The Parking Professional June 2015

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Big Data Analytics

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Engaging Customers, Changing Perceptions

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Understanding Our Millennial Colleagues

THE INTERNATIONAL PARKING INSTITUTE

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IPI Committee Updates

JUNE 2015

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Parking Management for Smart Growth Author, professor, and consultant Rick Willson on his new book and future vision for parking.

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WAYFINDING JUNE 2015 | Volume 31 | Number 5

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Parking Management for Smart Growth

PARKING MANAGEMENT

FOR SMART GROWTH

Author, professor, and consultant Rick Willson on his new book and future vision for parking.

R

ick Willson’s new book, Parking Management for Smart Growth, is a how-to guide on strategic management of parking to let communities better use existing resources and avoid overbuilding. It covers strategies from shared parking arrangements to digital tools that make the most of every space, and includes case studies of successful parking strategy that’s made a positive difference in communities around the world.

The book, says Willson, was a natural outgrowth of his first, Parking Reform Made Easy, which met great reviews when it was published in 2013. That introduced readers to the reasons behind smart parking, explains the purpose of parking requirements, explores land management reform, and explains parking theory and purpose to planners, many of whom have little education in the industry.

Willson is a professor in and chair of the Department of Urban and Regional Planning at California State Polytechnic University, Pomona.

He’s conducted extensive research in transportation planning, parking policy, the implications of communicative action theory in transportation planning, and transportation demand management, among other areas. His research is frequently published in scholarly journals and he consults with agencies that include the Bay Area Rapid Transit District. He holds a PhD in urban planning from the University of California, Los Angeles, and a master’s degree from the University of Southern California. He recently talked with The Parking Professional about parking planning, the future of the industry, and his new book.

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INTERNATIONAL PARKING INSTITUTE | JUNE 2015

INTERNATIONAL PARKING INSTITUTE

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30 BIG-DATA ANALYTICS BUSINESS STRATEGY

Big Data Analytics and Business Strategy

A deep dive into Washington, D.C.’s pay-by-cell program.

By Soumya S. Dey, P.E., PMP, Benito O. Pérez, AICP, and Cliff Wickstrum

B

ig data is an evolving term that describes any voluminous amount of structured, semi-structured, or unstructured data that has the potential to be mined for valuable information. Although big data does not refer to any specific quantity, the term is often used when speaking about data sets so large or complex that they exceed the capacity “V”s: the extreme volume of data, the wide variety of types of data, the velocity at which the data must be must processed, and the veracity of data.

However, data by itself is of limited value. The ultimate value of data is really based on the insights we draw that help us make smarter tactical and strategic business decisions. The data value chain is a way of defining the process of moving from data to insights via storage and analysis (shown in Exhibit 1).

Big Data in Parking An emerging trend in the parking industry is a shift toward networked assets for payments and real-time occupancy sensing. These assets generate significant amounts of data on a real-time basis. Consequently, big data has implications for the parking industry.

The International Parking Institute (IPI) has identified this opportunity and wants to ensure its membership is engaged and ready. In February 2015, IPI hosted a think tank to discuss how big data is being collected, how others are using this information, and where agencies can collectively improve operational efficiency, decision-making, and customer service while maximizing revenue. Big data will be one of the topics of interest at the 2015 IPI Conference & Expo in Las Vegas later this month, where IPI’s Technology Committee’s research will be presented.

Here, we analyze transaction data from Washington, D.C.’s successful pay-by-cell (PBC) program to formulate strategies for the future. It provides unique insights into

A deep dive into Washington, D.C.’s payby-cell program.

Legend Evacuation Route Streets Water Feature Parkland Feature

Average Transaction Volume High

EXHIBIT 1

Data Value Chain Generate

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➡

Store

INTERNATIONAL PARKING INSTITUTE | JUNE 2015

➡

Analyze

Low

➡

Insights

parking.org/tpp

Author, professor, and consultant Rick Willson on his new book and future vision for parking.

INTERNATIONAL PARKING INSTITUTE

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Cover photo: Erick Lopez

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sing e RePlearaking Brak

tin by ns d crea . eptio s an perc omer riences ng cust expe angi Ch ging rival engarant ar vib

the

By L. Dennis Burns, CAPP, and Josh Kavanagh, MBA, CAPP

P

arking has come a long way as an industry. We were once the back-door experience located at the front door of

business. As such, our goal was often little more than to be a non-event, removing the drag on commerce that dealing with the hassles of parking seemed to be by making the parking operation almost invisible. Far from creating competitive advantage for the businesses we supported, our role was to avoid creating competitive disadvantage.

That’s hardly the sort of thing that gets a person fired up about going into work in the morning.

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Releasing the Parking Brake

g

Welcome sign at Yamhill Garage in Downtown Portland, Ore.—Smart Park Program/ PICTOFORM Fast-forward a few dozen years and parking emerged as a legitimate profession. We came to understand ourselves as a service industry with our own high standards for operational and service excellence. The parking brake had been released but it was difficult to argue that parking was adding much forward momentum to the businesses we supported. Aside from the world of valet parking, it was hard to see that parking operations offered much in the way of competitive advantage.

It makes sense that no matter how much we did to improve the parking experience, it didn’t yield much in the way of competitive advantage. After all, parking is always a means to an end. The customer is there for dinner or to shop. As an industry, we have embraced our role as custodian of the “first and last impression” for many years but those impressions are generally disconnected from the primary motivation of our customers.

As such, even good parking experiences are reduced to commodities that do little to build brand loyalty or contribute little to the overall experience.

As the audience filters in and goes about finding their seats (a parking experience of a different kind), the preshow begins with master clown Brian Dewhurst.

His character, Brian le Petit, described as a bit of a bad uncle, serves as a foil for the house staff and generally runs amok in ways that description cannot do justice.

The end result is that before the house lights are out and the show begins, the audience has been fully engaged and is ready for the experience to come.

Just as the seating of an audience can become the preshow, so can the parking experience. We don’t just own the first and last impression; we own the first and last encounter. We own the preshow and the encore.

Changing perceptions by engaging customers and creating vibrant arrival experiences.

Context is King I’m not a clown, you say? That’s okay—not every show is Cirque du Soliel. The antics of Brian le Petit would hardly be an appropriate preshow for a tragic opera or a heady dramatic play. His preshow is tailored for an evening of cirque, of fantasy and whimsy, and it fits perfectly. In crafting your preshow it is essential to uncover what experience the preshow of your parking operation is seating the audience for.

Example of incorporating signage that leverages well known and local references to aid in a facility wayfinding – O’Hare Airport, Chicago

The Pre-Show Belongs to Parking How then do we take the next step, engaging the customer and providing forward momentum for the businesses we support? You’ll find the answer in Las Vegas this month, not just on the IPI Expo floor or in the breakout sessions but up the road at Treasure Island, where you can catch Cirque du Soliel’s “Mystère.” parking.org/tpp

JUNE 2015 | INTERNATIONAL PARKING INSTITUTE

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42 I

t is often said that if you want to learn something, you must experience it. So I did something different while researching this article—something a millennial would do. I researched my topic totally online, including newspaper and magazine articles I would have searched for in print another time. Aside from some personal interviews and surveys, it was all electronic. I wanted to be succinct and informative with some discussion about millennials in the workplace and how we as an industry need to be better prepared for them—to manage and be managed by them and have them as customers— so we can understand how our business is changing as a result.

So what is a millennial? Is there even a definition in a dictionary such as Webster’s? I didn’t actually check with an actual hard copy. That is so baby boomer. Who is Webster? Don’t you mean Wikipedia? I think that’s how a millennial would respond (electronically of course via text, Facebook, Instagram, Snapchat, or Twitter).

As listed on the Wikipedia website, otherwise known as the electronic encyclopedia, millennials are considered “the demographic cohort following Generation X. There are no precise dates when the generation starts and ends. Researchers and commentators use birth years ranging from the early 1980s to the early 2000s.”

Everything I have seen during the

last couple of months tells me the internet consensus suggests 1980-1995 or so should represent millennials.

To understand this generation, it may be helpful to refresh our social and civic knowledge of the American population demographic by generation: ●● ●Greatest generation: pre-WWII era, as those older than 75 (also called the silent or GI generation). ●● ●Baby boomers: those born after WWII, now up to 50 years old or so. ●● ●Generation X’ers: born late 1960s through 1980. ●● ●Millennials (echo boom, generation Y, or recession generation): born from 1980 through the mid-1990s. ●● ●New century generation: also called generation Z, born from 1995 or so to present.

Millennials’ Importance Why write an article for The Parking Professional about millennials in the parking industry when a small percentage of the IPI membership (my own estimate) is likely considered part of that generation? (This, by the way, is a huge issue for us as an industry and an organization going forward, and we’ll talk about it in a bit.) Our customers are millennials! And more of them are moving into urban areas where the majority of our parking facilities are. Our co-workers are millennials, too. If you haven’t noticed, the millennial generation population now outnumbers the baby boomers, with close to 80 million members.

Understanding millennials is important. It’s so important that the Executive Office of the President of the United States Council of Economic Advisers published “15 Economic Facts About Millennials.” Nearly 50 pages long, it provides an excellent summary of millennials in the work place. A quick summary of these facts, some of which I have rephrased to keep the politics out and some of which are quite obvious to a generation member with more wisdom, follows. One thing I noticed in the report is that the council classifies the youngest population (those born after millennials) as the homeland generation, whereas other media commenters would say generation Z:

Millennials are now the largest and most diverse generation in the U.S. Millennials have been shaped by technology.

Millennials value community, family, and creativity in their work.

Millennials have invested in human capital more than previous generations.

College-going millennials are more likely to study social science and applied fields.

More students rely on loans to pay for post-secondary education.

Millennials are more likely to focus exclusively on studies instead of combining school and work. ●● ●Millennials are more likely to have health insurance coverage during their young adult years. ●● ●Millennials are starting their careers during an historic downturn forecast to last for years to come. ●● ●Investments in human capital are likely to have a substantial payoff for millennials. ●● ●Working millennials are staying with their early-career employers longer than previous generations. ●● ●Millennial women have more labor market equality than those of previous generations. ●● ●

●● ● ●● ● ●● ●

●● ●

●● ● ●● ●

NOT-SO-MYSTERIOUS MILLENNIALS

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parking.org/tpp

JUNE 2015 | INTERNATIONAL PARKING INSTITUTE

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Not-soMysterious Millennials

Do we understand this generation of workers?

We need to.

Editor’s Note

DEPARTMENTS

4 Entrance 6 IPI Board Member Profile 8 Consultants Corner 1 0 The Green Standard 1 2 The Business of Parking 1 4 Sociability 1 6 Parking Spotlight 18 IPI’s Ask the Experts 20 Committee Communiqué 46 State & Regional Spotlight 48 IPI in Action 5 0 Community Digest 58 Calendar of Events 5 9 New IPI Members 6 0 Parking Consultants

NEW INSPIRATION

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e’ve all been there: Circling a block or urban neighborhood in the hunt for parking before a dinner reservation and spying what looks like a lot with space, only to sigh audibly at the chain blocking it off during non-business hours. The bank, library, or office building’s spaces are only for that business, even when that business is closed. We look at our watches, thump on the wheel a bit, mutter “stupid,” and circle on.

Rick Willson thinks it’s stupid, too, and he writes about the potential for shared parking in his new book, Parking Management for Smart Growth, out June 16.

The book is a sort of how-to guide for cities and institutions that are new to the concept of real parking management and covers a wide range of topics designed to improve parking now and well into the future without turning to “build more garages” as a knee-jerk reaction every time someone perceives a shortage.

This month, Willson talks to The Parking Professional about his ideas, the importance of parking management and parking professionals, and his new book.

I enjoyed our conversation and know you will, too. It’s well worth a read and a pass-along to people in and outside the parking profession.

I’ll be in Las Vegas at the end of this month at the 2015 IPI Conference & Expo—the largest gathering of parking professionals in the world. This is a highlight of my year, and I always come home with new industry friends, ideas for this magazine, and insight into the trends and ideas that keep the parking industry evolving. I’ll be in the IPI Member Services Center during Expo hours and wandering the Conference the rest of the week, so please come say hello. I’d love to meet you or see you again.

We hope you enjoy this issue. As always, please get in touch with your ideas and thoughts; my email address is below.

