to remain safe.

Bring In Your Marketers This is where you bring in your marketing partners and leaders. The process begins with your organizational chart. Most organizations exclude the communications team from planning circles. Leaders make organizational decisions and then they tell PR and other marketing staff to implement them. The problem is, major decisions have communications implications and you should be taking them into account when making those decisions. The return from the COVID crisis is just one example, but an important one.

It’s going to be tempting to communicate a “return to normalcy,” but this isn’t the time for that. The next few months are going to be challenging.

When you are deciding how to return to normal operations, you should have communications experts in the room (or on the Zoom call) telling you what types of challenges and opportunities your decisions will present and how to prepare for them. You want to prepare for every likely communications situation, and your communications leaders—particularly public relations professionals with crisis communications experience—can help you prepare.

in this column. Publicity is particularly important today because it can help you reach huge numbers of people who have an interest in what you do. But don’t forget about other channels. Social media is vital for communicating with followers, and e-blasts or e-newsletters are also great ways to get the word out. And when used together, in a coordinated fashion, the three can help lift your organization by reminding the industry and your contacts that

you’ve survived—maybe even thrived— through the COVID crisis, that you are still active and ready to serve them, and that your organization’s people are still thought leaders. ◆ BILL SMITH, APR, is principal of Smith-Phillips Strategic Communications and contributing editor of Parking & Mobility. He can be reached at bsmith@smith-phillips.com or 603.491.4280.

Not Normal Another important consideration is messaging. It’s going to be tempting to communicate a “return to normalcy,” but this isn’t the time for that. The next few months are going to be challenging. There will be new COVID spikes in some areas and the virus is certainly going to make a reappearance during cold and flu season. Messaging should revolve around what your organization is doing to promote public health—or what your design or technology can do. Of course, not all of your messaging will revolve around COVID. It’s just as important to aggressively market your organization, your successes, and your thought leadership. The last few months have been difficult for most parking organizations and some organizations are struggling. Celebrate your successes and let the industry and the industries to which you sell know that you’ve made it and that you are still here to serve them. Finally, use all of the communication channels that are available to you. I’m a publicist and I often talk about publicity

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/ PARKING & MOBILITY SPOTLIGHT/#IPMI2020

Learning, Discussing, Connecting The 2020 IPMI Parking & Mobility Virtual Conference & Expo brings together industry professionals for education, new products and technologies, inspiring presentations, and energizing networking—all online.

HERE WERE YOU JUNE 1 AND 2? If you’re a parking and mobility professional,

there’s a good chance you were online with lots of friends and colleagues enjoying all the best features of an IPMI Conference & Expo from home.

Unlike any Zoom meeting, the Conference platform mimicked an in-person event with lots of opportunity for questions and answers, give-and-take, and conversation, including introductions to like-minded professionals from around the world. From a keynote attendees found inspirational and thought- provoking to live and on-demand education sessions in five tracks, and even to live Expo hours with lots of opportunity to learn about technologies and solutions, this year’s Conference was unlike any other, and an unexpected source of energy for those who signed in.

The Keynote and General Session

Things kicked off Monday morning with a keynote from TED veteran Drew Dudley, who spoke about treating every day like it’s the first day on the job. That first day, he said, we tend to be humble, eager to learn by listening and observing, and very aware that we don’t know everything—or even most things. He went on to talk about overcoming obstacles, using personal experience with mental illness and obesity to illustrate techniques that work in the real world. Dudley dove into management and successfully working as a team, using basic philosophies of life as a framework. “What if before you went to bed #IPMI2020 Video Library Sneak Peek every night, you had to prove you deserved anOne of the great features of the other day on the planet?” he asked. He talked 2020 IPMI Virtual Parking & Mobility about treating people as humans and making Conference & Expo was that the whole that top-of-mind all the time, so behavior and thing was recorded and all of the attitudes stay pleasant all the time, rather than sessions live online until May 31, 2021— descending into things that require apologies making them terrific for personal later. professional development, product Discussion in the keynote chat box was lively and technology research, and office during the presentation, with people sharing training and discussion. A sampling: stories, reacting, and posing questions to each ■ Our Keynote: Take a listen to our other, concluding with lots of virtual applause keynote session by Drew Dudley—get inspired to treat each day of at the end. leadership as if it’s Day 1! Tuesday’s general session, “The Network ■ IPMI Welcome: Tune in for a short video from IPMI CEO Shawn Conrad, Effect: How Collaborative Tech Will Fuel the CAE, and Dave Onorato, CAPP, Chair, IPMI Board of Directors. Future of Parking,” also drew plenty of conver■ GameChanger: Gain a deeper understanding of how APDS will sation. The panel included: transform your operations, and streamline innovation in the industry. ■ Laurens Eckelboom, Chief Revenue Officer, ParkHub, moderator. More Resources you can use and share! ■ Christian Lau, Chief Technology Officer, Los ■ How Not to Suck at Virtual Networking Angeles Football Club. ■ Leading Remote Teams and Best Practices ■ ■ Self-Care for Leaders During Crisis Victor van Dinten, Director of Indoor and Parking, HERE Technologies.

10 PARKING & MOBILITY / JULY 2020 / PARKING-MOBILITY.ORG

■ Michael

Rescigno, Senior Director of Parking and Transportation, Golden State Warriors/Chase Center. Discussion focused on real-world technologies employed, touching on those that have proven useful during and after COVID-19.

Track Education More than 50 live and on-demand education sessions in five specific tracks of learning were available. Live sessions were crowded and lively with lots of conversation and questions posted in chat boxes. Screens split to show both presenters live from their homes and offices and their Powerpoint presentations, which were easily downloaded by participants. Question and answer periods were busy, and participants were provided with speaker email addresses to continue their conversations after the event. Presenters were from all segments of the industry and most presented in panels or teams, offering different points of view and experiences to their sessions. As with the keynote, their email addresses were shared with attendees for further conversation after the Conference. On-demand sessions were also popular and have continued to be so in the weeks since the event; all participants have access to the platform until May 31, 2021 to watch new-to-them sessions, review previously watched sessions, or download presentations.

It’s Not Too Late A virtual event can never really replace a live gathering, but there are upsides to them—one of those is that all 50+ #IPMI2020 sessions were recorded, all presentations are available for download, and all of this year’s Expo booths (which are chock full of information and resources) are still live. Everything from this year’s IPMI Virtual Parking & Mobility Conference & Expo will live online until May 31, 2021 and it’s all accessible—including contact information for all presenters and exhibitors. Recorded presentations are great training resources for professionals at all career levels and can still be accessed even if you didn’t attend the event live. Join the Conference and access everything for $199 members/$399 non-members. Click here to join.

Expo and Pavilions While we missed the days of throngs of people exploring a physical Expo Hall, exhibitors set up virtual booths that included videos, downloadable brochures and materials, a 24/7 chatbox for questions, and live hours when booths were staffed for real-time conversation, it was as close to a live Expo as anyone could have imagined. Several pavilions in separate spaces offered unique learning experiences: ■ The Smart Cities Pavilion, showcasing how several cities have worked to transform their technologies and thinking to “smart.” Videos, materials, and live presentations/questionand-answer times made this interactive for all. ■ The Startup Pavilion. Continuing last year’s successful launch, this year’s Startup Pavilion offered a great look into what some new companies are doing. From parking and mobility and beyond, the booths provided downloadable information and opportunities to chat, showcasing the newest entries and ideas in the field.◆ PARKING-MOBILITY.ORG / JULY 2020 / PARKING & MOBILITY 11

/ THE GREEN STANDARD

Parking Facility Lighting and Sustainability: Trials, Improvements, and Lessons Learned By John Nolan, CAPP, MS

’VE SPENT A LOT OF HOURS AS A PROJECT EXECUTIVE overseeing lighting design and energy efficiency.

I thought I’d pass along my developed approach as a parking administrator and consultant that led me to optimum outcomes that produce safe, well-lit, and energy efficient facilities.

During my time at Harvard, we’ve developed and used an iterative process with lighting designers and consultants; it includes offsite visits, light modeling, lighting mock-ups, lifecycle costing, and energy verification. This process methodology was then applied to a series of lighting retrofits for garages and parking lots. These efforts were carried out to provide safe, uniform lighting levels that meet industry standards while producing energy reductions of more than 3 million kilowatt hours annually. The lighting industry delivers constant improvements and it’s important to un-

derstand that even when you commit to a solution, a subsequent enhancement might become available within a year. Technology for lighting continues to evolve rapidly. The improvements in lumen output and wattage reduction encourage institutions and businesses to constantly re-evaluate lighting improvement opportunities, especially when utility companies offer attractive incentives. Between 2010 and 2015, we at Harvard recapitalized three times on increased lighting efficiency that incorporated industry improvements and utility company incentives to improve the light-

ing efficiency within our parking facilities. We transitioned first from traditional metal halide fixtures to a high-efficiency fluorescent system, and then upgraded with an installation of more than 2,000 LED fixtures across nine parking garages and 11 lots. This tiered approach worked well, as initial pricing for LED lighting did not justify the cost/benefit ratios. Sometimes being a little patient helps in improving those ratios as costs come down and product improvements are delivered. Through this tiered approach, we were able to initiate the single largest installation of LED fixtures across

SHUTTERSTOCK

The lighting industry delivers constant improvements and it’s important to understand that even when you commit to a solution, a subsequent enhancement might become available within a year.

12 PARKING & MOBILITY / JULY 2020 / PARKING-MOBILITY.ORG

BUSINESS VISION We seek to streamline and optimize control of your parking structure, its management, productivity and security. Our differentiation and competitive advantages enable you to improve the level of service, while exploring new business opportunities. campus, reducing electricity consumption as stated above, and deliver $450,000 in savings in annual operating costs. This savings yielded a total payback period between 7 and 7.5 years for all re-lamping phases. In addition, we recycled 98 percent of all fixtures, which were repurposed for use in underprivileged countries.

Overarching Principles

Hire a lighting consultant who understands garage lighting. This consultant (preferably a parking industry lighting professional) will prepare their own set of documents to compare against the lighting manufacturer’s representative drawings. I often found that the point-by-point analysis provided by the manufacturer’s representative missed key details about actual parking facility dimensions or used incorrect lighting adjustments, and thus offered a somewhat flawed analysis. A consultant review allows for comparative adjustments so the outcome delivers the correct number and appropriate spacing of fixtures to achieve better uniformity. The consultant will also establish a lighting standards reference, which will enable only qualified manufacturers to bid on your project. Be sure to include contractual language that holds the manufacturer accountable for light failures including drivers, lamps, and housing. High-quality LED fixtures should last well beyond 10 years, so insist on a 10-year warranty during the bid process. Most manufacturers do not pay for the maintenance cost to replace the fixture, which can run $75 to $100 per fixture in garages and as much as $300 per fixture in p arking lots. In addition, the contract should spell out who pays for shipping and receiving costs. Putting the manufacturer on the hook for these costs or placing these calculations within your life-cycle analysis to realize your true life-cycle costs and payback period is essential in deciding which company you select and understanding what your real cost and cost saving will be. Industry failure rates for LED fixtures I’m told are between 2 percent and 5 percent, however our failure rate was much higher.