Until next month…

6 2 Advertisers Index 6 2 Parking Break

fernandez@parking.org

6 4 Exit

parking.org/tpp

JUNE 2015 | INTERNATIONAL PARKING INSTITUTE

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ENTRANCE Publisher Shawn Conrad, CAE conrad@parking.org Editor Kim Fernandez fernandez@parking.org

Technical Editor Rachel Yoka, LEED AP BD+C, CNU-A yoka@parking.org Advertising Sales Bonnie Watts, CEM watts@parking.org Subscriptions Tina Altman taltman@parking.org.

Graphic Design BonoTom Studio info@bonotom.com Proofreader Melanie Padgett Powers For advertising information, contact Bonnie Watts at watts@parking.org or 571.699.3011.

For subscription changes, contact Tina Altman, taltman@parking.org.

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

1330 Braddock Place, Suite 350 Alexandria, VA 22314 Phone: 571.699.3011 Fax: 703.566.2267 Email: ipi@parking.org Website: parking.org Postmaster note: Send address label changes promptly to: The Parking Professional 1330 Braddock Place, Suite 350 Alexandria, VA 22314 Interactive electronic version of The Parking Professional for members and subscribers only at parking.org/tpp.

Periodical postage paid at Alexandria, Va., and additional mailing offices. Copyright © International Parking Institute, 2015. Statements of fact and opinion expressed in articles contained in The Parking Professional 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 IPI. Manuscripts, correspondence, articles, product releases, and all contributed materials are welcomed

by The Parking Professional; however, publication is subject to editing, if deemed necessary to conform to standards of publication.

The subscription rate is included in IPI annual dues.

Subscription rate for non-members of IPI is $120 per year (U.S. currency) in the U.S., Canada, and Mexico.

All other countries, $150. Back issues, $10.

The Parking Professional is printed on 10 percent recycled paper and on paper from trees grown specifically for that purpose.

4

DATA IS EVERYTHING

By Irena Goloschokin

I

t’s an exciting time to be a parking professional. In my 10-plus years in the industry, I’ve never seen it evolve so quickly and dynamically.

Advances in technology have allowed for incredible innovation we could only dream about just a few years ago.

The one thing on everyone’s mind is data: How do I get the data I need, who owns the data, how do I best use it, and perhaps most importantly, how do I keep it secure? The statistics we hear are alarming: ●● More than 80 percent of the world’s data has been created in the last two years. ●● The number of smartphone users has more than doubled in the last three years. ●● Organizations only analyze 12 percent of their data.

Almost every product and solution parking professionals develop, purchase, and implement creates and shares data, and we have to figure out how to use that data to do our jobs more efficiently and effectively. Data is now everything and everything is now data.

Consumers want to be automatically directed to the closest open parking spaces, track when the next bus arrives, and purchase a parking permit from anywhere, all in real time in the palm of their hands. With that also comes increased concern about the data (particularly financial) consumers are sharing. Unfortunately, the parking industry has recently fallen victim to multiple security attacks.

The credit card industry continues to evolve and advance its data security measures with initiatives such as EMV and PCI 3.0— the most significant data security initiatives affecting the parking industry in 2015. If your organization captures and stores credit card information via card-present (live, in-person) transactions, the time is now to contact your acquirer, bank, and equipment/ system provider to develop a plan and establish a timeline for how you plan to tackle the Oct. 1 2015, EMV liability shift.

PCI DSS 3.0 went into effect Jan. 1. Therefore, if your operation accepts online credit card payments, consult with the vendors who host your website and provide payment management to understand what they are doing to comply with PCI DSS 3.0. If you host your website yourself, it’s crucial to consult with a data security vendor to ensure your site is meeting requirements.

These standards cannot guarantee the prevention of a future data breach; their purpose is to drive all participants in the payment process toward a higher level of security focused on processes and systems.

INTERNATIONAL PARKING INSTITUTE | JUNE 2015

IRENA GOLOSCHOKIN is EVP, strategy and products, with T2 Systems, Inc., and a member of IPI’s Board of Directors.

She can be reached at igoloschokin@ t2systems.com.

SHUTTERSTOCK

Contributing Editor Bill Smith, APR bsmith@smith-phillips.com

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T E C H N O L O G Y

IPI BOARD MEMBER PROFILE

WANDA BROWN Member, IPI Board of Directors Assistant Manager, Parking and Transportation Services, University of California Davis Medical Center

L

ife is quite interesting! I love my family, I love my family, I love my family. They make this journey in life worthwhile.

As a mother, you want the best for your children and you want them to value life, themselves, and others. The journey of growing up (I am speaking of myself ) is embodied in watching my children grow up. I must say, having this family speaks loudly about God’s love for me. I am enjoying them more now than ever.

When we get together, our community knows we are all there. I enjoy cooking, so I cook for the cancer patients in my church or go to the home of a senior in my community and cook. Anyone who has been disabled due to illness or other circumstances can count on me. My husband, Carl, mentors youth in reading and develops young boys to become productive young adults; my son, Ian, has reached out in basketball clinics; my daughter, Mikal, mentors high school students in using their gifts in an entrepreneurial way; and my daughter, Catherine, mentors college students on how to stay focused and complete their dreams. While I am the only one in the family who is not connected to a Greek sorority, I bring that special touch as a Southern mother—food that warms the soul.

While I have had the privilege of researching legislation for the California Assembly Office of Research; providing managerial oversight of water, soil, and air chemical analysis for Superfund sites; assisting brokers on the sale of stocks and bonds; working in the semiconductor arena; and assisting with building parking garages, nothing

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INTERNATIONAL PARKING INSTITUTE | JUNE 2015

takes the place of cooking with intent and purpose. I want to show my adult children that the greatest gifts are the gifts you give away.

My Louisiana gumbo says, “There isn’t a dollar that you are not worthy of.” My jambalaya says, “Let’s spice up life and enjoy its flavors.” My crawfish etouffee speaks loudly of living life smoothly and going with the flow. To top it off, my warm chocolate Southern pralines loaded with sweet pecans say, “Laissez les bon temps roulez” (let the good times roll)!

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CONSULTANTS CORNER

MENTORING THE NEXT GENERATION OF PARKING PROFESSIONALS

By Deara M. Person, CAPP

I

t only takes a moment to look back at the history of the parking industry to see numerous reasons why it is important to keep reaching, teaching, and developing young adults to take over the business of parking. John Crosby wrote, “Mentoring is a brain to pick, an ear to listen, and a push in the right direction.”

Mentoring

DEARA M. PERSON, CAPP, has more than 20 years’ experience in the parking industry and is a member of IPI’s Consultants Committee. She can be reached at dearap@aol.com.

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Mentoring is one way to open the door to young parking professionals with innovative ideas. Solid evidence proves that mentoring programs work. Mentoring is beneficial to both the organization and staff. Organizations can use mentoring as a recruitment tool to help them develop potential employees. Some organizations hire high school and college students to replenish their talent pools more rapidly.

Many mentors have turned individuals into high-­ profile­successful people who are working in a number of industries. For example, Hillary Clinton credits her former spiritual advisor as the person who placed her on the path to success.

What is a mentor? Some people define professional mentors as individuals who bring a variety of skills to the table that will enable them to enhance the careers of their mentees. Mentors use a number of techniques to assist their mentees, including modeling the way, encouraging, nurturing, teaching, listening, providing opportunities, and helping younger professionals build relationships that will open doors for years to come.

Effective mentors provide their mentees with professional guidance to enable them to navigate their field of interest—in this case, all things parking. To make the most of this partnership, both parties must agree

INTERNATIONAL PARKING INSTITUTE | JUNE 2015

to meet regularly and each person must be respectful of the other person’s time.

Setting Expectations At the first meeting, mentors and mentees should ask questions, establish goals, and set expectations for completing the various tasks. A written contract is a good way to ensure everyone is on the same page and provide clarity during the mentoring process. Mutual respect, shared values, and reciprocity are other essential keys to a successful mentoring relationship. In other words, the mentee must be willing to share information with the mentor and not seek to be on the receiving end of the relationship all the time.

Mentors and mentees should look to uncover any likes or dislikes they may have in common, as this will help bind them closer together. Building a sustainable mentoring relationship is important for both parties.

Mentorship can be a mutually rewarding experience that both parties can enjoy.

For anyone seeking to enter the 21st century business environment, mentoring is one way to go that will enable more organizations to be sustainable and long-lasting.

Baby boomers have the knowledge and expertise to help prepare the way for those who will follow in their footsteps.

Mentoring, internships, or sponsoring young professionals can bring a breath of fresh air to the parking industry.

ISTOCK / © STEVE DEBENPORT

I remember listening to IPI co-founder James Hunnicutt, CAPP, telling a room full of conference attendees how he began his career in the parking industry. He said he knew most of us did not plan on becoming parking professionals when we grew up. In that moment I thought about my early days in the parking industry.

Numerous researchers have found that by the year 2020 the workforce will shift and a vast number of baby boomers will retire. How can the parking industry capture the knowledge and expertise of boomers and create a sustainable future for the parking industry?

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THE GREEN STANDARD

PLACEMAKING AND PARKING

By Isaiah Mouw, CAPP and Brent Matthews, CAPP

I

ISAIAH MOUW, CAPP, is vice president of Republic Parking Systems and a member of IPI’s Sustainability Committee. He can be reached at imouw@ republicparking.com.

BRENT MATTHEWS, CAPP, is director of director with the Chattanooga Area Regional Transportation Authority. He can be reached at matthews_ brent@gocarta.org or 423.424.1316.

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The unfortunate accolade was something of a wake-up call for the citizens of Chattanooga.

They responded in 1985, when a group of citizens formed the Chattanooga Venture Committee and hosted public forums that focused on places, work, play, and government. Open to everyone, these forums established a blueprint for city improvements and revitalization that has yet to cease. Fast forward to present day: Chattanooga boasts one of the most beautiful downtowns in America and is considered something of an outdoor mecca. In 2011, it was named the best town ever by Outdoor magazine and in 2012, was named “Best Outdoor City” by Blue Ridge Outdoors.

Rock climbing is one of the fastest growing sports in America. And with Chattanooga being one of the finest outdoor cities in the nation, it was only a matter of time before a premier rock climbing facility would be built. But where would it go? That’s where parking comes into play.

Climbing a Garage Shuttle Park North Garage was built in 1992 by the Chattanooga Area Regional Transportation Authority (CARTA) to serve as a shuttle hub and parking garage for the Tennessee Aquarium and other riverfront area downtown attractions. When the garage was originally built, the ground-floor retail area included a 12-screen movie theater. As Downtown Chattanooga continued to grow, a new theater was built, leaving the garage retail space open until CARTA signed a lease with developers River City Company. In January 2013, High Point Climbing and Fitness broke ground; today, it is a state-of-the-art, 23,000-square-foot climbing and bouldering gym. The best part of it is the 11,000-square-foot public art piece that has 5,000 square feet of functional climbing anchored to the façade of the garage. Climbers can literally climb the façade of the garage!

This is what urbanists and community leaders are now referring to as placemaking. Placemaking is a movement

INTERNATIONAL PARKING INSTITUTE | JUNE 2015

that inspires people to reimagine public spaces as the heart of the community. It is a process that pays close attention to the social, cultural, and physical identities of the area when designing public spaces. The High Point Climbing Gym is a wonderful example of parking and placemaking.

Parking garages should serve as community gateways, not only providing parking spaces but a hub for information and connectivity with the community. And what better way to do that than by installing a rock climbing wall on the outside of a downtown garage in the city known for its outdoors?

Parking professionals, planners, engineers, and architects should do everything they can to match the character of the community and add vitality to street life when designing parking garages. As Fred Kent, founder of the Project for Public Spaces, often states, “If you plan cities for cars and traffic, you get cars and traffic. If you plan for people and places, you get people and places.”

Motorists are more likely to become both occasional and regular cyclists and pedestrians when these sorts of considerations are taken for streets, parking, and transportation. Every parking organization has the ability to make a signification impact in this area. What can you do with your garages to add to your city’s vitality?

VICTORIA HALES MOUW/THE BRIDGE STUDIOS

n the 1950s and ’60s the City of Chattanooga, Tenn., was one of the leading manufacturing cities in the U.S. With that success came the typical unintended consequences for a manufacturing city: pollution, smog, and ugly industrial plants. In 1969, network news anchor Walter Cronkite announced to a national television audience that Chattanooga was the dirtiest city in America.

THE BUSINESS OF PARKING LEGAL

VIDEO SURVEILLANCE: THE RISE OF THE MACHINE?

By Leonard T. Bier, JD, CAPP

W

While at a government conference event, an attendee was assaulted by an intoxicated hotel guest who was not participating in or invited to the event. The assailant fled the scene before hotel security or the police arrived. I was tasked to interact with hotel security and local police.

The assailant was found, identified, and arrested within six hours thanks to CCTV cameras that tracked him back to his room in the hotel. The assailant was prosecuted.

Is this incident indicative of an Orwellian police state or the responsible use of surveillance technology?

Although parking enforcement officers (PEOs) do not carry guns and rarely cause grievous bodily harm in the performance of their duties, some jurisdictions permit them to carry Mace for self-defense, along with handcuffs if they are authorized to take persons into custody. Anyone on the municipal side of the parking industry is acutely aware of the potential for a PEO to be assaulted or harassed in the performance of his duties. You only need to watch the reality television show “Parking Wars” to see the parking public in action.

Cameras

LEONARD T. BIER, JD, CAPP, is the principal of Bier Associates. He can be reached at lenbier@ optonline.net or 732.828.8864.

12

In 36 years representing parking authorities, I have, on multiple occasions, appeared in municipal court to prosecute a defendant for an assault on a PEO or to defend a PEO from charges of an assault by a member of the public. PEOs have been struck with fists, spit on, and hit with automobiles. However, when trying cases in the municipal court without an independent witness, it often becomes a he-says-and-she-says situation that, absent some other form of evidence, results in the dismissal of charges by the trial judge.

The national call to have vehicle-mounted cameras for traffic stops and body cameras for officers who interact with and confront citizens in situations that may lead to arrest is appropriate to protect the police from accusations of brutality or excessive force and the

INTERNATIONAL PARKING INSTITUTE | JUNE 2015

public from the use of excessive force, false arrest, and trumped-up resistance charges. The question is should municipalities and parking authorities also issue body cameras to PEOs? One of my parking authority clients in the early days of body cameras had lapel radio microphones with embedded video cameras. Cameras were triggered by a switch on the lapel microphone and used to record any and all confrontations and document unusual vehicle parking circumstances, such as a car parked in the wrong direction of travel or on the sidewalk, for later use as documentary evidence in court. The cameras’ video cards could only be accessed, viewed, and erased by supervisory personnel. The cameras were very effective but were discontinued by the authority because they drained mobile radio batteries.

Both public and private parking industry operators maintain customer service centers to issue parking permits and access cards as well as collect fees, fines, and other charges. Often, the public is separated from service center personnel by a glass partition. Although the barrier may prevent a physical assault, it does not prevent the staff or public from being verbally abusive.

CCTV cameras that record audio and video on both sides of the partition can assist management in assessing public complaints alleging inappropriate staff behavior and determining the true responsible party in a confrontation.

The public already uses cell phones to record and document perceived and real social injustice, as well as every aspect of their lives, which they post on social media. Video and audio surveillance recording in standalone and mixed-use parking facilities, as well as in the field utilizing vehicle-mounted and body cameras to document incidents, protect the public, and substantiate appropriate or inappropriate staff/public behavior, is the new normal.

SHUTTERSTOCK

hat is the connection between video surveillance, police brutality, and the parking industry? To begin with, many off-street parking facilities use closed-circuit television (CCTV) to monitor vehicle entry and exit lanes, capture license plate information, and record video of persons entering and leaving.

This video is routinely reviewed in cases of assault, vandalism, or property damage.

When it comes to PARKING AND TRANSPORTATION STRATEGIC PLANNING, Kimley-Horn is the clear industry leader!

The most successful parking and transportation programs in the country have a common denominator: they have all embraced the importance of having a strategic plan to guide their programs.

The Kimley-Horn team has led the development of innovative approaches to integrating parking strategic planning into larger community master plans and more comprehensive access management programs.

To learn more, contact parking@kimley-horn.com or Brett Wood at (602) 906 1144

WHAT IS PARK+?

Park+ is changing the way our industry plans for parking.

Kimley-Horn developed the

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proprietary parking scenario planning software to help our clients better understand parking

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demand, policy decisions, management approaches, and overall changes to parking behavior. Whether you are a city or college campus, Park+ can help you make more informed decisions and plan for the future.

Come join us at Booth 947 to learn how Park+ can change the way you look at parking.

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SOCIABILITY

HOW TO CREATE A SMARTPHONE APP YOUR CUSTOMERS WILL ACTUALLY USE

By Ted Janusz

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wenty years ago, many small businesses that spent the majority of their advertising dollars on Yellow Pages ads couldn’t quite understand the need for a website.

But eventually they invested in and then upgraded their online presence. And look where the Yellow Pages are today.

App Benefits

TED JANUSZ is a professional speaker on the topic of “social media for baby boomers,” author, and marketing consultant. He is the author of the Social Media Marketing Guide for Parking Professionals, which is a free publication for IPI members and can be downloaded from parking.org/ socialmediaguide.

He can be reached at ted@ januspresentations. com or 614.440.7487.

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Let’s examine four benefits to developing an app: 1. A mobile app can help obtain valuable feedback about your customers’ behavior. That information can likely increase both your business’s revenue and profit margin.

2. You can keep updating your app to feature new products and services.

3. You can make money by offering in-app advertising to other businesses.

4. By integrating the major social networks with your app, you can increase the scope and reach of your business.

Now, take a look at four potential benefits for your prospects and customers: 1. You can allow your customers to interact directly with the company. The easier it is for the customer to interact with you, the more business you can generate.

2. Your customers can receive special offers and coupons in real time rather than forcing them to look in other media.

3. Your business’s mobile app can offer a safer alternative for them to make purchases.

4. Customers’ questions can be answered in real time on the app, or they can participate in a contest, game, or card-free rewards program.

INTERNATIONAL PARKING INSTITUTE | JUNE 2015

Making Your App Stand Out Currently, Android users have a choice of more than 1.3 million apps; iPhone users can choose from 1.2 million apps. Consider: ●● The average smartphone user now downloads zero apps per month (ComScore and Quartz). ●● 42 percent of all app time spent on smartphones occurs on the individual’s single most used app (ComScore).

With that kind of competition, how can you make sure your app is downloaded? Perhaps more importantly, once it has been downloaded, how can you be sure your app is actually used?

The key to success is to solve a business problem for your user with the app. Allow your consumers to accomplish more in less time, reduce waste, save money, and receive better customer service.

“A company may have the best app as a tool to increase revenue,” says AJ Rassamni, author of Dirty Cars Filthy Rich!, “but if the company doesn’t offer any incentives for customers to download the app and use it, then the app is not worth anything. The app offers many valuable strategies to increase number of clients, dollar per transaction, and frequency of visits of any business.”

For example, when a customer visits a car wash and checks in on social media using the app, he can receive an immediate discount (up to $5) off his purchase. In addition, his digital loyalty card can be stamped with each purchase—eight digital stamps earn a free car wash. Further, because of a feature available with the app called “geo fencing” (the app will know when the customer is in the vicinity of the car wash), the app can push out incentives and free offers for the customer to return and redeem the offers.

Sounds like something parking could do, doesn’t it?

ISTOCK

There are now more than 120 million smartphone users in the U.S., representing about 40 percent of the population. Up to 50 percent of Internet searches are now conducted on mobile devices.

Data from Nielsen shows that U.S. Android and i­ Phone users age 18 and older spend 65 percent more time each month using apps than they did just two years ago. Additional data from Flurry Mobile Analytics show that the average American consumer spends more time with his smartphone each day than in front of the television.

The mobile device has become our No. 1 screen.

MHTM™ MicroDrive.

The parking barrier.

www.ac-magnetic.com

PARKING SPOTLIGHT IPI MEMBER

DENVER PARKING OPERATIONS

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arking Operations is a division of Transportation within Denver Public Works. The department has nine full-time employees who are devoted to policy, planning, off-street management, and on-street curb lane management programs, and is supported by other public works professionals in the Transportation and Right-of-Way Enforcement divisions—approximately 150 employees. Responding to questions is Sean Mackin, manager of parking operations.

The Parking Professional: What do you think your department does particularly well? What’s unique about it?

SEAN MACKIN: The team is progressive and

very motivated to both develop and use best industry practices, not just traditional municipal management practices. We strongly feel that parking is an important part of the mobility conversation and an integral component of the overall transportation network.

We focus on developing customized strategies for unique areas instead of relying on onesize-fits-all approaches, and all our work is underscored with a commitment to customer service, stakeholder collaboration, and a focus on multi-modal solutions.

TPP : You’re known for your strategic parking plan. How did that come about and what is its value to your department?

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SM: The development of the Denver Stra-

tegic Parking Plan (SPP) was essential to the development of our team’s philosophy that parking should be managed as a shared and valuable public asset. It stemmed from a comprehensive data collection effort that clearly showed a notable contradiction between perceptions and reality pertaining to available parking throughout the city.

Understanding that our unique areas needed to be more actively and thoughtfully managed to enable access to residential areas and promote economic development in commercial destinations, we calibrated a new vision for context-based, multi-­faceted strategies that we use daily to guide and direct decision-making. The SPP helps us explain why parking-related strategies should be considered some of the most important city-building tools and how directly even

INTERNATIONAL PARKING INSTITUTE | JUNE 2015

the simplest parking concepts relate to our collective quality of life.

TPP : How have you involved the public in the parking plan? What does it mean to them?

SM: Stakeholder involvement is a foundation

element of the SPP. In short, we firmly believe that parking management strategies are only implementable and ultimately successful if we involve, educate, and empower the public to be part of the planning and development process.

We seek out a representative cross-section of all stakeholders, solicit feedback, and provide multiple opportunities for engagement throughout a project, even if that process adds additional delay and complexity.

TPP : How do you recruit and retain good employees?

SM: We are fortunate to have a fantastic hu-

man resources department that understands our needs and works to ensure that employees have a background in both parking and transportation; it’s important that we hire those who also understand the effects our decisions have on the broader mobility system.

Denver is developing a strong reputation for progressive and forward thinking, and

our growing economy provides a real-life learning laboratory to test new, out-of-thebox strategies.

We look for candidates who can thrive in that environment and display creativity and energy. Once they are on board, we work to maintain an atmosphere where they feel encouraged and supported to innovate by supervisors and upper management alike.

TPP : How have you embraced technology? Anything new on the horizon you hope to adopt?

SM: Since 2009, we have converted 6,000

on-street meters to smart meter technology, which gives us new access to data for analysis and decision-making. We recently moved our parking permit programs to provide full online registration and renewal services, offering a new level of customer service and convenience to almost 25,000 customers. We regularly meet with new vendors and startups and proactively visit different cities and facilities across the country to learn about technology innovations that can offer new benefits to our users. Soon, we will be testing new on-street electric vehicle charging stations, piloting a citywide guidance and count systems starting at the largest performing arts complex under one roof, and exploring new mobile applications to improve wayfinding to available parking locations.

strive to improve our programs using the SPP as a compass for our actions. We work to revisit policies to make sure they are still relevant and applicable to our growing and evolving city. Finally, we encourage our team members to be involved with IPI and other professional development opportunities so we can continue to learn from other parking professionals and be inspired to keep reaching toward improvement.

TPP : What advice would you give a new or aspiring parking professional?

SM: Never feel like you’re in a box simply

because you work in the parking industry. Feel the freedom to be creative and understand the importance your decisions have on a much broader scale! Keep your perspective on this bigger picture and how parking ties to both the broader transportation system and to general quality of life for our customers. Have patience as long-standing policies, practices, and philosophies take a while to change. Most importantly, seek out professional memberships and mentorships —such as those available through IPI—to develop a network of others you can lean on to create and innovate when tough challenges arise.

TPP : What is your department’s biggest challenge, and how do you meet it?

SM: Like any municipality, we face budget

constraints to pursue new innovations and strategies that could provide new tools for our team. We also face challenges when it comes to balancing and meeting expectations with the public users of our system. Despite our most creative strategies built on collaborative efforts, there is rarely a situation where we create enough parking to meet demand, especially when it comes to on-street parking. Finally, we own and operate a very small percentage of the off-street parking in the city, which makes it challenging to manage the on- and off-street inventory together as a system.

TPP : How do you keep your parking management policies and perspective fresh?

SM: Our team members are energetic and

love to continue innovating and streamlining our processes so we can continue to do more with our resources. We always parking.org/tpp

JUNE 2015 | INTERNATIONAL PARKING INSTITUTE

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IPI’S ASK THE EXPERTS

When did you first consider yourself a parking professional?