Use a garage ceiling as a mock-up to ensure best results. Sometimes, lighting manufacturers will tout their light as the newest and greatest fixture ever. Have your consultant study the market and select the top three to five fixtures for your operation using the standards mentioned above. Then separate these fixtures by a minimum of one bay (or 30 feet) and have an electrician install all the possible candidates. This will give you a true measure of how each performs against the others.

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Pay close attention to light throw and distribution by measuring with a light meter, and compare that to the manufacturer’s and lighting consultant’s photometric analysis for accuracy. This will demonstrate the lighting uniformity you will achieve once all your fixtures are installed. Uniformity in lighting is the key to perceived safety in a parking garage or lot. Through the mock-up process we were able to demonstrate that a reduction in average foot candles in parking bays from 10 to 6.5 foot candles is hardly noticeable to the eye. This process allowed us early on to validate a lighting design, approve the best light configuration, and considerably reduce energy costs without sacrificing uniformity. It’s important to point out that higher foot candles are necessary at garage entrances and exits.

Balance energy sustainability with safety and security. Creating an energy efficient facility is important, but not at the expense of uniformity which is fundamental to ensuring a garage feels safe and secure. Adding a few extra fixtures that eliminate dark spots or shadows is essential to an excellent outcome. Even with the best analysis, fixtures sometimes need to be added once the installation is complete. This will slightly increase energy consumption but is a necessary security element from my perspective.

Install energy control reduction strategies. Many states require some level of emergency lighting that is always on, and it’s important to balance this by installing active controls to improve energy reduction. Controls of this type were fairly expensive a number of years ago, but newer systems are less expensive and work in favor of your overall return on investment (ROI). An emergency energy code applied in our case, and we chose to use motion sensors, daylight sensors, and timeclocks to reduce energy consumption. These were reasonably inexpensive controls. During our mock-up trials, we experimented with lamp activation by individual sensors per light, applying motion sensors per floor quadrant section, and by turning the entire floor on prior to the vehicle entering the space. We found the latter to work best as it produced the best level of comfort within the facility. Having individual lights or quadrants of lights come on as vehicles or pedestrians enter garage areas produced poor uniformity and discomfort.

Measure real results. If you need help deciding whether it’s time for a program upgrade or which lighting option might be best, use a life-cycle costing tool to illustrate potential energy savings. This predictive tool will analyze potential savings, and include factors such as product cost, labor installation, ongoing maintenance estimates, and light failure probability.

Use an energy reporting system that measures actual power consumption.

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We use a utility billing and reporting system that provides highly detailed energy usage, energy cost, energy baseline, and greenhouse gas emissions information. For example, by plugging in a few key pieces of information, users can quickly determine how much electricity a building is actually using. Much of the data from lighting companies represent their best estimates of energy reduction. These projections may or may not be completely accurate. Implementing a measuring system is critical to the validation of your life-cycle cost analysis and demonstrating actual energy consumption and true reductions in greenhouse gas emissions. In addition, verifying results through an independent commissioning process to make sure the system is functioning as planned is highly recommended. Always remember: Safety first! ◆ JOHN NOLAN, CAPP, MS, is managing director of transportation and The Campus Service Center at Harvard University. He can be reached at john_ nolan@harvard.edu.

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/ ON THE FRONTLINE

Me, Myself, and I: Self-Siloing By Cindy Campbell

OSH, I MISS THE GOOD, OLD “PRECEDENTED” TIMES. Remember our lives before

literally everything was “unprecedented?” I’m nostalgic for 2019 and our existence pre-COVID. It wasn’t a perfect world by any means, but there was a certain maskless freedom I failed to appreciate at the time. The number of occasions we’ve heard the term “unprecedented times” used to describe what we’re dealing with is, well, unprecedented. As a society, we’re all trying to figure out how to adapt to this “new normal” (yet another term we hear too often these days). How we live, work, commute, shop, dine, socialize, and interact with others has changed. The concept of change isn’t unique to present times. Greek philosopher Heraclitus once said, “Change is the only constant in life,” and that was more than 2,500 years ago. (I think he might have been on to something.) At work, organizational change remains inevitable and constant. Most of us hope that one day soon, the pace of change happening in the workplace will slow down or perhaps even go back to how it was before, thus allowing us the opportunity to catch up. As lovely as that concept may sound, history shows us that change is unavoidable. Policy, practice, services, purpose, personnel, you name it, it will always continue to change and evolve.

The Development of Silos The perception of constant organizational change can negatively affect our ability to work as part of a cohesive team. Sometimes in an effort to protect ourselves, we break away from the group, choosing instead to work in our own individual silos. Silo mentality is a mindset present when individuals (or a few individuals) within an organization stop sharing information or effectively working with others in the same organization. Typically, work silos are the outcome of organizational growing 16 PARKING & MOBILITY / JULY 2020 / PARKING-MOBILITY.ORG

pains, however with current social distancing efforts due to health concerns, many in our industry continue to work remotely. This isolation is a likely contributor to the increased number of individuals self-siloing.

Potential Negative Effects of Self-Siloing Self-siloing inhibits our ability to initiate and maintain regular communication and information sharing with co-workers. It also reduces trust, affects morale, and can generally make it harder to get even the simplest tasks done. If this is all sounding too familiar, how can you effectively address it or even prevent it from happening to you?

Changing the Trend A critical first step is recognizing that we may be self-siloing. We cannot begin to fix something we have yet to identify as an issue. Consider some of the reasons we form these individual silos: ■ Mistrust of the changes being made or mistrust of the person introducing the change. ■ Feeling overwhelmed by too much change at once. ■ Fear of losing control and self-protection. Take a moment to ask yourself: Have I slowed or even stopped communicating regularly with other members

Self-siloing inhibits our ability to initiate and maintain regular communication and information sharing with co-workers. It also reduces trust, affects morale, and can generally make it harder to get even the simplest tasks done. of the team? Am I consistently making an effort to share with or seek out information from others? One of the challenges is establishing—or reestablishing—effective team communication and collaboration. Communication among remote team members can be tough but if we’re being honest, wasn’t it a challenge even when we were all working together in the same

space? Team communication takes effort and that’s not a new concept. Reconnect with your team. Schedule check-ins whenever possible. We do ourselves and our organizations a great disservice when we isolate in silos. It adds unnecessary stress to both the work environment and our life outside of the office. Intellectually, we know that not all change is bad, but as

humans, we have a natural tendency to resist it. If you find that you’ve been self-siloing, take the opportunity to identify the causes and address them. A final thought on all of this: It’s important to remember that there are usually some advantages and opportunities presented by change. It’s important to your well-being to figure out the potential positives. ◆ CINDY CAMPBELL is IPMI’s senior training and development specialist. She is available for onsite training and professional development and can be reached at campbell@parking-mobility.org.

PARKING-MOBILITY.ORG / JULY 2020 / PARKING & MOBILITY 17

ASK

THE

EXPERTS

What was your favorite thing about the 2020 IPMI Virtual Parking & Mobility Conference & Expo and why?

Vanessa Cummings, CAPP CEO Ms. V Consulting, LLC I enjoyed the chats and presenting and having lots of interaction during my session. They brought my live presentation to life!

Steve Rebora, RA

Josh Cantor, CAPP

President & CEO DESMAN

Director, Parking and Transportation George Mason University

Our team of attendees worked tirelessly to pre-prepare and train for many different scenarios so we could get the full value of our virtual participation. It is fun to learn new tricks.

My favorite thing about the virtual IPMI conference was getting to connect with so many of my peers and friends, getting to find out what everyone is doing in response to the COVID pandemic, and talking with others about how we don’t lose sight of our long-term plans.

Roamy R. Valera, CAPP

Victor Hill, CAPP, MPA

CEO, North America PayByPhone

Account Manager T2 Systems

The first Virtual Conference & Expo kicked off with Drew Dudley and his message on creating a culture of leadership. Drew’s message was not only appropriate for the IPMI attendees but timely as a result of the time in which we are living. My takeaway: “Leaders elevate, don’t escalate.” Thank you IPMI for elevating our leaders!

The people. In spite of the distance, we supported each other, enjoyed fantastic presentations, reconnected, and found creative ways to address the issues we’re confronting in this new reality. We’re all in this together.

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

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

18 PARKING & MOBILITY / JULY 2020 / PARKING-MOBILITY.ORG

Erik Nelson, PCIP Consultant Walker Consultants My favorite thing was the chat box during the educational sessions. The material prompted some great discussion.

Nicole Chinea, CAPP Senior Project Manager WGI While I missed the face-to-face interaction, attending and exhibiting virtually gave me the opportunity to attend more education sessions and presentations. It has been some time since I totally focused on the education side of the Conference. My favorite thing about the Conference was the keynote speaker and listening to all the knowledge out there through the different sessions.

Allen Corry, CAPP Assistant Vice President, Parking Business Unit DFW International Airport The General Sessions were outstanding and being virtual, I was able to share the sessions with junior managers with ease. The IPMI staff are to be commended for a fantastic Conference with all the challenges I’m sure that were encountered.

Casey Jones, CAPP Senior Parking & Mobility Planner DESMAN The networking lounge and all the other chat features provided tremendous opportunities to connect with friends and colleagues and sure drove home for me what the in-person Conference provides in terms of bringing our entire community together.

Larry Cohen, CAPP Executive Director Lancaster, Pa., Parking Authority It is great to be able to go to the presentation library that is available to us for a year! Also enjoyed the virtual trade show and seeing the products I am interested in from a different vantage point.

PARKING-MOBILITY.ORG / JULY 2020 / PARKING & MOBILITY 19

R eaching FOR THE Sky By Melanie Padgett Powers

The winners of this year’s IPMI Marketing Awards prove creativity and spark lift their operations and the industry. The greatest programs and ideas you can dream up won’t be successful without a strategic and creative marketing and communications plan to get the word out to your parking and mobility customers. These winners of this year’s IPMI Marketing Awards recognize outstanding marketing, public relations, and communications programs.

SHUTTERSTOCK/ KMLMTZ66

Website or Mobile App Launch/ Redesign

ParkMobile Pro ParkMobile

COST: $10,000

N 2018 , ParkMobile launched the Parking

Availability feature in its app, which allows users to see surrounding parking space availability in real time. ParkMobile was the first-to-market with this innovative smart parking feature. Rather than provide it for free, the company decided to make Parking Availability part of its ParkMobile Pro premium membership program; for $0.99 a month, ParkMobile users can upgrade their in-app experience to gain access to discounted transaction fees and special offers on rental cars, roadside assistance, mobile car washes, and more. The marketing plan surrounding the new feature was aggressive. After the launch of the new feature, the company added a new landing page to the “How It Works” section of its website that explained the available perks, with a special emphasis on the Parking Availability feature. The website also includes a new video explaining the functionality and benefits of Parking Availability. ParkMobile targeted users with in-app messaging that advertised the new feature to already active Pro users, as well as non-Pro users. Email messages were sent to Pro users, telling them everything they had to look forward to with the launch of the newest feature. Non-Pro users received emails highlighting the addition of the Parking Availability feature and all the other remaining benefits of Pro. After the in-app messages went live and emails were sent, there was a spike in sign-ups: 848 new sign-ups in one day. ParkMobile continues to reach out to non-Pro users about once a month. The Parking Availability feature was also promoted to ParkMobile’s 33,000 Twitter followers and 35,000 Facebook followers. The company also conducted an extensive public relations launch, receiving major media mentions from CNET, Digital Trends, and the Atlanta Business Chronicle.