Area Manager

Lanier Parking Solutions I think it hit me in the rain. I started out in event parking and one day while working a busy concert, the bottom fell out of the sky. Everything was wet and visibility was almost zero, but my guys and I adapted like clockwork and didn’t miss a beat. It dawned on me that we knew what the heck we were doing and that the professional service we provided was worth every dime we charged.

Dennis Burns, CAPP Regional Vice President

Kimley-Horn and Associates I was director of parking and transportation for a large health care system. In time, I gained responsibility for a number of other departments/services and was fast becoming a health care generalist rather than a parking and transportation specialist. I remember clearly the day I decided to stay in parking and transportation; several months later, I moved to Atlanta and joined the world of parking consulting. I have never regretted the decision!

Isaiah Mouw, CAPP Vice President

Republic Parking System When I was finally invited to the roundtable.

Early in my career, the city invited me to be a part of the planning committee for a very large event it was hosting. All of a sudden, the planning committee was asking for my advice and my opinion on the parking and transportation for that event. That was the moment I changed from viewing myself not only as a parking manager but as a parking professional as well.

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Brett Wood, PE, CAPP Parking and Transportation Planner

Kimley-Horn and Associates, Inc. When I presented in front of my first audience at the IPI Conference (and didn’t get booed off the stage).

It was a great feeling to connect with some of the smartest people in our industry and know that I helped them, even in a small way.

Roamy Valera, CAPP Senior Vice President, Municipal and Institutional Services SP+ After writing my first tickets and towing my first car, I wanted to lead the the parking enforcement program.

Once I was promoted and holding my first leadership position, I knew parking was in the blood!

The opinions, beliefs, and thoughts expressed by the contributors do not necessarily reflect the opinions and viewpoints of the International Parking Institute or official policies of IPI.

Frank Giles

PLANNINGPARKING | CREATING PLACES

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HELPINGPEOPLE

Check out some of the great new features on TimHaahs’ website: Visit www.timhaahs.com to read “Our Story,” meet our leadership team, and view our featured projects.

Subscribe to our new blog

“Happenings.”

Get answers to your biggest parking questions from our Parking

Atlanta

Jacksonville

Miami

New Brunswick

Database.

Philadelphia

Washington, DC

COMMITTEE COMMUNIQUÉ

ON THE MOVE: IPI COMMITTEES HARD AT WORK

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PI’s many committees have been very busy working to advance our industry and our profession. Find out how in this new quarterly column.

Accreditation Committee

IPI’s Accreditation Committee was formed in 2011 to research, design, develop, and launch an industry standards and accreditation program for IPI. The initial vision of the program was to create a credential that would identify and celebrate exemplary parking organizations—parking and related facilities that use what our membership recognizes as industry best practices—and convey that accomplishment internally to our members, externally to our customers and stakeholders, and to our governing organizations in the U.S. and around the world.

This has never been done before in our industry, and we had to start from scratch. It proved a mammoth task.

The committee investigated ISO standards, best practices from other industries, and various accreditation programs and techniques. We slowly developed a content and approach we thought would fit our membership and industry the best. In 2014, we developed a scorecard of 250 industry best practices and assembled a beta test group to work through the accreditation process with us and provide commentary and feedback.

In the spring of 2015, with visits to our stellar beta sites and firsthand experience working with our standards and scorecard, we improved and refined the program, and the completion of our task is now in sight.

Please visit us at the 2015 IPI Conference & Expo in Las Vegas, where we will formally launch the IPI Accredited Parking Organization program and congratulate our first APOs! ●● Committee Chairs: David Hill, CAPP, and L. Dennis Burns, CAPP

Consultants Committee The purpose of the Consultants Committee is to develop projects, programs, and products that benefit our industry by providing technical expertise on industry standards and processes. Currently comprised of 12 members, including national and international parking professionals from leading parking consulting and design firms, the committee meets monthly to advance programs and publications and discuss industry trends.

The committee writes the Consultants Corner column in The Parking Professional, focusing on important matters and project experiences in the consulting world. At the 2015 IPI Conference & Expo, committee

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members and parking professionals will participate in two educational sessions: ●● “Talk Back—Consultants Share Their Perspectives on Planning, Design, Operations, and Where the Industry Is Headed” is a panel discussion in which four parking industry leaders will offer different perspectives on various aspects of parking, including best practices and parking trends based on project experiences. ●● “Delivery Systems for Parking Structures—Case Studies and War Stories from Design and Construction Professionals” is a joint presentation that will examine delivery methods for garage projects and feature best practices published in CMAA’s “An Owner’s Guide to Project Delivery Methods.” ●● Committee Chair: Mark Santos, PE

Education Development Committee The Education Development Committee (EDC) has been very busy! The committee collaborated to create the CAPP Resource Guide. Since the changes to the exam occurred, the remaining question for applicants interested in seeking the CAPP credential is “How do I study for the new exam?” The EDC has been working extensively on the contents of a resource guide that will assist those interested in obtaining the CAPP credential in preparing for the examination. The EDC has taken into consideration feedback from applicants and developed the first edition of a resource guide to meet those needs.

The EDC continues to explore new ways to expand IPI’s educational offerings for industry members, from entry-level novices to seasoned professionals. The committee is working on a new online learning course on the topics of finance and auditing. Please look for us at the IPI Conference—many EDC members will be moderators for the education sessions. ●● Committee Co-chairs: Michael Klein, CAPP, and Tom Wunk, CAPP

Membership Committee Remember your first time? Awkward, right? Well if this is your first time attending the IPI Conference & Expo (what did you think we meant?), have no fear! The Membership Committee is holding a first-timers orientation session at the Conference to help you enjoy, navigate, and get the most out of the conference. This will be informal but informative, and all are welcome. If you’re a veteran

This summary is just a brief update on a few of the projects in the works for our

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members and our organization— be on the lookout for the call for volunteers this summer to jump in and get engaged.

Conference goer, look for attendees with “new bees” on their badges to signify their first Conference. Give them a warm welcome!

Membership Committee members will also be serving as Conference guides to our newbies, showing them around and introducing them to friends and colleagues.

Networking is a huge benefit of IPI membership so we do what we can to facilitate the process.

But wait—there’s more! We work year-round to attract and retain members. We hold monthly calls to brainstorm the best ways to attract new members and ensure existing members are making the most of their membership. You may have received a call from one of us simply checking in to see if you’re aware of all the benefits—the Conference, the magazine, the website, the IPInsider, webinars, and more.

Ultimately, our goal is to reach everyone, and this year we’re widening the net. We want to reach all the parking professionals who aren’t reading this magazine. They may be your bosses, your colleagues, your customers, or frontline staff. Please help us fulfill our mission: Tell them about IPI, loan them your magazine, or send them a link to parking.org. ●● Committee Co-Chairs: Wanda Brown, and Dan Kupfermann, CAPP parking.org/tpp

Parking Matters® Committee IPI’s Parking Matters® Committee has again completed another productive year. That marks the fifth year of the program—a milestone some might never have imagined reaching. The highly capable and engaged committee continues to support IPI in telling our industry’s story.

Of the many accomplishments this year, the committee completed: ●● Emerging Trends Survey. The committee assisted in the development of this year’s Emerging Trends Survey.

The survey has been a mainstay of IPI’s publications, and each year questions are added or re-worked so the industry remains informed. This year’s survey adds questions about commercial outsourcing of parking operations, ADA parking abuse and remedies, and Green Garage Certification. ●● Parking Matters® Marketing & Communications Awards. Now in its second year, this award is designed to recognize outstanding parking-related marketing, public relations, or communications programs or campaigns. There was a substantial increase in the JUNE 2015 | INTERNATIONAL PARKING INSTITUTE

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number of submissions over last year, and the committee narrowed the field to a small group that will be recognized in Las Vegas. ●● Media Training. Another committee product to be delivered in Las Vegas will be media training. Delivered by committee members Vanessa Solesbee, Cindy Campbell, and Casey Jones, CAPP, “Parking Matters® Media Training: Making the Most of Media Opportunities” will help even the most reluctant among us thrive in the media spotlight. ●● Publications. The committee will soon publish a white paper on developing a strategic parking plan and has partnered with IPI’s Safety and Security Committee to produce a senior drivers safety piece with AAA Mid-Atlantic.

We continue to distribute public service messages to reduce the number of children who die of heatstroke in hot parked cars. ●● Blog/Media Engagements.

On top of its regular work, committee members serve as IPI bloggers and have engaged the media countless times on behalf of the organization. ●● Committee Chair: Casey Jones, CAPP

IPI

Professional Recognition Committee The Professional Recognition Committee has selected its 2015 slate of award winners that will be presented at the awards ceremony luncheon during the 2015 IPI Conference & Expo in Las Vegas. For the first time, we have added a new category and will be awarding the Lifetime Achievement Award to a very deserving first class of recipients. Awards will also be given for Staff Member of the Year, Supervisor of the Year, Organization of the Year, and the most prestigious James M. Hunnicutt, CAPP, Parking Professional of the Year Award., ●● Committee Co-Chairs: Larry Cohen, CAPP, and Gary Means, CAPP

Research Committee The Research Committee recognizes the need for primary research. Just how big is the parking industry? How many spaces are there in total? How many people does it

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employ? How much money does it generate? What is the full economic effect of parking on our cities, towns, and neighborhoods? We have some broad and generalized estimates, which are conservative in nature, and originate in data that is both outdated and often localized. As the industry leader, IPI is embarking on primary research to answer these questions, and advance the parking industry through the application of that research. ●● Committee Chair: Irena Goloschokin

Sustainability Committee The Sustainability Committee has been busy crisscrossing the U.S. with a sustainability presentation at many regional parking association conferences. Rachel Yoka even pulled a “Planes, Trains, and Automobiles” move, getting to a regional conference when fog rolled in and grounded her flight.

The committee has also been working on updating the CAPP Sustainability Course that will be delivered at the IPI Conference in Las Vegas. Stay tuned, as the committee is working on providing sustainable nuggets on a regular schedule, along with information on “Greenwashing.” ●● Committee Co-chairs: JC Porter, CAPP, and Brian Shaw, CAPP

Technology Committee The Technology Committee had a busy start to 2015.

We published a revised Parking Technology Glossary, which is available for download on the IPI website and in paper format. The glossary is accessible for online searches via the IPI website.

We also launched our “Big Data: What Is It and Why Does It Matter” presentation in February. We have offered the presentation via an IPI webinar and have presented it to four regional associations at press time.

The presentation defines big data and explains where to obtain the data and how to determine the value of the information. In addition, it introduces applicable uses of big data in the parking and transportation sector, as well as important factors to consider when seeking to apply it in your operation.

Finally, we updated our online course “Technology Trends in Parking,” which will be released this summer to provide IPI members the opportunity to learn of new technologies emerging in the industry. ●● Committee Co-chairs: Mike Drow, CAPP, and Peter Lange This summary is just a brief update on a few of the projects in the works for our members and our organization—be on the lookout for the call for volunteers this summer to jump in and get engaged.

5 ways you can save a child from dying in a hot parked car this summer.

Never leave your car without checking the backseat. Put your wallet or phone in back as a reminder.

Never leave your child in a parked car.

Never. Not even for a minute.

If your child is missing, check the pool, car, and trunk of car immediately.

Call 9-1-1 if you see a child alone in a car. Every minute counts.

Arrange for your childcare provider to call if your child doesn’t arrive on time.

When it’s hot outside, the temperature inside a parked car can rise to fatal heatstroke levels within minutes, even if the windows are partially open.

Learn more at parking.org/safety

SAFETY

PARKING MANAGEMENT Author, professor, and consultant Rick Willson on his new book and future vision for parking.

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FOR SMART GROWTH

ick Willson’s new book, Parking Management for Smart Growth, is a how-to guide on strategic management of parking to let communities better use existing resources and avoid overbuilding. It covers strategies from shared parking arrangements and digital tools that make the most of every space and includes case studies of successful parking strategies that have made a positive difference in communities around the world.

The book, says Willson, was a natural outgrowth of his first, Parking Reform Made Easy, which met great reviews when it was published in 2013. It introduces readers to the reasons behind smart parking, explains the purpose of parking requirements, explores land management reform, and explains parking theory and purpose to planners, many of whom have little education in the industry.

Willson is a professor in and chair of the Department of Urban and Regional Planning at California State Polytechnic University, Pomona.

He’s conducted extensive research in transportation planning, parking policy, the implications of communicative action theory in transportation planning, and transportation demand management, among other areas. His research is frequently published in scholarly journals, and he consults with agencies that include the Bay Area Rapid Transit District. He holds a PhD in urban planning from the University of California, Los Angeles, and a master’s degree from the University of Southern California. He recently talked with The Parking Professional about parking planning, the future of the industry, and his new book.

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The Parking Professional : This book feels like a how-to on parking planning for communities that have never done it. What was your motivation for writing it?

RICK WILLSON: Todd Litman wrote his Parking Management Best

Practices, but no one had written a book on parking requirements and reform. This book has a lot mixed into it. I’ve been doing parking studies for decades as a consultant and I really wanted this book to be helpful to people—here’s how you do it. When a city hires a consultant to do a parking management study, they can use the book as a guide to what’s coming and what ideally could be done.

My first book, Parking Reform Made Easy, was targeted to local

Another approach is more direct. In the City of San Clemente, Calif., the city approached private property owners and asked to enter into a short-term lease with them to share their parking at night. The city promised to take care of enforcement and they found property owners who were very willing to do that. It gave the property owners some revenue and costs much less than building a new structure in the downtown.

Creating economic incentive is part of it, but there’s also a people part of it. In most areas, there’s no one charged with negotiating shared parking agreements. Individual parking owners can do it if they’re inclined, but there’s no one whose job it is to go out and broker such agreements. The business improvement district can do it, but

When I do a parking study in a community that says they don’t have enough parking, we often find their actual parking use is somewhere around 60 percent. planners who write zoning code. This one has a broader audience.

It includes planners, obviously, but as we all know, parking management is sort of strewn across departments in a lot of cases.

Many departments have a hand in it, so they’re an audience, but it’s also for business improvement districts, community groups that have parking issues, and anybody who’s facing a challenge or is dissatisfied with their parking situation.

My main motivation for writing it was that in my opinion, we have too many parking spaces for every car. There’s an opportunity to use parking more effectively so scarce land in our cities can be used for other purposes. Looking to the future, we see trends in technology that will help, and we see social preferences that suggest vehicle ownership per household will decline. We’re entering this new era where what’s important is being able to access services rather than owning a car, not necessarily in the suburbs, but in cities and urban places. I think there’s going to be a reduction in the number of cars per person or per household.

We have an opportunity to repurpose parking for other things, but we need a process to manage that. Cities are able to reduce their parking on paper, but they have to have parking management to make sure the parking works so that customers are satisfied, shared parking is working well, and there are information services so people feel like it’s just as convenient to park, even though the total number of spaces has decreased.

TPP : The book talks a lot about shared parking, where, say, a bank’s lot is used for restaurant parking at night. How do we convince parking owners that this can work?

RW: The problem I find is that in lots of these locations, the on-street

parking is often underpriced. The bank people say to themselves, “I have no reason to share my parking. I can’t charge enough for it to make up for the inconvenience of opening it up to others at night.”

So it starts with the city charging appropriately for its parking, which creates an economic incentive for the bank. It, then, can charge some money to open the lot at night.

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there’s a lot of talking it through and explaining how to minimize the risks. It takes people for this to work well, and if there’s no one who has that responsibility as part of their job, it doesn’t happen.

When I do a parking study in a community that says they don’t have enough parking, we often find their actual parking use is somewhere around 60 percent. There really is enough parking.

It’s just not well-used.

TPP : What’s the biggest challenge in convincing municipalities to rethink?

RW: It’s a continuum between small-town America parking and

parking in the big city. In a small town, people expect to park right in front, and they expect it to be free. What’s happening that makes people uncomfortable is that those communities are evolving a couple of baby steps more toward the big-city situation, where you’re not parking in front, you’re paying to park, and you’re making choices between how far to walk and how much to spend.

The old-timers want to stay in the small-town situation, and the new businesses and new residents are prepared to park and walk a few blocks. It’s a tug-of-war.

TPP : The book talks a lot about a push away from parking as a destination and toward parking as a means to multi-modal transportation. Why is that important for the parking industry?

RW: It’s a good thing. The walk-bike-shuttle-transit way of thinking

can reduce total parking demand and parking can help change people’s mode choice. A lot of proponents of multi-modal transportation sometimes oversell how much it will reduce parking demand. It depends completely on the context. What I’m seeing is that first, it’s reducing trips before it reduces vehicle ownership. If you do a good job of it, you’ll have people walking for shopping and social recreation and trips. The question is when are they going to give up a car out of their household? That requires a high level of transit that links to other destinations.

Multi-modal needs good planning that serves people who don’t have cars, and it encourages people who drive to park once and leave their car. Another level we have to get to is in residential parking, and that’s important in lowering vehicle ownership-per-household. That’s the ultimate place we want to reach.

People who live in downtown San Francisco and downtown Los Angeles are walking to destinations and using transportation often. So they might want to own a car, but it doesn’t have to be in their building and they don’t have to get to it every day—it can be three blocks away. Remote parking that’s cheaper or a way to store a car somewhere else is one way of satisfying people’s ideal of owning a car but not using it every day.

TPP : Sounds like that could mean big things for car-sharing companies and providers.

RW: That’s more forward into the future. Those services

really are going to transform vehicle ownership in urban areas. It’s further off, but if we do have autonomous vehicles and if they’re electric, it really starts to raise the question of why anyone would want to own a vehicle. Wouldn’t you just want to call up a mobility service on your phone?

Not everywhere, but in urban areas, the reasons to own a car are being dominated by technology, and these services that use cars more efficiently mean we don’t need as much parking per person.

TPP : The book addresses using graduated rates instead of time limits, where you’d pay more for the second two hours than for the first, for example. Why do you think that’s a better system in cities?

RW: Some places are trying it. At UCLA, I think the prices are graduated by time stay. Another university tried it, but their equipment had trouble with it. It’s relatively new and not widespread, but the great advantage is that continually in business improvement districts, people complain about the time limits. One hour isn’t enough, two hours aren’t enough. If you can get away from that, you’re offering consumers more convenience.

Across the country, there is pushback about high parking enforcement fines. In Los Angeles, people complain that the parking signs are too large. People complain that cities look at tickets as revenue sources and not a way to get parking compliance. Moving away from time limits gets away from situations in which a well-meaning person stays too long and gets a ticket. Customer service comes into the district, and we want people to have a good experience.

The challenge is that the equipment has to be able to do it.

TPP : You mentioned pushback—it seems people push back against any parking change, and that’s a pretty big one. parking.org/tpp

JUNE 2015 | INTERNATIONAL PARKING INSTITUTE

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RW: They do freak out and they do try to shoot it down.

A couple of things I’ve learned: If you just say, “we’re changing parking rules,” and leave it out there like that, you make people’s ability to say, “I want to keep it the way it is” stronger. When communities adopt a new plan for their downtown and a new economic strategy and they link parking reform to it—“This is our vision, and to get that, we have to manage parking better”—it’s a little bit of an easier sell. I did a study recently, and a council member told me five years ago he would have said no to

Given that parking resources are often spread across different departments, this often means organizing a set of statements different sectors can align with. When someone says they don’t like increased parking spaces, the mission and vision statement say we’re altering rates to achieve target occupancy levels. It helps keep everyone on track.

This goes back to comprehensive management. You’ve got to have some political leadership or business community leadership to convene your stakeholders and

The biggest mistake in parking is setting and forgetting it. it, but that now, it fits in well with a broader vision for the downtown and he was willing to move in that direction.

People who are against this kind of change tend to be longer-term merchants who are very involved in their local chamber and have a standing in the community. People who support it are new business owners, restaurants, bars, and so on. Broadening who’s at the planning table is important. If it’s just the old guard, they offer the most resistance. There’s a lot of talk required—you have to talk through the logic of these changes. Remember that to these people, free parking and minimal parking rules are normal. It’s a conceptual thing: The most successful places are charging for parking and managing it, and the ones that are lagging are the ones that still have free parking. My response is that people are not coming to your business for the free parking. That’s the truth.

TPP : The book includes a section about mission and vision and why parking departments need to have both. Could you please explain that?

RW: At the same time I was writing that chapter, I was

doing a project for a small community in Sacramento that didn’t want a vision process. They just wanted a quickie parking study. I made a comment that the comprehensive way is best and that there is merit to experimenting and making changes.

The benefit of having a comprehensive vision is that it helps us say, “We want the right parkers in the right spots.” It puts customer service first, not revenue generation, and it offers a vision of how to allocate different user groups to different parking resources.

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INTERNATIONAL PARKING INSTITUTE | JUNE 2015

say, “Let’s change what we’re doing.” Use best practices from other organizations, and offer up what’s been done and what the benefits were over time. I do think it takes leadership—it’s hard for staff to do this on their own. This can mean educating elected officials about the opportunity costs of status quo. A picture tells a thousand stories, so show them pictures of the under-use of parking in the community. Often, the waste isn’t visible. So show them spaces behind the building, underground, on the top of a structure. Convince them there’s a problem and then find leaders or champions to carry the charge.

TPP : What’s the biggest challenge you see in parking right now?

RW: The biggest mistake is what I call the set-it-and-

forget-it idea, from the old infomercial with the guy and his rotisserie chicken machine. We’ve got time limits of two hours, so we’re not going to think about parking. My argument is that it must be actively managed. It requires attention, data collection, monitoring. The biggest mistake in parking is setting and forgetting it.

This is part of a change in the ideas of planning and city management. You used to make a blueprint that was fixed and from that you could predict the future and know where you were headed for 20 years. We need a more actively managed system that uses outcomes, pricing, and policy to reach goals. It’s a broader way of thinking of city planning, from using it as a blueprint to thinking of it as a system you’re managing for resilience.

You don’t know the future exactly, but you know the steps you’ll take as conditions unfold. It’s a different idea of what planning is.

BIG-DATA ANALYTICS BUSINESS STRATEGY

By Soumya S. Dey, P.E., PMP; Benito O. Pérez, AICP; and Cliff Wickstrum

B

ig data is an evolving term that describes any voluminous amount of structured, semi-structured, or unstructured data that has the potential to be mined for valuable information. Although big data does not refer to any specific quantity, the term is often used when speaking about data sets so large or complex that they exceed the capacity “V”s: the extreme volume of data, the wide variety of types of data, the velocity at which the data must be processed, and the veracity of data.

However, data by itself is of limited value. The ultimate value of data is really based on the insights we draw that help us make smarter tactical and strategic business decisions. The data value chain is a way of defining the process of moving from data to insights via storage and analysis (shown in Exhibit 1).

Big Data in Parking An emerging trend in the parking industry is a shift toward networked assets for payments and real-time occupancy sensing. These assets generate significant amounts of data on a real-time basis. Consequently, big data has implications for the parking industry.

The International Parking Institute (IPI) has identified this opportunity and wants to ensure its membership is engaged and ready. In February 2015, IPI hosted a think tank to discuss how big data is being collected, how others are using this information, and where agencies can collectively improve operational efficiency, decision-making, and customer service while maximizing revenue. Big data will be one of the topics of interest at the 2015 IPI Conference & Expo in Las Vegas later this month, where IPI’s Technology Committee’s research will be presented.

Here, we analyze transaction data from Washington, D.C.’s successful pay-by-cell (PBC) program to formulate strategies for the future. It provides unique insights

EXHIBIT 1

Data Value Chain Generate

30

➡

Store

INTERNATIONAL PARKING INSTITUTE | JUNE 2015

➡

Analyze

➡

Insights

A deep dive into Washington, D.C.’s pay-by-cell program.

Legend Evacuation Route Streets Water Feature Parkland Feature

Average Transaction Volume High

Low

parking.org/tpp

INTERNATIONAL PARKING INSTITUTE

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EXHIBIT 2

Pay-by-Cell Customer Survey Based on your overall experience, please rate our pay-by-phone parking service ■ Strongly disagree ■ Disagree ■ Neutral ■ Agree ■ Strongly agree ■ N/A I am satisfied with Parkmobile’s pay-by-phone parking service Easy to use Safe and reliable Parkmobile adds value to my parking experience Using Parkmobile saves me time I prefer pay-by-phone parking over using other methods of payment 0%

10%

20%

30%

40%

50%

Would you use Parkmobile pay-byphone parking service again?