PARKING-MOBILITY.ORG / JULY 2020 / PARKING & MOBILITY 21

Parking Marketing Program

Bruin ePermit Launch

University of California, Los Angeles COST: $25,000

ACH YEAR, University of California, Los Angeles (UCLA) Transportation issues

more than 50,000 parking permits to UCLA employees and students. To streamline parking services and be more sustainable, the department launched a new virtual parking permit system using license-plate-recognition technology. To launch Bruin ePermit, a fully integrated marketing campaign was developed and implemented to promote the new paperless parking permit system. Assets included print and digital advertisements, website content, email campaigns, social media posts, videos, signage, T-shirts and promotional items, and outreach events. By the beginning of the new fiscal year in July 2019, the department had reached its compliance goal of 20,000 Bruin ePermit purchases. Before the launch of Bruin ePermit, UCLA Transportation used a paperbased system for employee and student parking permits, which required paperwork, physical hangtags, and gate access cards. Transitioning to a virtual system came with numerous benefits, including reduced labor hours and maintenance costs, an enhanced customer experience, and a substantial reduction in paper and plastic waste. A comprehensive marketing and communications plan was formulated to ensure adoption of the new system. The initial phase involved generating content for UCLA Transportation’s website, including a new informational page at bruinepermit.ucla.edu and adding a detailed FAQ webpage to address customer concerns. The customer chat web portal, Ask Transportation, was also updated with numerous questions and answers for customers to search. “Your Plate Is Your Permit” was the campaign’s first tagline, with logos and graphics created for different platforms. A series of email campaigns targeted specific audiences, including students and departmental commute coordinators. Articles were written for UCLA Transportation’s Be a Green Commuter blog, and promotional and instructional videos were created. Social media posts also highlighted the new program using catchy, taglines such as “Straight Outta Hangtags” and “Less paper and plastic is good for the planet.” Large, eye-catching signage was posted around campus, including in parking areas. Ads were placed in the student newspaper, which also published three articles about Bruin ePermit. Promotional items included T-shirts, tote bags, phone chargers, water bottles, and pens. The T-shirts were distributed to UCLA Transportation’s Commuter and Parking Services staff, who provided in-person customer service support. UCLA Transportation also hosted Bruin ePermit presentations for hundreds of commute coordinators, who received goodie bags with ePermit swag to encourage their employees to purchase their Bruin ePermit by the June 30 deadline. With the transition to Bruin ePermit, 1,500 pounds of paper and 30,000 plastic hangtags have been removed from the production process each year. Customers no longer need to visit the transportation office to pick up permits, reducing foot traffic in the commuter services lobby by roughly 68 percent. And the new system eliminates fees for replacing lost or stolen hangtags and gate access cards.

22 PARKING & MOBILITY / JULY 2020 / PARKING-MOBILITY.ORG

Rebranding Campaign

Street Reach Indy

Conduent ParkIndy Indianapolis, Ind. COST: $16,348

HE STREET REACH INDY campaign features repurposed parking meters to

curb panhandling and help homeless people in Indianapolis, Ind. The program is a partnership between the Coalition for Homelessness Intervention and Prevention (CHIP) and Downtown Indy, Inc., and replaces CHIP’s Know Outlets program. Street Reach Indy’s goal is to increase attention to homelessness, encourage donations at repurposed parking meters, and distribute resources to those in need. The new Street Reach Indy parking meters—maintained and collected by ParkIndy—improve and clarify the brand message, broaden CHIP’s audience and social media engagement, and encourage valuable sponsorship opportunities. Like many cities, panhandling is a problem in Indianapolis. Local legislative attempts to end vagrancy sometimes prove divisive or difficult to enforce. More importantly, making solicitation illegal doesn’t solve the underlying problem—96 percent of those panhandling in Downtown Indy are homeless. Indianapolis chose to employ a new tack through Street Reach Indy by funneling donations to services such as housing and workforce assistance. Instead of giving money directly to individuals, visitors can feed their spare change into 20 rebranded Street Reach Indy parking meters and donation boxes. The idea of using parking meters to combat homelessness is not new. In fact, Indy officials got the idea from a similar program in Denver, Colo. While the previous Know Outlets program had a design, the messaging—“Know Outlets to Support Indy’s Homeless” and “Donate Here”—did not do enough to communicate the mission or the meters’ purpose. The Street Reach Indy team reshaped the brand in gold and bright blue and a new font designed to attract those walking by. New messaging was created that clearly identifies the purpose: “A public campaign providing critical financial support to Indianapolis homeless.” Messaging includes a call to arms—“Help the Homeless” and “Donate Here”—and clarifies the program’s mission: “Making homelessness rare, short lived, and recoverable.” ParkIndy supports the program for free, and their team maintains the parking meter stickers and branding as well as the meter mechanisms. The organization also collects the meters and counts coins on behalf of Street Reach Indy. Further, ParkIndy and its partners, such as Flowbird, donated the meters to Street Reach Indy and implemented pay-by-cell protocols to benefit the campaign. ParkIndy promotes CHIP through direct donations and, within its subcontractor agreements, requires that vendors donate a percentage of their Indianapolis-based fees to support local charities. To date, these initiatives, including direct and in-kind donations, have led to nearly $50,000 in donations. Over two years, Street Reach Indy raised over $250,000 to provide assistance to 485 individuals experiencing homelessness.s PARKING-MOBILITY.ORG / JULY 2020 / PARKING & MOBILITY 23

spts_infograph_list_v2.pdf

Mobility Marketing Program

11/2/18

5:27 PM

STANFORD REDWOOD CITY

N 2019, Stanford University embarked upon

SUSTAINABLE TRANSPORTATION OPTIONS Whether you are commuting from north, south, east, or within the peninsula,

we have sample commute plans and other resources for you. its first major expansion, with the addition of a new 35-acre campus in Redwood City, FLEXIBLE CARPOOL USING SCOOP Calif. While this new development marked an exciting and transformative time for the TAKE PUBLIC TRANSIT university, it required a significant transportation communication program to assist commuters with CARPOOL/VANPOOL the transition. Commute Resilience BIKE Located five miles from Stanford’s main COST $12,000 How will campus, the new campus brought together I commute? approximately 2,400 employees from nine university departments. At the new campus, more than half would be moving from free parking to paid parking. Stanford Transportation developed and implemented a robust campus relocation outreach and commute resilience campaign, particularly focused on the numerous parking and transportation changes. The goal was to create a positive experience for the relocating staff members and inform commuters of options, including alternative transportation, mobility options, and telecommuting. Stanford Transportation collaborated with local transit agencies, which included offering a free transit pass and promoting free and discounted sustainable transportation and mobility programs, including teleworking. The team engaged commuters with a commute survey and events such as “Try Your Commute Days,” First Friday Parking & Transportation Services commute events, and bike registration at moves to Stanford Redwood City in June 2019. We’re just a call, the new campus. message, or click away. Stanford Transportation implemented a comprehensive communications plan, while striving for transparency. A monthly email newsletter, “On the Move,” included shuttle updates, garage safety tips, commute options, alternative transportation details, and more. This was a vital resource for employees, connecting them with Stanford Transportation’s Stanford Redwood City microsite. Stanford Transportation invited commuters to share their commute resilience tips and tricks with incentives for participating. The program was extremely successful, with over 1,000 submissions that are being featured in subsequent outreach. How-to videos helped commuters plan their trips, while targeted emails provided sample commute plans. A sustainable transportation checklist outlined options and resources with links, and commuters received incentives for completing their checklist. Stanford Transportation succeeded at implementing a creative, interactive, and effective outreach for relocating commuters. Flexible carpools nearly doubled, and approximately 500 SRWC employees joined the Commute Club.

Stanford University, California

PUBLIC TRANSIT

to offset my commute costs on days it works for me

Check out the Transit Service to Redwood City map. Watch the sample commute video about the Redwood City-Midpoint Caltrain shuttle. Request or use free transit pass(es) on Clipper if eligible. CARPOOL / VANPOOL

for savings and a less stressful commute.

so I can park for free and make new friends.

CMY

Read about Stanford’s free carpool permit and free vanpools. View and/or submit a profile on the Stanford Carpool and Vanpool Listings page. Participate in a new or an existing carpool/vanpool. SCOOP

so I can add exercise into my daily routine.

Check out Scoop incentives for eligible Stanford commuters. Download the Scoop app. Try carpooling with Scoop at least once. BIKE

Check out suggested SRWC bike route options map. Review the bike safety tips. Complete or renew the Stanford Bike Safety pledge.

Get ready for your commute to SRWC by completing these easy steps! You will receive a small gift for completing at least one step, and each additional step completed will mean additional entries in the prize drawing. Submit your checklist(s) by Jan. 31, 2019.

transportation.stanford.edu

transportation.stanford.edu EVERY TRIP COUNTS

bicycle

bus

carpool

train

vanpool

walk

24 PARKING & MOBILITY / JULY 2020 / PARKING-MOBILITY.ORG

Social Media Program

Philadelphia Parking Authority Podcast and PSAs

COST: $500

HE PHILADELPHIA PARKING AUTHORITY (PPA) in Pennsylvania has

increased its digital presence through the robust use of informative video content and a new podcast, “The Petri Dish,” hosted by PPA Executive Director Scott Petri. The PPA was looking for ways to adapt its digital content to better tell the organization’s brand story while increasing its social media following. The PPA already had an established library of informative and engaging content across several channels; this included imagery, blogs, motion graphics, limited video content, and infographics. The PPA plays a vital role in contributing to the economic vitality of Philadelphia while also improving the quality of life for its residents and visitors. However, by effectively enforcing onstreet parking, the PPA had a stigma that its sole purpose was to issue parking tickets. By analyzing social media data, the PPA determined who its audience was and created new video and podcast content to serve them. The PPA used social media targeting tools to reach its intended audience, targeting those ages 25–55 who lived within a 25-mile radius of Philadelphia. Since the launch of the videos and podcast in January 2019, the PPA social media following has grown by more than 3,800 followers, or a 15 percent increase. The content has had more than 1.6 million impressions and over 44,000 social media engagements since the launch. ◆

MELANIE PADGETT POWERS is a freelance writer and editor. She can be reached at melanie@meledits.com.

PARKING-MOBILITY.ORG / JULY 2020 / PARKING & MOBILITY 25

IPMI

Roadmap to Recovery Implementing and evaluating change after COVID-19

PART

BY BRETT WOOD, CAPP, PE

ISTOCK/ SHUTTERSTOCK/ DEOMIS

N LAST MONTH’S ISSUE, we provided guidance on some initial steps parking and

mobility managers should be considering as they begin to open back up. This second part of the series builds off of that information and focuses more closely on the policies and practices cities, communities, and campuses should be considering as work, school, recreation, and general activities come back in some form or fashion. The intent of this piece is to think about logical and transparent steps communities can take to support balanced and safe returns while also positioning ourselves for success moving forward. Re-Instituting Paid Parking and Enforcement One of the primary responses to the initial stay-athome orders across the country was the reduction in enforcement and revenue collection for parking, primarily in the on-street environment. Some of these decisions were made to support changing resident and business needs. Some of the decisions were made to protect staff for the parking and mobility programs. Some were highly advertised or publicized while others were simply actions taken by the parking and mobility program without much fanfare. In any event, returning to normal levels of paid parking and enforcement needs to take into consideration a number of factors.

Getting Programs Back on Track As programs begin to open up in concert with their communities, it’s important to re-establish parking management in a way that continues to support business and residential needs while also reconfirming the purpose for parking management—to provide adequate and equitable access to community businesses and amenities. This may include going back to the rates established before the quarantine with a little more leniency on enforcement at the beginning. Or it could include lower initial parking rates with a keen eye on behavior and patterns and the ability to accelerate rate changes as demand returns. The Seattle DOT Curbside Management team is taking the second approach. With a decade of experience with their performance-based pricing program

(with prices as high as $5 per hour and rates structured by time of day and location), the team at SDOT is planning to employ a similar demand-responsive approach to the return to work. Initially, all parking areas will be set at $0.50 per hour and staff will review demand patterns with visual observations and transaction data to adjust pricing during the first few months. Whatever approach your program takes, it’s important to focus on the reason to implement paid parking and enforcement. This will likely take a delicate balance of community engagement to help business owners navigate the new normal and help design policy and practice that act in concert with reopening initiatives. Even if your program reduces parking rates or allows for free parking initially, it will be important to continue the conversation with the community to ensure that prices are re-instituted to support demand management and equitable access.

If your program hasn’t been focused on data-driven policies and practices that flex as demand dictates, now is the time.

PARKING-MOBILITY.ORG / JULY 2020 / PARKING & MOBILITY 27

Evaluating Data and Trends

■ Vehicle frequency—simple license plate surveys in

The best way to approach phased reinstatement of parking management tools is through data review and analytics that can more clearly convey the need to move to the next phase of the program. Traditionally, most programs have observed these metrics on a periodic basis to make decisions about adapting policy or practice. In this instance, it may be appropriate to begin to look at this data more frequently so that the reinstatement of good parking management practices does not lag behind the return of commercial and office activity. A few key data points to consider evaluating: ■ Parking demand—a review of occupancy and growth in occupancy can help to predict when to implement subsequent phases of policy, rate, and programmatic changes. ■ Dwell time—understanding how long vehicles are remaining in parking spaces, especially curbside, can help to define when it may make sense to reinstate strategies that promote turnover and balance.

high-demand areas can begin to indicate if the same vehicles are parking in an area consistently, which could be a sign that employees or business owners are parking in valuable on-street spaces adjacent to businesses. ■ Citation patterns—reviewing tickets issued for patterns and trends can help to identify if programmatic or operational changes need to be made. ■ Customer complaints—feedback from patrons, business owners, and employees can often provide guidance on when and how changes need to be made. By collecting this data during initial waves of the reopening and then continuing to monitor and compare data, our programs will be more oriented to the needs of the community and the timing for advancing to subsequent phases. The data is also a critical tool to communicate with your constituents—businesses, commuters, residents—to help them understand the need for continued change within the program.

28 PARKING & MOBILITY / JULY 2020 / PARKING-MOBILITY.ORG

IPMI Launches 2020 Industry Response & Recovery Benchmark Survey IPMI will collect and aggregate data to benchmark and share the effects of, and industry response to, the COVID-19 crisis. The survey will take less than 10 minutes to complete, and will share how you have been affected and how we are planning for the future. Survey results will serve as an essential element of our Roadmap to Recovery initiative, and a guiding document to determine how this initiative can best support our members and the industry in the next six to 18 months. Critical questions (in multiple choice format) address: ■ Date affected by stay-at-home, lockdown, or other restrictive measures; date of re-opening or loosened restrictions. ■ Ways your organization has been affected by the COVID-19 crisis. ■ Measures your organization has implemented for safety and wellness programs as a result of the COVID-19 crisis. ■ New programs your organization has implemented as a direct result of the COVID-19 crisis. ■ Initiatives your organization is currently planning to address in the near-term (next six months). ■ Your organization’s prediction on anticipated parking demand (based on pre-COVID-19 levels). ■ Opportunity to share additional detail on your experience and to tell us what will be most useful to you as an IPMI member.

All data will be held with the highest confidentiality, and will only be released in aggregate. Complete the survey before July 30, 2020 and be entered in a raffle to win a free membership for your organization for an entire year! Click here to participate. Questions? Contact Rachel Yoka at yoka@parking-mobility.org.

Considerations for Additional Parking Management Change The considerations in the previous section are not specifically meant to help programs get back to where they were pre-quarantine. Now may be the time to try new approaches to how parking and mobility are managed to help accommodate shifts in demands moving forward. These shifts could include increases in telework (that reduce the traditional commute demand), increases in personal vehicle use over transit (which increase the traditional commute demands), and move to personal mobility decisions such as personal bicycles over transit (which continue to change the commute demand profile). A few considerations to help ease back into the unknown: 1. If your program hasn’t been focused on data-driven policies and practices that flex as demand dictates, now is the time. Using data available from existing parking and mobility technologies can help us

Communities will need to make the decision about how to address and implement outside dining, weighing the impacts to transit operations, pedestrian movements, and continued movement of vehicles.

PARKING-MOBILITY.ORG / JULY 2020 / PARKING & MOBILITY 29

identify shifts in the demand profile and support the community as people adapt to new decision making. 2. There may need to be a new approach to how we prioritize the curb. With an ever-increasing demand for e-commerce and personal goods delivery, we may see a fiercer battle for curb space. Add in temporary decisions to expand curb space for social distancing and the days of parking dominating the curb may be dwindling. 3. Because of this potential shift, a primary consideration for programs should be revenue diversification. Our programs are largely built on the collection of hourly and monthly parking transactions. However, as demand profiles shift, it may be necessary to think about revenue generation from all users of the curb and the parking/mobility system. Having everyone pay their fair share into the system will be much more equitable and balanced moving forward and potentially limit the risk for parking management should this situation happen again. 4. Finally, if the curb begins to see more allocation for the delivery and goods industries, there will need to be more options for parkers in off-street locations. This would include more flexible choices than just hourly or monthly. Flexible permits for part-time remote workers and incentives for hourly parkers could drive use of our off-street facilities higher and support better balance throughout our communities.

Considerations for Changes in Support of the Community Beyond parking management, the resources we control can also be utilized in the short-term to promote a safe return to normal conditions. Across the country, cities are beginning to think of street right-of-way in new ways, supporting the safe and socially distant movement of people and supporting local business by minimizing touch points or unsafe interactions. The most prevalent version of this change was seen in the early days of the quarantine, with the institution of curbside pickup zones for restaurants to facilitate the continued sale of food and service without inside dining capabilities. As restaurants begin to reopen, many are still utilizing the curbside pickup

experience to support more robust customer choices. If these curbside pickup zones remain in effect for a temporary time frame or perhaps more permanently, they will continue to reduce available space at the curbside. Policy and practice will need to adapt to integrate them into the full suite of curbside offerings. The next offering for restaurant reopening is the expansion of outside seating into parking lots or the curbside environment. Many communities are doing this today as initial research indicates that outside dining may not have the same risk exposure as inside dining. Communities will need to make the decision about how to address and implement outside dining, weighing the impacts to transit operations, pedestrian movements, and continued movement of vehicles. Finally, one of the changes that has me the most excited is the concept of Slow Streets, where more space is reclaimed from fast moving vehicle traffic and restored for pedestrian and cyclist movements. In residential areas of our cities, this is an overdue change that could greatly benefit personal mobility and more healthy lifestyles. The City of Tucson, Ariz., is working through its wide network of neighborhood

As programs begin to open up in concert with their communities, itâ&#x20AC;&#x2122;s important to re-establish parking management in a way that continues to support business and residential needs while also reconfirming the purpose for parking managementâ&#x20AC;&#x201D;to provide adequate and equitable access to community businesses and amenities.

30â&#x20AC;&#x201A;PARKING & MOBILITY / JULY 2020 / PARKING-MOBILITY.ORG

associations to implement, pilot, and understand the value of these slow streets, with the goal of making space more permanent moving forward. Initial returns in some of the early neighborhoods have indicated that residents and motorists are both engaged and on board with changes moving forward.

BRETT WOOD, CAPP, PE, is president of Wood Solutions Group. He can be reached at brett@woodsolutionsgroup.com.

In Closing Things are moving very fast as we inch away from the initial phases of the COVID-19 pandemic, and there are opportunities to adapt and improve our programs, parking, and streets to better serve the communities around us. IPMI and its volunteers remain committed to helping our colleagues down this path and will continue to assemble information, case studies, and best practices in a toolbox for addressing challenges like these moving forward. Stay tuned for more information! ◆

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PARKING-MOBILITY.ORG / JULY 2020 / PARKING & MOBILITY 31

ELECTRIFYING the Transportation System

SHUTTERSTOCK/ KORKENG/ I R STONE

Perspectives of experts on what parking and mobility organizations should be thinking about and doing moving forward. A QUIET REVOLUTION is occurring in the transportation system as na-

tional, state, and local governments are planning toward a carbon neutral future to combat poor air and water quality and climate change. Automakers, too, are reacting to these currents of change; a recent Forbes article highlighted a dozen auto manufacturers that will have electric vehicle models in production in 2020. And forecasts are calling for up to 40 percent of car sales by 2040 to be electric vehicles. Put simply, the electric vehicle is here to stay. With the momentum building, how does the parking and mobility industry fit into an electric transportation future: We asked industry experts to give us some insights into what the future will look like and what we can do now as parking and mobility practitioners to be successful looking. What role should parking and mobility professionals play in the deployment of electric vehicle charging infrastructure in our urban centers? Alejandra Argudin, CAPP—Based on the increased demand for electric vehicles over the past few years as well as projections for the future by individuals who own homes with garages that allow them to recharge their own vehicles, it is the responsibility of parking and mobility professionals to support the deployment of an electric vehicle charging infrastructure by evaluating and siting the potential locations for implementation, such as, but not limited to, lots and garages, as well as the curb in highly- urbanized areas. While that has been the trend for homeowners, there is also a higher demand for ride-sharing modes of transportation, punctuated by a lower rate of vehicle ownership by millennials. If millennials are driving that trend, in the not-toodistant future parking and mobility professionals will also need to reassess the allocation of spaces in parking facilities for charging stations to service fleets of electric ride-sharing vehicles. Jim Burness—While 80 percent of all charging today happens at home, most EV buyers to date have been either owners of single-family homes or renters in higher-end apartment communities. As the EV revolution continues to expand, buyers who don’t have a dedicated parking spot will need to find reliable places to charge up. After the home, the second most common charging spot is the workplace, followed by destination charging (retail, etc.). For more and more electric drivers moving forward, charging and parking in professionally-managed facilities will become increasingly important. Scott Froemming—Parking and mobility professionals should provide support to business owners and transit professionals by guiding them with planning and procurement of electric vehicle charging systems. Planning assistance may involve

determination of system operation, quantity, and schedule forecast. Procurement assistance may include guidance on specifying equipment, planning installation locations, construction documents for improvements, operational parameter planning, and marketing outreach suggestions.