No 5%

Yes 95%

Would recommend 27%

Pay-by-Cell in D.C. PBC was launched citywide in July 2011 to provide customers with an additional payment option at all 18,000 on-street metered curbside spaces. The program has reduced customer frustration associated with issues such as broken meters, having to carry change, and needing to return to the meter to extend a session.

The District Department of Transportation (DDOT) selected Parkmobile as its PBC vendor after a competitive procurement process. The PBC program in the District has been very successful. Since its launch, PBC has accounted for more than 20 million transactions, has 900,000 customers, and accounts for approximately 55 percent of D.C.’s parking revenues.

PBC has a high level of customer satisfaction. Exhibit 2 shows that 95 percent of respondents in a customer INTERNATIONAL PARKING INSTITUTE | JUNE 2015

70%

80%

90%

100%

Would you recommend Parkmobile to others?

into the program, its customers, their usage patterns, etc. The analytics framework and approach will help other jurisdictions think about how they can look at their own parking data to gain deeper understanding of their systems.

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60%

Might recommend 9%

Not Would not sure recommend 4% 2%

Definitely recommend 59%

service survey would use the system again and 86 percent would recommend PBC to someone else. Based on the question asked, 78 to 90 percent of respondents have a favorable view of the program. Anecdotal evidence, such as press articles, social media blogs, and Twitter also suggest a high favorability rating for PBC in the city.

D.C. is now seeing just more than 600,000 PBC transactions per month. The system-wide user and usage statistics have been documented.

A deep dive into the data revealed several interesting facts about PBC use in the District: ●● PBC user profiles are similar to traffic profiles in D.C. Thirty-one percent of PBC transactions are by vehicles registered in D.C. Vehicles registered in Virginia and Maryland each account for 28 percent of PBC transactions.

The remaining 13 percent are by vehicles from the other 48 states. However, D.C. accounts for only 13 percent of the customer base, while Maryland and Virginia each account for 30 percent. This implies that on an average, D.C. vehicles use the system almost 2.5 times as much as Maryland and Virginia drivers. However, the average parking duration for D.C. drivers is lower: 55 percent of

D.C. vehicles park for less than one hour, compared to 40 percent for Maryland and Virginia vehicles (shown in Exhibit 3). ●● There are three ways to initiate a parking transaction using the PBC program: via smartphone application, phone call, or online. Since the launch of the program,

the percentage of parking transactions that are initiated through the smartphone app has increased steadily from 40 percent in 2011 to 90 percent now (shown in Exhibit 4). Phone calls using interactive voice recognition account for 8 percent of transactions while the remaining 2 percent are initiated using the web. This

EXHIBIT 3

Distribution of Parking Duration for PBC Users Percent of all Parking Transactions 40% ■ DC ■ MD ■ VA ■ Other

30% 20% 10% 0% 0–30 minutes

31-60 minutes

61-90 minutes

91–120 minutes

121 minutes and more

EXHIBIT 4

DC Activation Method Trend Percent 100% 80%

Web % IVR %

60% 40%

Mobile App %

20% 0%

Jul 2011

Nov 2011

Mar 2011

Jul 2012

Nov 2012

Mar 2012

Jul 2013

Nov 2013

Mar 2013

Jul 2014

Nov 2014

Mar 2014

Jul 2015

Nov 2015

Mar 2015

EXHIBIT 5

EXHIBIT 6

Commercial Loading Time of Day

Commercial Vehicle Distribution

1 PM– 4 PM– 7 PM– 10 PM– 4 PM 7 PM 10 PM 7 AM 27% 16% 5% 5%

parking.org/tpp

7 AM– 10 AM 17%

7 AM– 1 PM 35%

VA 28%

Other 3%

DC 25%

MD 44%

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insight on user preference has implications on how parking and transportation services should be provided in the District. ●● There are three primary ways of scheduling payments using the program: credit/debit card, virtual wallet with pre-loaded value, and PayPal. Currently, 83 percent of transactions are made by credit card, 7 percent with

wallet, and 10 percent via PayPal. Visitors and infrequent users have a higher usage rate for PayPal (12 percent), most likely because of the tool’s brand recognition and sense of security, while D.C. residents have a higher usage rate for wallet (10 percent), most likely because they initiate more transactions and can take advantage of the lower transaction fee.

EXHIBIT 7

EXHIBIT 8

Cost of Alternative Revenue Streams for Parking

Areas of High Pay-by-Cell Usage (January 2014 to March 2015)

Cost to Collect Revenue, Relative to Coin 100% 90% 80% 70%

■ Capital ■ Operating

60% 50% 40% 30% 20% 10% 0%

Pay-by-Coin

Pay-by-Credit

Pay-by-Cell

Increasing net revenue

EXHIBIT 9

DC Transaction Trends (July 2011 to March 2015) Number of transactions per month (thousands) 700 600

Increase in transaction fee Introduction of virtual wallet

500 400 300 200 100 0

Jul Sep Nov Jan Mar May Jul Sep Nov Jan Mar May Jul Sep Nov Jan Mar May Jul Sep Nov Jan Mar 2011 2011 2011 2012 2012 2012 2012 2012 2012 2013 2013 2013 2013 2013 2013 2014 2014 2014 2014 2014 2014 2015 2015

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EXHIBIT 10

Sources of Parking Revenue ■ Coin ■ Credit Card ■ Cell Percent 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

2004

2005

2006

2007

2008

Monday is the lowest activity day (60,000 transactions on average) followed by Saturday (66,000). Friday has the highest (80,000) average number of parking transactions. There is no significant difference in duration of parking (approximately 90 minutes) between different days of the week. ●● Starting Jan. 1, 2015, DDOT initiated a commercial loading zone program that required commercial vehicles in loading zones to either display an annual ($323 per year) or daily permit ($10 per day) or use PBC ($2 per hour). Since its inception, 67 companies and 588 vehicles have purchased the annual pass, and 10 vehicles have purchased the daily pass. On the PBC side, 9,523 distinct vehicles have used the system for 22,056 transactions.

The top 4 percent of users account for 36 percent of transactions. The next 14 percent of users account for 56 percent, while the remaining 82 percent of commercial vehicles account for 8 percent. This is similar to trends observed with personal vehicles, where 20 percent of the users account for 60 percent of the transactions.

The average loading duration is approximately one hour. As shown in Exhibit 5, approximately one-third of loading operations occur during the a.m. and p.m. peak hours. Exhibit 6 shows the distribution of commercial zone usage. ●●

Business Strategies From DDOT’s perspective, the cost structure of PBC is significantly less expensive than the other two revenue streams for parking (coin and credit cards, shown in Exhibit 7). Given D.C.’s price points and cost allocation process, the capital and operating cost of PBC is approxiparking.org/tpp

2009

2010

2011

2012

2013

2014

mately 65 percent less than coin and 30 percent less than credit card. So there is a cost benefit to pushing customers from coin and credit payment to PBC payments.

Given this, it makes sense to analyze the data from the program and look for opportunities to further increase PBC penetration rates. Some of the strategies can encourage natural shifts; for others, DDOT can create an environment that encourages a specific kind of behavior: ●● Phased Removal of Meters. By locating areas that have a high PBC penetration, DDOT could look into removing meters from one side of the street. Exhibit 8 shows a heat map of high PBC penetration areas. Within these areas, specific block faces with high PBC usage were identified. Removing meters would reduce parking operations costs and incentivize further PBC adoption. ●● Transaction Fees. D.C.’s business model for PBC is to pass the entire cost of the program to customers. One strategy to increase penetration would be to change that cost-sharing option by absorbing some costs (such as credit card processing) or the entire cost of the program. Looking at the data on past behavior, it is clear that current PBC users are largely insensitive to this fee.

In response to rising credit card processing costs, D.C. increased PBC transaction fees from $0.32 to $0.45 in October 2012. At that time, D.C. also began offering a virtual wallet option for customers—customers could load $20 on their accounts with a credit/debit card, and parking transactions would draw down from those accounts. Customers choosing the virtual wallet option have their transaction fee reduced to $0.30. As shown in Exhibit 9, the changes in transaction fees did not have an effect on transaction volumes. They also did not result in JUNE 2015 | INTERNATIONAL PARKING INSTITUTE

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One of the guiding principles behind data management and analytics should be whether the information helps improve operations by reducing cost, increasing uptime, or increasing customer satisfaction.

SOUMYA S. DEY, PE, PMP, is director of research and technology transfer with the District Department of Transportation. He can be reached at soumya.dey@dc.gov.

BENITO O. PÉREZ, AICP, is curbside management and operations planner with the District Department of Transportation. He can be reached at benito. perez@dc.gov.

CLIFF WICKSTRUM is vice president, sales solutions, with Parkmobile, LLC. He can be reached at cliff.wickstrum@ parkmobileglobal.com.

36

an overwhelming adoption of the virtual wallet option (currently at 7 percent of all transactions). This implies that the transaction fees, for the most part, are in the price inelastic zone and/or customers see value in the program to pay the additional fee. ●● Further Expand the Program. The District’s PBC program has matured and enjoys the highest adoption rate in the country. The program has been tweaked incrementally to respond to customer demands and external trends. To further expand coverage, DDOT will need to adapt the program to make it attractive to non-users as well. Big data analytics can help in this regard. DDOT has started the process of mapping the origins of PBC users based on vehicle registration data. A heat map can be developed to identify areas of the city where PBC users live. The balance will be areas that are not using the system. Data from various sources (such as census, vehicle usage, cell phone usage, economic activity, etc.) will be used to identify characteristics of non-users.

Based on traits that emerge, a marketing strategy will be developed to make them aware of the program and to make the program fit their needs (to the extent possible).

For example, the transaction fees that the current user base does not seem to mind may be more of an issue for the current non-user population. The program might need to be modified to be more inclusive of unbanked customers if that trait is identified as a barrier to adoption. ●● Allow Overstays. The PBC program currently allows a customer to start another parking session after the initial parking session has reached maximum parking duration in the zone. The system essentially mirrors the functionality of the meters on this issue. Customers choosing to start another session can still be ticketed for over-staying. Approximately 10 percent of PBC transactions involve users starting another transaction beyond the stated parking time restrictions. Sixty-seven percent of overstays were for vehicles registered in Maryland and Virginia; this behavior was more predominant during weekdays. There is a policy question on whether PBC should allow overstays or not allow patrons to start another parking session after the maximum allowable parking duration has been reached. ●● Cell Phone Applications. The fact that almost 90 percent of PBC transactions are being initiated through the smartphone application has implications on how DDOT as an agency provides services and interacts with its customers across other program areas. To respond to

INTERNATIONAL PARKING INSTITUTE | JUNE 2015

the popularity of smartphone apps, D.C. has developed an application called RideDC that provides transportation options in real time (bus, train, bikeshare, shared vehicle) and offers SeeClickFix to request city services, gradeDC to rate city agencies, and TOPS to request public space permits. In the parking arena, DDOT will provide real-time parking availability information to its customers as part of a performance parking pilot in the Chinatown/Penn Quarter area.

Summary and Conclusions This article provides a high-level overview of how big data analytics can help formulate business and policy decisions. The analysis presented is primarily based on data from the parking ecosystem—more specifically, the PBC program. To further enhance the data value proposition, the analytics needs to draw data from other parts of the parking ecosystem (meters, enforcement, occupancy, etc.) and combine it with data from other systems, such as special events, weather, traffic, demographic, socioeconomic, sales, and land use, to get an even better understanding of the various cause-andeffect relationships.

As parking systems get more sophisticated, the opportunities of utilizing big data to make smart tactical, business, and policy decisions will increase. The process can be overwhelming, but one of the guiding principles behind data management and analytics should be whether the information helps improve operations by reducing cost, increasing uptime, or increasing customer satisfaction. Metrics that help make smart business and tactical decisions are metrics that are worth tracking. Big data analytics will enable DDOT to position its parking program as an innovative, forward leaning, data-driven program. Lessons learned will help DDOT continuously enhance its parking program in particular and the transportation system in general, and better align both with customer needs, technologies, and the agency’s priorities.

Authors’ note: The authors would like to acknowledge the contributions of DDOT student interns Amy Liang, Ohene Ofosu, and Negin Askarzadeh for their help in data analytics. Acknowledgements are also due to DDOT staff Stephanie Dock for her peer review of this article, and Laura Richards for her analysis on commercial loading zones.

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A new way to advance knowledge and skill sets in the parking profession.