What information and data points need to be gathered to make decisions on the quantity and location of charging stations deployments? Bud Braughton—Parking meters are generally installed in high-traffic areas and data sources from these can confirm local knowledge of areas in the downtown as well as other urban popular destinations prime for locating EV chargers. Parking meters are part of both public and private agencies’ parking management solutions. Public infrastructure such as libraries, stadiums, tourist attractions, civic buildings, universities, restaurants, bars and hospitals generate high parking demand, which is a major driver for parking meter use, and working with parking and mobility experts to identify appropriate locations is essential. Mark Berndt—The type and quantity of charging stations should be based on the volume of electric vehicles, the time each vehicle will spend there, and obviously the cost to install and operate the stations. Be forward looking in your expectations of how many vehicles will be accessible in the future, not just what you would see today. Mike McCabe—Information is available from many sources, including EV driver apps such as Plugshare and Google Maps and the DOE Alternative Fuels Data Center website. A good start would be to survey vehicles that are already using a parking facility. Are there EVs already using the facility? Are there existing EV charging facilities located nearby? Do car dealers in the area offer EV choices? Are there local or state EV buyer incentives available? PARKING-MOBILITY.ORG / JULY 2020 / PARKING & MOBILITY 33

OUR PANELISTS

Alejandra Argudin, CAPP, CEO,

Mark Berndt,

Bud Braughton,

Jim Burness,

Miami Parking Authority

Director of Business Development, AEP Ohio

Senior Project Manager, City of Columbus

Founder & CEO, National Car Charging

Andrew Duvall, PhD,

Scott Froemming,

Rose Lenoff,

Mike McCabe,

Transportation Behavioral Analyst, National Renewable Engineering Lab

Managing Principal, Walker Consultants

Director of Business Development, Greenspot

EV Marketing & Sales Strategist, Nissan North America

What should parking operators be thinking about when planning for electric vehicle charging installations in existing lots and garages? Andy Duvall, PhD—Parking operators should be thinking about how to integrate charging capabilities into upgrade or new construction plans, and for novel or emerging uses for their facilities as traditional parking models begin to shift. Planning for parking facilities to be used for fleet activities for charging of electric ride-hailing vehicles, or even time-shifted uses of facilities, such as serving as evening or night time micro-distribution centers for delivery services. Alejandra Argudin, CAPP—They should be re-wiring the electric infrastructure of their facilities to be able to power the charging stations without any outages or issues. In addition, they need to determine whether the service will be offered as an additional benefit to their customers at no cost, or whether the 34 PARKING & MOBILITY / JULY 2020 / PARKING-MOBILITY.ORG

demand is high enough to merit selling advertising to generate revenues or charge the customer for the service. If charging for the service, a policy will have to be put in place whereby the customer receives an alert when the charge has been completed in order to turn over the space. If a customer overstays their time after the charge has been completed, a penalty should be imposed. Operators will also need to add the cost of signage and advertising to promote the program. Jim Burness—Planning is a really important issue. Many cities across the country are beginning to adopt minimum pre-wiring or charging installation minimums into the building codes, and for good reason. Studies have shown that retrofit costs are often eight times the cost of installation of infrastructure at new construction. Even more importantly, however, these new codes force architects and planners to think about things that were less important in the past, such as where the electric

room should be placed to make expansion in the future as easy as possible, and how much the electric room should be oversized beyond what is needed today (hint—a lot!). Right now, we recommend installing plugs in 1-2 percent of all stalls (new car sales with plugs are approaching 3 percent), with additional infrastructure to support 3-4 times that amount. Scott Froemming—Operators should be thinking about who they will be offering charging services to and how to provide access to the electrical power. Once you commit to providing charging, you need to know where you would physically like to locate charging devices and how the consumer will access the power. You may allow free charging, have an access control system to limit access to charging device, or have an access control system as a component of the charging device. You will also have to communicate and enforce the operational requirements of the charging systems. All these items must be well-thought-out and documented before considering installation.

What role should utilities play in developing electric vehicle charging infrastructure as compared to private sector charging companies? What federal, state or public utility programs are working well for vehicular electrification? What programs need to be created or improved upon to better serve our industry? Andy Duvall, PhD—Utilities can play a dynamic role in supporting EV charging infrastructure, in particular filling in gaps that private sector companies are less likely to fill with regard to developing solutions for locations where users may not have private parking options. States that have EV charging infrastructure incentives, new construction requirements for EV charging, and coupled with utilities that offer time-of-use rates to encourage offpeak charging are best positioned to inform replicable practices. Mark Berndt—Utilities need to play a key role in developing the infrastructure to ensure that the required system upgrades are optimized, and that the grid continues to operate in a way that ensures reliability while keeping customer costs as low as possible. Many utility electric transportation programs have been successful as accomplishing this to date. Rose Lenoff—Utilities should educate the public on the benefits of EVs and EVSE and work directly with small businesses and municipalities to complete the necessary make-ready work prior to station installation. Utility companies such as Eversource in the Northeast successfully provide their customers with various electrification programs and support, and in turn, have seen a significant uptick of charging station availability in their service territory. Mike McCabe—In some areas, utilities are one of the primary developers of infrastructure. For instance, in Ohio, AEP is offering incentives to facilitate installation of chargers both in underserved areas but also in areas that would not be considered

underserved. Utility incentives for infrastructure can be an important tool to facilitate infrastructure development.

There have been discussions regarding the modernization and electrification of our local thoroughfares and highway systems. These plans will require state and local consent, and will need to take into consideration local concerns. That said, how important is vehicular electrification including transportation infrastructure to the domestic economy? Alejandra Argudin, CAPP—Electrification continues to grow in the transportation market. From personal electric vehicles to electric buses, the trend is evident. Charging stations are being installed in park-and-ride lots throughout the country and can be found in larger residential developments and even retail establishments (Whole Foods, among others). The market share for electric passenger vehicles, utility vehicles, and transit buses is growing although it is hardly a dominant factor to date. But the interest in lower cost, environmentally-friendly mobility has tremendous appeal. Transit agencies are pursuing electric vehicles because of greater reliability than internal combustion engines and are hesitating only because of limited cruising range on existing batteries, an issue that is becoming less significant over time. As electric vehicles continue to be sold in response to consumer demand, prices will come down (the Tesla now has a model that sells for $35,000) and businesses (retail, hospitality, residential) can attract customer by installing charging stations, the market share for all-electric vehicles will grow as a share of the automobile and transit market. Bud Braughton—As transportation electrification continues to expand, it enhances opportunity to move to more domestic and cleaner sources of energy for cars, buses, and transportation network companies. Also, due to opportunities for greater efficiencies, low-income residents have a way for some relief from the much higher energy burdens; Providing the electrification option is a welcome source of energy for transportation as it is not only cleaner, but provides additional local employment opportunities. Rose Lenoff—By facilitating the adoption of vehicles that utilize domestic energy, parking and mobility professionals are expanding domestic economic growth, and simultaneously improving the natural environment.◆

This article is a product of IPMI’s Research & Innovation Task Force: Electrification Working Group.

Tell us what you think. Complete this two-minute survey to help us guide our committee’s further research on electrification and what you need to know.

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Navigating Data

Security in the

Parking Industry By Andrew Baxter

With the growth of social media, increased use of cloud storage, the rise of alternative payment platforms and options, and more—all conducted with a device we carry in our pockets— companies and organizations need to ensure their systems are secure and their customers’ data is protected.

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S TECHNOLOGY HAS BECOME A BIGGER PART of our everyday lives, data security has quickly become one of the most significant issues of our time. With the growth of social media, increased use of cloud storage, the rise of alternative payment platforms and options, and more—all conducted with a device we carry in our pockets—companies and organizations need to ensure their systems are secure and their customers’ data is protected. That includes parking operations. The rise in alternative payment options has been a major advancement. Gone are the days of simply feeding quarters into a meter; in many places, patrons can pay with credit cards, EMV options such as Apple Pay or Google Pay, or an app. While they’re convenient for customers, these payment options can be vulnerable to skimmers or hackers. Additionally, as more operations implement parking management software and data analytics tools, there is greater risk for security breaches on computers or servers.

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The Importance of Secure Systems One of the most important reasons to maintain secure systems is to protect your organization’s reputation. We are all familiar with some of the large data breaches that have made the news, and nobody wants to be the next headline. Additionally, an operation wants to ensure that customers can trust it with their personal information, whether they are paying for parking in a garage or lot, using a meter for on-street parking, purchasing a permit, or paying a citation. There is also significant financial risk that comes from a data breach. If an organization is found liable, it may be on the hook for whatever cost it takes to remedy the situation. There also may be some loss of business due to the harm done to the organization’s reputation. Having secure systems frees up internal resources. The more secure an organization’s systems are, the less likely it is to have security issues. This allows staff to focus on more important issues rather than incident response, and enables them to continue to develop and improve security measures and invest in enhancing systems.

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Maintaining PCI Compliance Cardholder data will likely be the largest priority for a parking operation, and there is a global standard that all parking operations should follow. Developed by the Payment Card Industry (PCI) Security Standards Council, the PCI Data Security Standard (PCI DSS) “set[s] the technical and operational requirements for organizations accepting or processing payment transactions, and for software developers and manufacturers of applications and devices used in those transactions.” At the bottom of the page is a summary of the goals and requirements for PCI DSS.

PCI compliance is a continuous, three-step process. ■ Assess. Identifying cardholder data, taking an inventory

of IT assets and business processes for payment card processing, and analyzing them for vulnerabilities. ■ Remediate. Fixing vulnerabilities and eliminating the storage of cardholder data unless absolutely necessary. ■ Report. Compiling and submitting required reports to the appropriate acquiring bank and card brands. A parking operation falls under the merchant side of PCI DSS. For merchants, there are four levels of compliance based on the number of credit card transactions processed per year. While the PCI DSS is the same at each level, the requirements for reporting of compliance varies, becoming more comprehensive as the number of transactions increases.

The four levels and the requirements for each are ■ Level 4. Less than 20,000 credit card transactions per

year

For relatively small merchants in this category, the reporting requirements for PCI are determined by your acquiring bank. They are typically similar to the level 3 requirements. ■ Level 3. 20,000–1 million credit card transactions per

year

At level 3, an organization is required to complete an annual selfassessment questionnaire, as well as conduct quarterly vulnerability scans of its network. These scans must be conducted by an approved scanning vendor (ASV), a PCI-approved organization that uses data security services and tools to check compliance with the PCI DSS external scanning requirements. A list of ASVs can be found on the PCI Security Standards Council website. ■ Level 2. 1–6 million credit card transactions per year

Level 2 requirements are largely the same as level 3, with the difference being that the annual self-assessment questionnaire must be filled out by an employee that has completed an Internal Security Assessor course, or by an external qualified security assessor (QSA). ■ Level 1. More than 6 million credit card transactions per

year

Organizations that fall under level 1 must have a report on compliance completed annually by an independent QSA. The report is a formal audit covering the entire organization, making it more comprehensive than the self-assessment questionnaire.

Goals

PCI DSS Requirements

Build and Maintain a Secure Network

1. Install and maintain a firewall configuration to protect cardholder data 2. Do not use vendor-supplied defaults for system passwords and other security parameters

Protect Cardholder Data

3. Protect stored cardholder data 4. Encrypt transmission of cardholder data across open, public networks

Maintain a Vulnerability Management Program

5. Use and regularly update anti-virus software or programs 6. Develop and maintain secure systems and applications

Implement Strong Access Control Measures

7. Restrict access to cardholder data by business need-to-know 8. Assign a unique ID to each person with computer access 9. Restrict physical access to cardholder data

Regularly Monitor and Test Networks

10. Track and monitor all access to network resources and cardholder data 11. Regularly test security systems and processes

Maintain an Information Security Policy

12. Maintain a policy that addresses information security for employees and contractors SOURCE: HTTPS://WWW.PCISECURITYSTANDARDS.ORG/PCI_SECURITY/MAINTAINING_PAYMENT_SECURITY

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equipment being particularly vulnerable. An operation should ensure that the person conducting the inspection knows what they are looking for, and if they do find something, leadership should do whatever they can to track down the source of the skimmer.

Planning for Emergencies

SOURCE: HTTPS://WWW.PCISECURITYSTANDARDS.ORG/PCI_SECURITY/MAINTAINING_PAYMENT_SECURITY

Risk Risk is a significant component of maintaining secure systems and achieving PCI compliance, and education and security awareness are essential to doing so. Educated staff are the first line of defense against data breaches, as encryption, antivirus software, and firewalls can only do so much. Because of this, PCI requires security awareness training for staff that covers common information security best practices, such as how to identify phishing emails and password best practices. It is also important to keep employees abreast of the latest social engineering tactics that hackers are using, such as voice simulation and impersonation. This training can be developed in house or conducted by a third party. It is also important that all systems throughout an organization are kept up to date, whether they are used by staff or customers. Security software, such as antivirus, should be updated regularly as new signatures are released several times each day. To maintain PCI compliance, all software and underlying operating systems must have routine patches applied on at least a quarterly basis. Critical security updates should be installed within 30 days. It is important for staff in an organization to keep informed on available updates for software and operating systems. This can be done by subscribing to vendor email alerts or monitoring web forums. From a parking perspective, implementing PARCS or pay station solutions with point-to-point encryption (P2PE) is a great way to reduce risk while making PCI-DSS compliance much simpler. With P2PE, credit card data is immediately encrypted by the card reader upon insertion of a card, and it can’t be decrypted anywhere outside the processor’s environment. Card data never touches the customer or vendor network—only the processors can read the card data. Regular physical inspection of parking equipment for skimmers is also essential to minimizing risk. Even P2PE card readers can potentially be breached by a skimmer, with unattended kiosk

A vital part of PCI compliance is having an incident response plan in place to deal with a potential security breach. The key elements of an incident response plan include: ■ Defining roles and assigning them

to specific people. ■ Laying out teams to manage different aspects of the response plan. ■ Providing contact information for all persons involved. ■ Providing contact information for key vendors, law enforce-

ment, and card brand breach hotlines. ■ A template of steps to follow for certain scenarios that are ge-

neric enough to apply to any incident. ■ Training staff and testing the plan on at least an annual basis.

It is crucial to not just have a template in place to work from, but also to include both known and unknown scenarios. The last thing an organization wants to do is be scrambling to figure out what to do in the middle of an incident. The more that is predefined in the response plan, the easier it will be to respond to and remedy the incident. The technology boom of the 21st century has brought many new challenges to our world. Data security is one that has impacted nearly every industry and organization, including parking. To combat the increased threat of data breaches, parking operations need to prioritize maintaining secure systems, especially with regard to credit card data. Maintaining PCI compliance should be the first step a parking operation takes, aligning it with the latest global standards on processing transactions and building trust with its customers. Two major pieces of maintaining PCI DSS are risk and planning for emergencies. It is imperative for a parking organization to educate staff, maintain secure systems, and have a plan ready if an incident does occur. When you have these things in place, you can rest a little easier. ◆ ANDREW BAXTER is security and compliance manager with T2 Systems. He can be reached at andrew. baxter@t2systems.com.

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Cultivating the The paths to the parking and mobility industry are variedâ&#x20AC;&#x201D;something the profession should embrace as it develops its next generation.

Next Generation

of Parking and Mobility Professionals “I By Kevin White, AICP

FELL INTO PARKING.” “I GOT INTO THE INDUSTRY BY ACCIDENT.” “I DIDN’T SET OUT TO BE A PARKING AND MOBILITY PROFESSIONAL—IT FOUND ME.” These are common refrains I hear from colleagues and partners in the vast and multi-faceted parking and mobility industry. Why do so many industry professionals say these things? What is it about the industry that attracts people from such a wide range of backgrounds? How does that affect the industry? In light of this and the changing nature of parking and mobility, how should the industry cultivate the next generation of professionals? I examined this very topic and spoke to several industry professionals to reflect on the current state of the industry and its talent, and offer a roadmap for developing the next generation of industry professionals.

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The Multi-Faceted Parking and Mobility Industry When it operates well, the average person doesn’t think much about parking. And yet the world of parking and mobility is dynamic, multi-faceted, and at the forefront of adapting to the changing landscape of consumer preferences, technology, data analytics, the gig and shareduse economy, and the urban landscape. The industry now encompasses a vast ecosystem of parking and mobility resources and systems that profoundly affect how we move about our communities and access the destinations that spur our economy, stitch us to society’s social and cultural fabric, and impact our quality of life.

This ecosystem extends beyond on and off-street parking to now include transportation network companies like Uber and Lyft, burgeoning micromobility platforms like e-scooters, accommodating increasing demand for commercial deliveries (think Amazon, FedEx, Postmates, GrubHub, etc.), integrating transit, microtransit, and non-motorized transportation, and leveraging technology, data, and policy to manage valuable parking assets and curb space in cities, at airports, on campuses, and other locales. The complexity of the ecosystem has cultivated a network of parking and mobility professionals with a diverse set of education, experiences, and perspectives.

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The industry thrives on a diversity of thought and experiences: planning, design, logistics and operations, graphics and communication, customer service and public engagement, data science and analytics, computer science, legal policy specialists, psychology and human behavior, and myriad other specialties. The paths to the industry are varied—something the industry must embrace as it positions for what is undoubtedly a disruptive future with the rise of autonomy and other shifts.

The industry now encompasses a vast ecosystem of parking and mobility resources and systems that profoundly affect how we move about our communities and access the destinations that spur our economy, stitch us to society’s social and cultural fabric, and impact our quality of life. Reflecting on the Varied Paths to the Profession A lot can be learned from engaging directly with industry professionals. I spoke to several practitioners in a variety of industry roles to get their thoughts on their own paths to parking and mobility, the unique approach they offer in their specific part of the industry, and how we should train the next generation of professionals. I hope you are inspired to celebrate your unique experience and approach, your role in the industry, and your role in cultivating the next generation of industry professionals. Lester Mascon, executive vice president, sales, for IP PARKING USA and host of the Parker-X podcast, brought his experience in the Marines and background in information technology, networks, and wireless communications to Sentry Control Systems when he got his start in the industry in the early 2000s. Beginning in IT service, Mascon eventually moved over to an operations leadership role on the executive team. Mascon credits the industry for providing him such diversity of growth and experience. “I cannot imagine anything else I could have ever done that would have given me such a wide array of experiences,” he says. Parking and mobility brings in people from different backgrounds and exposes them to different experiences, providing them an array of opportunities to find their passion and leverage their talents. Mascon agrees: “People stick around because you get so much exposure to so many different things. We are dealing with real estate investment trusts, parking operators, cities, universities, you get such a wide array of experience that really transcends many different industries.”

Isaiah Mouw, CAPP, senior vice president, municipal operations at REEF Parking and host of The Parking Podcast, has reflected on the differences in being a specialist versus being a generalist, and how it applies to the context of the parking and mobility industry. Mouw notes that being a generalist is celebrated within the industry, as there are no specific standard operating procedures or code manuals as in other industries. Being a generalist leads to a comprehensive approach to solving problems while allowing professionals to be flexible and valuable within the changing parking and mobility industry. Mouw reflects on these topics in the context of the industry: “There is still an entrepreneurial spirit and sense of creativity that other industries do not allow. Every single operation is different, and you have to look at creative ways to solve challenges, to fix and implement the best solution, which is why you need diversity and the range in people’s backgrounds.”

Cultivating the Next Generation of Professionals The approach we all take as industry professionals in recruiting, hiring, and developing the next generation of industry leaders is critically important. Robert Ferrin, assistant director for parking services at the City of Columbus, Ohio, says parking and mobility thrives when it pulls people in from a variety of backgrounds and perspectives. Ferrin looks for a passion and mindset fit when reviewing candidates to grow his team, not necessarily someone with a background in parking. “If you just say I’m going to focus on parking and mobility [when recruiting and hiring], I think you lose that diversity of backgrounds that makes us successful here. We’re in city building. I happen to focus on transportation and parking and the curb lanes, but it’s all about moving people, it’s about a city thriving. If you love the place you live, and you are a civic-minded passionate individual, this is a great job because you can influence and improve people’s lives.” Specialized knowledge in data analytics, artificial intelligence, and other disciplines will undoubtedly be in higher demand as the industry evolves, but the industry will continue to be led by those from a variety of backgrounds, with flexible and adaptable approaches. Teresa Trussell, CAPP, sales director, Midwest for PayByPhone, articulates it well: “A constant hunger for change and education is crucial to the success of parking and mobility professionals as continued development will require a continuous cycle of change. Parking and mobility professionals will need to quickly adapt their mode of thinking, approaches, and perspectives to align with the ever-changing technology.” The parking and mobility industry should continue to cast a wide net in seeking its leaders of tomorrow, to continue to cultivate diversity of thought and experience and generate holistic, well-rounded professionals. As new technologies arrive,

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new constraints on our resources and infrastructure emerge, and user travel preferences shift. With it, diversity of education, experience, perspective, and approach among parking and mobility professionals will only increase in demand. As professionals, we must seek talent out in the arts, in data science, in the physical sciences, in communications, in business and logistics, and a variety of other fields, recruiting those with passion, creativity, and an entrepreneurial, solutions-oriented mindset. It is often these soft skills—the passion, the approach, the drive—that are more difficult to teach than the technical skills. Once into the fold, we must train and The parking and mobility industry should continue grow new professionals in a variety of technical areas. to cast a wide net in seeking its leaders of Programs like CAPP are essential to establishing and tomorrow, to continue to cultivate diversity of maintaining standards of knowledge, quality, professionalism, and accountability. thought and experience and generate holistic, The industry should not be shy about promoting its powell-rounded professionals. sition at the forefront of change as a recruitment tool. The parking and mobility industry can and should be going after the best and brightest talent. Brett Wood, CAPP, PE, and implement a path forward. Parking and mobility issues inherpresident of Wood Solutions Group and co-host of the Parker-X ently involve give and take between a variety of factors both inside podcast agrees: “We need to do a better job of explaining to new and outside the parking and mobility sphere including access, conprofessionals, rising young professionals, and experts in other invenience, availability, cost/revenue, and others. dustries that the parking industry is still adapting and developing, My experience and philosophy cause me to consider how unlike a lot of other industries. That development and adaptation parking and mobility are related to policy, human behavior, safety, provides a unique canvas to paint your picture on. People can come and the built environment. One can contrast this with those in the into this industry and make a real difference not only for parking day-to-day operations side of the industry focusing on streamand mobility, but also for tangential industries around us.” lined logistics, high-quality customer service, and the acute needs of their facilities. Contrast this still with professionals building Examining My Own Path the revenue control, guidance systems, mobile applications, and and Looking Forward other technology that will power the industry as it moves forLike many others, my path to the industry has meandered. ward. We are all part of the vast parking and mobility industry Trained as a true planner, and with early experience in municipuzzle, all with our unique experiences, talents, and perspectives. pal land use and comprehensive planning, community developIt is this diversity that makes the industry unique, that affords its ment, and pedestrian and bicycle planning, I gained an underprofessionals with an endless variety of educational and professtanding and appreciation of the planning process, visuals and sional development opportunities, and that causes us to be able to communications, stakeholder engagement, and keen sense of the have such a profound impact on our communities. power of the built environment’s design on the comfort, sense of I encourage you to take time to reflect on your own path into safety, and experience of everyday users moving through a place. the industry, what unique skills and approaches you apply to I apply these learnings and this philosophy in my work as a parkyour work and how your background has informed those, what ing and mobility consultant. we should value in the next generation of industry professionInformed by my background in planning and policy, my apals, and how you can contribute to cultivate the next generation proach is rooted in a deliberate focus on process, stakeholder enof leaders. ◆ gagement, communication, visual aids, and data analytics. The process is a point of emphasis in all of my work—taking clients through KEVIN WHITE, AICP, is a parking and mobility a journey where they engage with internal and external stakeholdconsultant with Walker Consultants. He can be reached at kwhite@walkerconsultants.com. ers to understand assets, challenges, needs, and opportunities, establish goals and priorities, identify and consider tradeoffs, develop options, communicate alternatives, garner consensus, and chart PARKING-MOBILITY.ORG / JULY 2020 / PARKING & MOBILITY 43