Taking an International Parking Institute online course is the easiest and best way to enter, advance, and excel in the rapidly-evolving parking profession. These affordable, self-paced courses are designed to provide essential information in an easily-digested format. Train your entire staff. Six courses are available now, with more on the way.

Want to learn more? Go to parking.org/onlinecourses

Advancing the parking profession

TM

parking.org

g n i s e a k a e r l B e R Parking

e th

By L. Dennis Burns, CAPP, and Josh Kavanagh, MBA, CAPP

P

arking has come a long way as an industry. We were once the back-door experience located at the front door of

business. As such, our goal was often little more than to be a non-event, removing the drag on commerce that dealing with the hassles of parking seemed to be by making the parking operation almost invisible. Far from creating competitive advantage for the businesses we supported, our role was to avoid creating competitive disadvantage.

That’s hardly the sort of thing that gets a person fired up about going into work in the morning.

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n by reati s c n tio and . p e erc mers ences p ing custo xperi g n e a Ch aging rrival eng rant a vib

g

Welcome sign at Yamhill Garage in Downtown Portland, Ore.—Smart Park Program/ PICTOFORM Fast-forward a few dozen years and parking emerged as a legitimate profession. We came to understand ourselves as a service industry with our own high standards for operational and service excellence. The parking brake had been released, but it was difficult to argue that parking was adding much forward momentum to the businesses we supported. Aside from the world of valet parking, it was hard to see that parking operations offered much in the way of competitive advantage.

It makes sense that no matter how much we did to improve the parking experience, it didn’t yield much in the way of competitive advantage. After all, parking is always a means to an end. The customer is there for dinner or to shop. As an industry, we have embraced our role as custodian of the “first and last impression” for many years, but those impressions are generally disconnected from the primary motivation of our customers.

As such, even good parking experiences are reduced to commodities that do little to build brand loyalty or contribute little to the overall experience.

The Pre-Show Belongs to Parking How then do we take the next step, engaging the customer and providing forward momentum for the businesses we support? You’ll find the answer in Las Vegas this month, not just on the IPI Expo floor or in the breakout sessions but up the road at Treasure Island, where you can catch Cirque du Soliel’s “Mystère.” parking.org/tpp

As the audience filters in and goes about finding their seats (a parking experience of a different kind), the preshow begins with master clown Brian Dewhurst.

His character, Brian le Petit, described as a bit of a bad uncle, serves as a foil for the house staff and generally runs amok in ways that description cannot do justice.

The end result is that before the house lights are out and the show begins, the audience has been fully engaged and is ready for the experience to come.

Just as the seating of an audience can become the preshow, so can the parking experience. We don’t just own the first and last impression; we own the first and last encounter. We own the preshow and the encore.

Context Is King I’m not a clown, you say? That’s OK—not every show is Cirque du Soliel. The antics of Brian le Petit would hardly be an appropriate preshow for a tragic opera or a heady dramatic play. His preshow is tailored for an evening of cirque, of fantasy and whimsy, and it fits perfectly. In crafting your preshow, it is essential to uncover what experience the preshow of your parking operation is seating the audience for.

Example of incorporating signage that leverages well-known and local references to aid in a facility wayfinding— O’Hare Airport, Chicago

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Those of us who oversee parking operations that serve a single entity, such as a hospital, a performance venue, or an airport, have it easy. The context in which we will stage our preshow is clear.

Parking professionals who serve business districts have a slightly more difficult task. With downtowns and other business districts actively working to build coherent identities for themselves, however, aligning the preshow to the context of the main event is becoming increasingly easy.

Know Your Audience Understanding one’s audience is absolutely fundamental to staging a successful preshow. Context joins Example of incorporating wayfinding and transportation elements into excellent urban culture and demographic factors design—The Woodlands, Houston, Texas. to shape and understand their needs. The needs of families with young children are different than those of a couple on date night, just as the needs of a patient arriving at the hospital are different than a business traveler arriving at the airport. The needs of one’s audience determine the plot for our show and how we will engage the audience by meeting them where they are.

Script the Show Dewhurst’s performance as Brian le Petit is highly improvisational. With more than 15 years of performing the character under his belt and nearly 70 years

Examples of incorporating creative signage and wayfinding related to a specific venue—Universal Studios Theme Park, Los Angeles, Calif.

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INTERNATIONAL PARKING INSTITUTE | JUNE 2015

of professional circus experience (yes, Dewhurst is still going strong at the age of 82), he can easily adapt his role without breaking character or disrupting the performance.

For the rest of us, great performances don’t just happen. Few of us have Dewhurst’s longevity playing Brian le Petit—in fact, many of the players our audience will interact most closely with will have just months or perhaps a few years of experience. For us, service scripts provide a basic outline for our performance, moving the show forward without constraining the performer who is prepared to make the role his own.

Set the Stage In The Experience Economy, authors B. Joseph Pine and James H. Gilmore argue that the staging of an experience requires that plain space becomes a distinct place. Similarly with our parking facilities—the stage for our preshow—we have an opportunity to create distinct spaces consistent with the context of the main event. This is an area where our industry has excelled during the last decade, yet the strategies for placemaking within parking facilities have yet to be universally adopted. In seeking inspiration for how to set the stage for our preshow, we need look no further than the street outside our garage.

The notion of creating competitive advantage can be wide-ranging and multi-dimensional. Beyond the operational and customer service elements, we as an industry have made great strides in better integrating parking and mobility management into the urban form through enhanced facility architecture and design, enhanced walkability and pedestrian environments, and embracing creative placemaking and place management practices. We have expanded our stage to go beyond simply parking to include an array of multi-modal experiences designed to improve community access, including enhanced facility architecture and the provision of public art.

In Making Business Districts Work, David Feehan and a host of contributing authors lay out the essential building blocks of how to transform our town centers into unique, vibrant, and beautiful places that are truly exciting and energizing. As parking professionals, we cannot only turn to the same toolkit in setting the stage for our preshow but look to how it has been applied for the businesses we support. By creating consistency with the main stage, our preshow can become even more a part of a single seamless experience.

Don’t Forget the Encore While the preshow offers the chance to shape the arrival experience and engage the customer in preparation for the main event, we have one more chance to create competitive advantage—the departure experience or encore.

Example of enchanced parking facility architecture and public art—Park Place Garage, Missoula, Mont.

You might be wondering, “How can my organization perform the encore? We weren’t the main event!”

What is an encore, though, but a chance to extend the experience, sending the audience out on a high and feeling like they got just a little something extra? Extending the experience is somewhat more complex than staging a separate preshow that engages the customer but needn’t be fully integrated with the main event. If nothing else, we have a chance to, as Pine and Gilmore describe, “eliminate negative cues” or the things that distract from or contradict the experience. Ideally, we can also include positive cues that serve to extend or reinforce the experience.

Not a One-Person-Show Unlike Dewhurst’s performance before “Mystère,” the effectiveness of your preshow and encore needn’t ride on your shoulders alone. You’ll have the players from the main event cheering you on from behind the curtain as you warm up their audience. Just as importantly, you’ll be performing along with your colleagues and helping each other find new ways to bring just a little more theater into your operation as you stage increasingly vibrant arrival and departure experiences.

Speaking of Encores…

Examples of creative and memorable pedestrian wayfinding.

parking.org/tpp

Intrigued by this concept? Would you like to see a wide range of examples highlighting parking and transportation-specific customer engagement strategies that help create competitive advantage for the communities we serve? If so, we hope you will consider attending our presentation on this topic at the 2015 IPI Conference & Expo in Las Vegas.

L. DENNIS BURNS, CAPP, is a regional vice president and senior practice builder with Kimley-Horn and Associates, Inc. He can be reached at dennis.burns@kimleyhorn.com.

JOSH KAVANAGH, MBA, CAPP, is the director of transportation services for the University of Washington. He can be reached at joshkav@uw.edu.

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I

t is often said that if you want to learn something, you must experience it. So I did something different while researching this article—something a millennial would do. I researched my topic totally online, including newspaper and magazine articles I would have searched for in print another time. Aside from some personal interviews and surveys, it was all electronic. I wanted to be succinct and informative with some discussion about millennials in the workplace and how we as an industry need to be better prepared for them—to manage and be managed by them and have them as customers— so we can understand how our business is changing as a result.

So what is a millennial? Is there even a definition in a dictionary such as Webster’s? I didn’t actually check with an actual hard copy. That is so baby boomer. Who is Webster? Don’t you mean Wikipedia? I think that’s how a millennial would respond (electronically of course via text, Facebook, Instagram, Snapchat, or Twitter).

As listed on the Wikipedia website, otherwise known as the electronic encyclopedia, millennials are considered “the demographic cohort following Generation X. There are no precise dates when the generation starts and ends. Researchers and commentators use birth years ranging from the early 1980s to the early 2000s.”

Everything I have seen during the

last couple of months tells me the Internet consensus suggests 1980–1995 or so should represent millennials.

To understand this generation, it may be helpful to refresh our social and civic knowledge of the American population demographic by generation: ●● Greatest generation: pre-WWII era, those older than 75 (also called the silent or GI generation). ●● Baby boomers: those born after WWII, now up to 50 years old or so. ●● Generation Xers: born late 1960s through 1980. ●● Millennials (echo boom, Generation Y, or recession generation): born from 1980 through the mid-1990s. ●● New century generation: also called Generation Z, born from 1995 or so to the present.

Do we understand this generation of workers?

We need to.

By Joe Balskus, PE, PTOE

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Millennials’ Importance Why write an article for The Parking Professional about millennials in the parking industry when a small percentage of the IPI membership (my own estimate) is likely considered part of that generation? (This, by the way, is a huge issue for us as an industry and an organization going forward, and we’ll talk about it in a bit.) Our customers are millennials! And more of them are moving into urban areas, where the majority of our parking facilities are. Our co-workers are millennials, too. If you haven’t noticed, the millennial generation population now outnumbers the baby boomers, with close to 80 million members.

Understanding millennials is important. It’s so important that the Executive Office of the President of the United States Council of Economic Advisers published “15 Economic Facts About Millennials.” Nearly 50 pages long, it provides an excellent summary of millennials in the workplace. A quick summary of these facts, some of which I have rephrased to keep the politics out and some of which are quite obvious to a generation member with more wisdom, follows. One thing I noticed in the report is that the council classifies the youngest population (those born after millennials) as the homeland generation, whereas other media commenters would say Generation Z:

Millennials are now the largest and most diverse generation in the U.S. Millennials have been shaped by technology. ●● Millennials value community, family, and creativity in their work. ●● Millennials have invested in human capital more than previous generations. ●● College-going millennials are more likely to study social science and applied fields. ●● More students rely on loans to pay for post-secondary education. ●● Millennials are more likely to focus exclusively on studies instead of combining school and work. ●● Millennials are more likely to have health insurance coverage during their young adult years. ●● Millennials are starting their careers during an historic downturn forecast to last for years to come. ●● Investments in human capital are likely to have a substantial payoff for millennials. ●● Working millennials are staying with their early-career employers longer than previous generations. ●● Millennial women have more labor market equality than those of previous generations. ●●

●●

MILLENNIALS parking.org/tpp

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Perhaps the most significant fact noted above is the number and diversity of millennials we are now serving and working with in our daily routines. The boomers are retiring, the Gen Xers are moving up, and the millennials are feeding the bottom of the business world as new blood.

Millennials tend to get married later than previous generations. ●● Millennials are less likely to be homeowners than young adults in previous generations. ●● College-educated millennials have moved into urban areas faster than their less-educated peers.

Many of these points pertain to our industry because of bilateral concerns from the customer standpoint and our co-workers, who aren’t getting married until later and have to pay off higher student loans than prior generations.

Perhaps the most significant fact noted above is the number and diversity of millennials we are now serving and working with in our daily routines. The boomers are retiring, the Gen Xers are moving up, and the millennials are feeding the bottom of the business world as new blood. ●●

Millennials and Parking I am relatively new to the parking industry with only a decade under my belt; my other expertise is as a transportation engineer. I am involved with the Institute of Transportation Engineers (ITE) as well as IPI. As we move toward the goal of combining parking with other forms of transportation, remember that this push is mostly driven by the millennial population. They are nudging both kinds of organizations to think about them and the future of membership. Why? Because recruiting members is a whole different ballgame now than it was back in the day. Millennials get organized at the technological grassroots level and use social media to communicate as naturally as breathing. And communicate they do.

Because millennials have different demands than our more seasoned members, we have to change the way we think. They are used to the instant availability of information and everything being electronic, including communications, even between two people in the same room. Interpersonal skills are much different than what a lot of us are used to.