/ IPMI IN ACTION / EDUCATION COURSE

Wicked Problem Solving: Take Your Skillset to the Next Level

By Kathleen Federici, MEd.

HAT IS A WICKED PROBLEM? The good news is that it’s not about good and evil. In this case,

“wicked” refers to a puzzle or equation or conundrum offered to a crossword puzzle addict or mathematician. Wicked issues or problems are highly resistant to resolution; there are no quick fixes or simple solutions. (The phrase was coined by H.W.J. Rittel and M.M. Webber, both urban planners at the University of California, Berkeley; for further reading you can check out this original definition and description). Examples of wicked problems are often economic, environmental, and political—solutions in these arenas require a significant number of people to change their mindsets and behavior. Wicked problems are complex. Wicked problems are the opposite of hard but ordinary problems, which people can solve in a finite time period by applying standard techniques. Not only do conventional processes fail to tackle wicked problems, but they may exacerbate situations by generating undesirable consequences. They most often require multiple organizations to address and develop solutions. In other words, if the local parking authority can tackle and solve an issue, it probably won’t qualify as wicked. Strategies and solutions to tackle wicked problems require different kinds of thinking from a variety of disciplines, i.e., strategic thinking, business simulations, and learning theories, and often cross-collaboration across entities (that may or may not “play” well together). Wicked problems are novel problems, seemingly without precedent, that are complex, interrelated, and appear to be impossible to solve.

Wicked Parking Problems In the parking, transportation, and mobility industry, traffic gridlock and congestion and the resulting waste, carbon emissions, and pollutions is a far-reaching, wicked problem. Social equity in cities—which requires fair and adequate access to all populations to transit and

transportation—is another. Solutions are at best partial and often create additional problems to be solved. Pandemics like COVID-19 clearly fit the bill. Some problems we face may not be truly “wicked” by this definition, but can seem particularly intractable due to an organization’s culture. For example, a leader who is considered essential to an organization may be creating a hostile workplace for others. Or significant budget shortfalls require staff layoffs, furloughs and pay cuts, all while workload rises for the employees who remain, leaving them needing new and different skill sets. So how can we take our leadership skills to the next level—to solve our own “wicked” problems in our organizations, and beyond?

Find out more about this new training, and see if it’s right for leaders in your organization. The first course, limited to 14 participants, will be offered July 14 and 16. In collaboration with IPMI’s Education Development Committee, Andrea Hornett, PhD, and IPMI have crafted some wicked problems related to the COVID-19 pandemic—for you to tackle head-on. The easy problems have been solved. The ones left for executives are wicked. Tackle them in this one-of-a-kind course. Register here, and find out more. ◆ KATHLEEN FEDERICI, MEd, is IPMI’s director of professional development. She can be reached at federici@ parking-mobility.org.

Our instructor for this limited course will be Andrea Hornett, Ph.D., assistant professor at Fox School of Business, Temple University. Hornett taught strategy at Penn State and researched virtual teams at Xerox, earning her doctorate at The George Washington University. She has more than 100 presentations and peer-reviewed publications in organizational problem solving and learning, leadership, ethics, and knowledge transfer. In her extensive business career, she developed and consulted on global strategies and organizational solutions (e.g. DuPont Pharmaceuticals, The GAP, National Alliance of Business, Manufacturers’ Association of the Delaware Valley). Author, Developing strategic leaders: Three studies of wicked problem-solving. Global Business and Organizational Excellence.

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short

Highlights Highlights from from thethe IPMI IPMI Blog Blog

Why is it Raining in my Parking Structure? By Scott Weiland

Ever wonder why it is raining inside your parking structure? Well, it is a sign that your parking structure needs attention. Water is the No. 1 cause of parking structure deterioration. Water-saturated concrete can freeze, expand, and spall. Combined with oxygen, water can also cause corrosion of the concrete reinforcing, accelerated by exposure to deicing salts. As reinforcing steel expands as it rusts, this process also leads to concrete spalling. Spalled concrete provides less cover or protection of the structure which leads to further (and accelerated) deterioration if not repaired in a timely manner. The top level of your parking structure not only provides possibly the least desirable parking spaces, it also serves as the roof of the facility. Controlling water in the form of rain or melting snow at this level is the least expensive way to extend the life of your parking structure and minimize maintenance costs. Controlling the water runoff involves shedding water to drains as quickly as possible.

Ponding water is unacceptable as it saturates the concrete and leaks to lower levels. The installation of supplemental drains can easily and permanently address ponding. Urethane joint sealant at the top level is exposed to UV sunlight and tends to break down within a few years. The breakdown of this product leads to cracks in the sealant allowing leaks to the levels below. This leads to degradation at lower levels like that described above at the top level. Therefore, it is important to visually inspect joint sealants annually and budget a portion of joint sealant replacement approximately every three years at the top level. Urethane joint sealant replacement will cost approximately $4.50 per linear foot but provides one of the best returns on investment when it comes to parking structure maintenance. Given the accelerated rate of parking structure deterioration, this is cheap insurance against having to perform more expensive repairs in the future.

SCOTT WEILAND, PE, is founder of Innovative Engineering, Inc.

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Sharing Our COVID-19 Knowledge By Nicole Chinea, CAPP I recently went out to dinner post-COVID. I have to admit, it was a bit scary. Despite what is going on in our world at the moment, I am grateful to say that this is the first time I have felt fear from going to dinner with friends. The area we ate was busy and outdoors. When we arrived, we were unable to find a parking space. Different day, same problems. Parking was free in this area. As we circled looking for a parking space, I felt like a fish looking at the world from a bowl. I took mental notes of each step I made. Door handles. Elevator buttons. People. Yes, we had to take an elevator to get to the restaurant. Four months ago I wouldn’t have thought twice about this and would have probably only observed if the elevator was clean, air conditioned, etc. While my evening was wonderful, it brought to light so many things that never really mattered before. My mind immediately started listing solutions that we now will use in parking and could have made my experience different: A lot attendant to point out the shortest and safest route to the restaurant. Signage

to encourage visitors to use the stairs versus the elevator. Hand sanitizer in the elevator lobby. Parking professionals are great at sharing solutions and ideas among our network. However, our knowledge can be helpful if extended further given our new normal.

NICOLE CHINEA, CAPP, is senior project manager with WGI.

A New (Ab)Normal By Chris Lechner, CAPP As the U.S. begins to open up in ways large and small, the mobility industry is preparing for a broad range of outcomes. There are two fundamental questions facing all of us: ● How many people are coming back to our venues? ● How are they going to get there? The answers will determine our ability to accommodate mobility demand and allow us to begin to explore policy responses to the new (ab)normal.

We know that many businesses are increasing telecommuting and educational institutions are preparing to extend remote instruction. Many businesses have had to reduce their workforces, and local and state regulations have barred whole categories of activities. Even before formal lockdowns were implemented, many services were already experiencing cancellations of reservations and declining business. All of these factors would indicate that for the vast majority of use cases, total demand for mobility will be down. Mobility professionals are well aware that most of the approaches to reducing traffic and parking congestion–buses, carpools, vanpools, and rail–require density and close physical contact. If people are unwilling to get onto densely packed modes of transportation or if those transit systems reduce their capacity to provide for physical distancing, people will be forced back into their cars or choose not to make those trips. The balance between less demand for mobility in total and less demand for shared mobility as a percentage of the whole will dictate what our streets, structures, and curbs look like for the foreseeable future.

CHRIS LECHNER, CAPP, is manager, data analytics and strategic projects, with UCLA Events and Transportation.

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/ Telenav and Parkopedia Bring Stress-free Parking Services to Connected Cars TELENAV®, INC. (NASDAQ: TNAV) and Parkopedia have jointly announced a global technology partnership. Telenav’s In-Car Commerce (ICC) products and services for automotive OEMs will feature Parkopedia’s on-and off-street parking information and an ability to reserve and pay for off-street parking. VIVID Commerce™, part of Telenav’s VIVID™ connected-car platform, enables merchants to offer in-car commerce to drivers and passengers in a safe and convenient manner. The partnership with Parkopedia and its integration into VIVID Commerce means consumers will be able to search, reserve, and pay for parking directly from their vehicles. VIVID Commerce with Parkopedia leverages in-vehicle navigation to intelligently find and reserve parking spots based on arrival times. Further, the solution includes the latest in voice assistance and natural language technologies to ensure drivers and passengers can do all this simply using their voice.

“Parkopedia is enabling us to further our commitment to delightful driving experiences by bringing a simple solution to the frustrating issue of finding and paying for parking,” says Sal Dhanani, Telenav co-founder and chief operating officer. “Our solution will let OEMs deliver even more value-added services to their customers.” Parkopedia’s full portfolio of services, covering off-street (garage) and on-street parking and payment solutions, ensures drivers can find, reserve, and pay for parking across 15,000 cities in 89 countries. “This partnership between two global leaders in automotive connected services brings an added value to car manufacturers as well as parking operators around the world. Not to mention, it’s perfect for drivers, as it provides them a safe and convenient on-the-go means to find parking near their destination,” says Parkopedia COO Hans Puvogel.

IPsens, LLC’s Patented Software Algorithm Leads in Parking Management

ISTOCK / OLEKSANDR HRUTS

IPSENS, LLC, announced the installation of its state-of-theart, patented parking management solutions in several installations around the U.S. The patented algorithms (PATENT NO. US 9,595,194 B1 & US 8,692,688 B1) and their associated, innovative software approach tracks, reports, and provides guidance information for non-delineated parking in a variety of installation types and scenarios. Encompassing on-street parking, multi-level garage structures and surface lot management, as well as truck parking at interstate rest stops in the states of Florida and Ohio. These solutions are both highly versatile and designed to serve specific parking needs associated with the verticals into which they are deployed. “Our solution provides a performance capability that is both efficient and extremely accurate for managing and monitoring parking in real-time non-delineated scenarios. It gives our clients and their users, clear concise parking data that is easy to use and act on in the most efficient and effective manner available,” says Gorm Tuxen, president and CEO of IPsens, LLC.

The software algorithm was first tested by IPsens in a pilot in New York City as part of the city’s ongoing Smart City initiative. Capable of monitoring and managing on-street parking in scenarios where parking is not distinguished by individual spaces, the system can accommodate the most flexible and maximum use of curb space while maintaining accurate vehicle and space counts. “The key to our solution is its versatility and ability to work in flexible parking scenarios,” said Tuxen. “Instead of only being to monitor a “by the space” scenario, we can monitor an entire block face and account for any sized vehicle—from small cars, to sedans and SUVs, to box trucks—without having to lose space by delineation. Our solution leverages the patented algorithm to provide the maximum amount of functionality and flexibility. It can accommodate the most efficient and organic parking behaviors to capitalize on all of the available parking real estate.”

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/ Hugo Rohner Joins Get My Parking as Board Advisor and Investor GET MY PARKING announced a major addition to its team: Hugo Rohner, former Global CEO, SKIDATA, joined the board of Get My Parking as an advisor and minority investor. With expertise in digitization and mobility, Rohner holds a strong track record of leading tech-enabled change at a global scale. During his seven years as CEO, he grew SKIDATA from a small, focused company to a global market leader in access and revenue management, with 10,000+ installations in over 100 countries. He is responsible for transforming SKIDATA into a digital business with a strong focus on customer service. About joining the Get My Parking team, Rohner says, “Get My Parking has shaped the parking industry with its world class products and a continuous push towards a fully digital parking experience. I am excited to support its mission and future growth”.

Get My Parking works on connecting parking and mobility for parking operators and facility managers, with its proprietary open IOT platform. It upgrades physical parking lots into digital mobility hubs with contactless access and cashless payments. The smart parking startup also helps parking operators integrate their existing hardware with any third-party mobile app or cloud software. Operators can launch their own consumer app in just two weeks using the Get My Parking platform.

Automate Parking Management with ELSAG® License Plate Reader Cameras Increase the efficiency of your parking management by integrating ELSAG® automatic license plate readers (ALPR) with your enforcement system. Advanced ALPR cameras read license plate numbers and record GPS locations of parked vehicles. Each plate number is automatically compared to a white list of permitted vehicles for that area, identifying those parked illegally. Ask your parking integration provider about the efficiency provided by ELSAG ALPRs. info@leonardocompany-us.com Made in the USA

leonardocompany-us.com Helicopters | Aeronautics | Electronics, Defense & Security Systems | Space

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Delaware State Parks To Install Additional Flowbird Multi-Use Kiosks DELAWARE STATE PARKS is partnering with Flowbird distribution partner, Butts Ticket & Solutions, to bring in 20 additional Flowbird multi-use kiosks after a successful first season to streamline state park admission sales. The Flowbird’s Strada pay stations are being used to create a seamless park entrance process, and allow customers the means to pay with credit card. Delaware’s Division of Parks and Recreation oversees 17 scenic outdoor parks spanning across 200,000 acres, known as the Delaware State Parks. The vast land and nature preserves offer five different campground sites, along with recreational opportunities such as hiking, camping, swimming, fishing, and nature tours. Prior to the initial implementation of Strada pay stations, visitors purchased their entrance passes on-site at a park office, or from a designated state park retailer. When fee attendants are not on duty, visitors deposited their fees in self-registration envelopes provided at park entrances and placed them in designated secure drop boxes. With a steady increase in popularity and visitation, the State Parks team began to see a need for updated park pass transaction methods for the busy seasons, and when park attendants are away. A trial took place in 2018 in which two Flowbird Strada pay stations were placed at the entrance of Alapocas Run and Holts Landing State Parks. During the span of 6 months, visitors were encouraged to use the pay stations to purchase their daily entrance passes. The Strada pay stations allow visitors to conveniently pay with a credit or debit card, functioning in pay-and display mode for visitors to show receipts on their dashboard. Whereas the old method required cash to be placed in an envelope when park attendants were away, visitors are easily walked through a credit card

transaction with the Strada’s seven-inch, full-color display. The pay station software is programmed to allow guests to choose between in-state and out-of-state park rates as well as purchase admission tickets to the Fort Miles museum at Cape Henlopen State Park. The pay stations communicate wirelessly and run on solar power, adhering to the Division’s commitment to sustainability and environmental health. All payment data is securely sent in real-time to Flowbird’s intelligent data management suite, giving parks staff the ability to track how many vehicles are visiting each park throughout the day. This data can be valuable to help determine parking staffing plans. The functionality of the solution during the trial was a success, leading to

an installation of 18 more pay stations in 2019. The units were placed in traditional park settings, including beach accesses and boat launches. Several of those locations, deemed as remote or off-the-grid, saw equal success with the pay stations and obtained full communication without issues. In early 2020, a second order was made for an additional 20 pay stations to be installed throughout the parks. “Everyone at Delaware State Parks has been a pleasure to work with,” says Mitchell Butts, Butts Tickets & Solutions Representative, “As we move into the third and final phase of this three-yearproject, we at Butts Ticket & Solutions are excited to be able to introduce a user-friendly, state-of-the-art, contactless mode of payment for all parks across the state of Delaware.”

PARKING-MOBILITY.ORG / JULY 2020 / PARKING & MOBILITY 49

/ PARKING & MOBILITY CONSULTANTS Architecture | Engineering | Consulting Strategic Planning and Management Maintenance and Restoration Design and Construction Technologies www.kimley-horn.com/parking

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John Dorsett, AICP, CPP Senior Vice President 317.842.6890 jdorsett@walkerconsultants.com

50â&#x20AC;&#x201A;PARKING & MOBILITY / JULY 2020 / PARKING-MOBILITY.ORG

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/ CALENDAR

2020 JULY 9

SEPTEMBER 9

OCTOBER 14

IPMI Free Online Shoptalk

IPMI Webinar

The Leading Edge – Response, Reopening, and Recovery for the Parking, Transportation, and Mobility Industry

How to Increase Retention and Build Team Culture

Enabling Daily Parking Decisions For Faculty and Staff: How More Granular Choice Has Reduced Parking Demand and Delighted Customers

https://www.parking-mobility.org/calendar/ free-online-shoptalk-the-leading-edge-responsereopening-and-recovery-for-the-parkingtransportation-and-mobility-industry/

JULY 14 & 16, 2020 Online, Instructor-led Learning: Wicked Problem Solving https://www.parking-mobility.org/calendar/onlineinstructor-led-learning-wicked-problem-solvingjuly-14-2020/

JULY 15 IPMI Webinar Reimagining a Sustainable, Resilient Workforce for Curbside Management parking-mobility.org/upcoming-webinars

JULY 15–JULY 16 Florida Parking & Transportation Association (FPTA) 2020 Virtual Education Seminar https://www.parking-mobility.org/calendar/floridaparking-transportation-association-fpta-2020educational-seminar/

JULY 28 & 30 IPMI Online, Instructor-led Course Analysis and Application of Technology parking-mobility.org/calendar

parking-mobility.org/upcoming-webinars

SEPTEMBER 15 & 17, 2020 Online, Instructor-led Course: Finance & Auditing for Parking, Transportation, and Mobility Pros https://www.parking-mobility.org/calendar/onlineinstructor-led-course-finance-auditing-for-parkingtransportation-and-mobility-pros-2/

SEPTEMBER 22–25 Carolinas Parking & Mobility Association 2020 Conference & Trade Show Charleston, S.C. carolinasparking.org

SEPTEMBER 27–30

parking-mobility.org/upcoming-webinars

OCTOBER 19–21 Parking Association of the Virginias Fall workshop Virginia Beach, Va. pavonline.org

OCTOBER 27 & 29 Online, Instructor-led Training Wicked Problem Solving https://www.parking-mobility.org/calendar/onlineinstructor-led-learning-wicked-problem-solvingoctober-27-2020

Campus Parking & Transportation Association Conference College Station, Texas

NOVEMBER 3, 5, 10 & 12

cptaonline.org

NOVEMBER 17-19

SEPTEMBER 28–30

California Public Parking Association Annual Conference & Trade Show San Diego, Calif.

Southwest Parking & Transportation Association Annual Fall Conference Las Vegas, Nev.

APO Site Reviewer online course begins parking-mobility.org/apo

cppaparking.org

southwestparking.org

NOVEMBER 18

OCTOBER 8–9

IPMI Webinar

IPMI Leadership Summit

A Portrait of El Paso Parking Using GIS

AUGUST 4, 6, 11 & 13

parking-mobility.org/100

parking-mobility.org/upcoming-webinars

Parksmart Advisor Online, Instructorled Training Begins

OCTOBER 13, 15, 20, & 22

DECEMBER 1-4

parking-mobility.org/parksmart

Online, instructor-led training

Parksmart Advisor https://www.parking-mobility.org/calendar/ipmiparksmart-advisors/

AUGUST 12 IPMI Webinar Considering an Alternative to Adaptive Reuse

OCTOBER 13–15

parking-mobility.org/upcoming-webinars

New York State Parking & Transportation Association Annual Fall Conference Watkins Glen, N.Y.

SEPTEMBER 8–9 MENA Transportation Projects Forum: Arab Transport Development & Integration Conference

nysparkingandtransportation.com

Florida Parking & Transportation Association Conference & Trade Show Palm Beach Gardens, Fla. flapta.org

DECEMBER 9 PARCS Replacement and Implementing the Latest Technologies: A Case Study of the American Dream Project in New Jersey parking-mobility.org/upcoming-webinars

Abu Dhabi bit.ly/39KH80h

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

52 PARKING & MOBILITY / JULY 2020 / PARKING-MOBILITY.ORG

/ Aims Parking ��1

PayByPhone Technologies, Inc. �� C2

aimsparking.com 800.886.6316

paybyphone.com

DESMAN �� 51 desman.com 877.337.6260

Flowbird ��17

877.610.2054

Rich & Associates, Inc. �� 51 richassoc.com 248.353.5080

flowbird.group 800.732.6868

Southland Printing ��11

International Parking Design, Inc. ��50

800.241.8662

ipd-global.com 818.986.1494

TNR Industrial Doors ��9

IPS Group Inc ��C4

705.792.9968

ipsgroupinc.com 858.404.0607

Kimley-Horn and Associates, Inc ��5, 50

southlandprinting.com

tnrdoors.com

Toledo Ticket ��7 toledoticket.com

kimley-horn.com/parking 919.653.6646

800.533.6620

Leonardo/ELSAG LPR Solutions �� 48

walkerconsultants.com

leonardocompany-us.com 877.773.5724

800.860.1579

MEYPAR USA Corp. �� 13 meypar-usa.com 281.404.1667

Walker Consultants ��50

Walter P Moore �� 51 walterpmoore.com 800.364.7300

Park Assist �� 31

WGI ��14

parkassist.com 917.793.5400

866.909.2220

WGInc.com

THE

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

Strategic Partner

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