Like a millennial, I researched this article by searchings the internet using Google. I easily found more than 30 articles, websites, presentations, papers, and other sites about the topic of millennials and working with them. I did some research on my smartphone but mostly used my laptop. By the time you read this article, the iWatch will likely be on several million wrists.

Everyone online seems to have a fact, factoid, survey,

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report, blog, video, or snippet about millennials. And almost all of these are generated by non-millennials— not surprising.

Statistics say that as compared to older generations, millennials are: ●● Less patriotic. ●● More independent in political affiliations. ●● Less religious. ●● Least trustful of other people. ●● Staying single by a substantial margin. ●● Twice as likely to take selfies. ●● Wary of older generations at work. ●● More in favor of bigger government. ●● More liberal than conservative.

Discussing millennials in the workplace from my Generation X perspective has certainly shown that a better understanding of my younger colleagues and customers is needed. This is especially true in the parking industry, where there aren’t many visible millennials yet.

A few additional points: ●● In the U.S., millennials represent the largest generation ever, with 80 million members. ●● Millennials are tech-savvy and have known nothing else but easy access to the Internet and its free information and knowledge. ●● Millennials, some articles say, spend nearly two hours a day on social media. ●● They love social media, and 75 percent of them have a profile there. ●● Millennials don’t watch as much broadcast television but view shows on-demand on handheld devices.

Working Styles Some findings from recent studies by Pew Research, the 2015 Millennial Majority Workforce, and others indicate just less than 30 percent of millennials are currently in management positions, with two-thirds seeing themselves in management-level positions in two years.

Hiring managers report difficulty finding and retaining millennial management-level employees.

Some additional startling results from the surveys indicate that more than 75 percent of millennials are inclined to work for themselves and freelance in the future, taking advantage of technology to do so. I can verify this from an anecdotal standpoint—I am seeing many consultants work from home because they can.

This freelancing is on the rise, with companies accepting the supporting roles of consultants to conduct their business without having to hire full-time employees.

Surveys are indicating a greater desire by companies to retain these workers to fill necessary roles. The majority of these freelancers are, of course, millennials.

The surveys indicated millennials enjoy freelance work and would do more of it if they could. Part of the reason for this is the millennial generation trait to be more flexible in their work schedules. Instead of committing to an 8-to-5 workday in a set office, they work off-hours

all over the place and strongly prefer such flexibility.

While millennials desire this flexibility, there is consensus in many surveys that they also believe they are entitled to things that previous generations would not even consider in their daily routines. These include salaries, benefits, and most of all, position or title and the time it should take to get to that level at work. Is this part of their upbringing, where every player got a trophy at the end of the season?

Effect at Work As the millennial worker population has almost doubled in 10 years, it is having a profound effect on the workplace. These employees bring skill sets that no other generation before has provided, and they have an immeasurable adeptness for technology that is second nature to them.

It’s interesting to note that millennials also have a more socially conscious attitude in the workplace environment and are more accepting of gender and other differences than previous generations.

Many of the surveys I reviewed indicate that while there is still a higher-than-expected unemployment rate, including those who are permanently out of the labor pool, 20- to 30-year-old millennials with the skills desired by hiring managers are more difficult to recruit and retain than previous generations.

Also of note is this generation’s use of personal smartphones in the office environment, which is pervasive. Leaving the smartphone on with notifications for emails and texts, even on vibrate mode, can interrupt the daily routine. Facebook is the king of disrupting employee productivity. When new posts are made, texts or emails are sent that demand workers stop what they are doing and check it out. The same is true for Instagram, Snapchat, and Twitter. I am not aware yet of an employer restricting the use of smartphones by employees except for those who are driving or flying.

Can you imagine the revolt of millennials and others if they were told by an employer that smartphones were not be allowed to be used at their work stations during the workday?

All that said, some major emerging technologies will have a dramatic effect on our industry thanks to millennial use, including wearable technology and driverless cars.

Can you foresee the day when the actual smartphone is embedded in your clothes and/or uniform? When that happens, how can we regulate use in the workplace?

Connecting wearable tech with networks and cars will be a very simple step.

Lifestyle Millennials are moving back into cities because they desire to be able to live, work, learn, and play within a much smaller dimension than during past trends of suburban sprawl. The driverless vehicle will facilitate that ability, so they can move to the city and still have parking.org/tpp

access to vehicles that could be idle far outside city limits, where parking is easier to come by and will be much cheaper. The millennial can activate his idled vehicle with wearable technology to come pick him up from his townhouse apartment without taking up a parking space. Remember the Hoff in “Knight Rider”?

His Kitt car was essentially a driverless car, albeit a high-performance one.

So what does all this mean? Is this just the usual generational difference gap that every generation loves to complain about? Weren’t the greatest generation members complaining about the baby boomers before the boomers complained about Generation X? Perhaps this is true, but the exponential increase in technology in our everyday work environment has most certainly created some significant differences between our generations, both positive and negative. “Back in the day, walking to school uphill both ways in four feet of snow” clichés just don’t cut it anymore. The Internet has revolutionized the way we do business and the boomers and Generation Xers, including me, followed it as it transformed, and we adapted where we could.

The millennials, however, haven’t adapted. They don’t need to. They thrive on this technology because they grew up with it as part of their daily lives. They cannot understand how the Internet has revolutionized many things—it’s always been this way. They cannot understand work life before pushing the Easy Button.

They cannot envision life before the personal computer or the smartphone. Perhaps that is the negative: They don’t understand that what they have has come so far from what it was in terms of the business environment.

They are also connected like no generation before to their outside network. This connectedness provides a confidence in their abilities and allows them to be more open to change. This by itself can present a potential problem when they’re working with an older generation that has “always done it that way.”

Conflicts arise.

What’s It All Mean?

Working with millennials and having them in your organization is something you must embrace! We are all professionals, and while they may be a different generation, understanding millennials is crucial to being successful in the business environment.

Understanding can dramatically improve your relations with younger colleagues and allow you to better embrace them in the workplace and when serving them as customers. Engaging them with genuine discussions on their and your needs without a generational gap discussion will show immediate results.

Consider challenging them to differentiate themselves in the marketplace. Allow them flexibility in their work environment where you can reasonably do so. Show them that you’re trying to understand their ideas and priorities. It will benefit everyone.

JOE BALSKUS, PE, PTOE, is principal of CDM Smith. He can be reached at balskusj@ cdmsmith.com or 860.808.2299.

JUNE 2015 | INTERNATIONAL PARKING INSTITUTE

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STATE & REGIONAL SPOTLIGHT MICHIGAN PARKING ASSOCIATION

SERVING MEMBERS

By Bob Dietz

T

he year was 1982. Ronald Reagan was president of the United States and Michael Jackson released his album “Thriller,” which would become the largest-selling record (flat, black, circular, with a hole in the middle) album of all time. The three-anda-half-inch disc for computers was introduced, and I was in my third year as a parking enforcement worker, handing out parking tickets from my canvas-doored scooter in the city of Lansing, Mich. Parking folks in Michigan had just decided to organize into a statewide assembly that was deemed the Michigan Parking Association (MPA). Ted Perez from Grand Rapids was the first president of this newly founded group.

Flash forward to 2015. The MPA is still continuing on in the tradition Ted and his friends hoped for all those years ago. To give the group’s founders their due, the MPA honored its past presidents, including Ted, in September 2012 with a gathering on Mackinac Island, which is located on the Lake Huron side of the Straits of Mackinac between Michigan’s upper and lower peninsulas.

Mackinac Island is unique in that there are no motorized vehicles allowed. This does not mean one cannot still receive a parking citation, as there are no-parking signs around for the drivers of horse-drawn carriages to be wary of. The keynote speaker at that very special gathering was Donald Shoup, author of The High Cost of Free Parking. With the colors of autumn beginning to show, there is nothing quite like playing on the island’s golf course, where golfers ride in horse-powered carriages to go from the front to the back nine. Views of the Grand Hotel and the islands and waters of Lake Huron

take their focus away from the game to experience an ethereal moment in life. It is indeed pure Michigan.

Economic Priorities In 2013, with a theme of “Lean Not Mean: Gaining Greater Efficiencies and Improving Services,” MPA addressed the issue of the day and focused on doing more with less throughout its annual conference. Budget constraints across the nation and the world required that parking system operators everywhere needed to learn new methods to accomplish the same goals.

Jim Manley, managing director of The Demmer Center for Business Transformation at Michigan State University, was the conference keynote speaker. Manley presented an eye-opening business approach of “Walk the Gimba” (do the job), explaining that we should not try to design a parking booth unless we have worked in one. The conference was held in Grand Rapids during the ArtPrize art festival. ArtPrize is one of the country’s largest artisan-participating and publicly attended art festivals. With awards in excess of $500,000 and venues throughout the city, this is an exciting event not to be missed, and our conference took full advantage.

Branding The 2014 conference was held in the newly revitalized and rejuvenated downtown Detroit. The theme of the conference was “Are You Branding” and our keynote speaker was Rob Rankel, author of The Revenge of Brand X. Rankel recalled ad campaigns and taglines we all remember from the past. While not all parking vendors need taglines to be recalled 20 years from now, Rankel touched on short-term recall for immediate product and service recognition.

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One of the social events was a tour of Hitsville USA, the Motown museum. Participants were given an “ease on down the road” walking tour that culminated in the famous Studio A, where the likes of The Supremes and Smokey Robinson recorded their hits. We tried to imagine Stevie Wonder on the grand piano as our poorly trained and strained voices united in the studio with a rendition of The Temptations’ “My Girl” that was unlike any heard before.

This Year With a theme of “Advances in Technology and Their Impact,” our 2015 conference will be outside the larger metropolitan areas of the Great Lake State as we switch up our travels back to a more rural area—Mt. Pleasant, Mich. This is home to Central Michigan University and also the Soaring Eagle Resort and Casino. The facility was developed in 1998 by true Michigan natives the Saginaw Chippewa Tribe and has a built-in excitement all its own. Social functions for this locale will be a bit

parking.org/tpp

more earthy as we are looking to canoe, kayak, or ride the horse trails.

Awards Like many parking and transportation associations, MPA recognizes and annually awards agencies and individuals for their performance throughout the previous year. In 2014, among other awards, we were especially proud of the recipient of the Parking Professional Merit Award.

This is presented to a non-management employee exhibiting exemplary work habits and contributions to an organization. This award was given to Alic Mirzet of the Grand Rapids parking system. While performing his daily work tasks in one of the city’s parking garages, Mirzat is credited with quick thinking and actions in saving the life of an area teenager.

We are proud to be a small part of a distinguished group of people who over the decades have been affiliated with parking in Michigan. Thanks, Ted, for getting all of this started.

BOB DIETZ is parking manager and engineering assistant with the City of Jackson, Mich. He can be reached at bdietz@cityofjackson. org.

JUNE 2015 | INTERNATIONAL PARKING INSTITUTE

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IPI IN ACTION CAPP

INTRODUCING THE CAPP RESOURCE GUIDE

By Kathleen Federici, MEd

T

he International Parking Institute (IPI) provides CAPP certification as the industry’s benchmark of management and operational excellence. CAPP continues to be the signature of relevance to the expertise and skills required of parking professionals today and has evolved to reflect and encompass the growth of and changes in the parking industry and profession.

Gathering All the Puzzle Pieces

KATHLEEN FEDERICI, MEd, is IPI’s director of professional development. She can be reached at federici@parking.org or 571.699.3011.

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There are many levels and layers to revising a certification program to meet international standards, and there were many reasons why this needed to be accomplished.

Meeting the needs of program candidates regardless of geographic territory was quite important.

The certification revision process was much like gathering all the pieces to a large puzzle. All the pieces had to be coordinated: the project management plan, the resources, allocation, the time, to name a few. Vast amounts of data had to be sorted and analyzed. Defining and documenting all the requirements for updating the CAPP exam and identifying all the stakeholders involved was no small feat.

The CAPP exam covers seven topic areas: ●● General knowledge. ●● General management. ●● Operations management. ●● Financial and operational auditing. ●● Federal, state, and local laws. ●● Marketing and public relations. ●● Analysis and application of technology.

The question that remains is “How do I study for the new exam?” The new path to the CAPP exam does not have a paved road of successive professional development trainings. Instead, it is a flexible path candidates choose for themselves. We suggest candidates review the CAPP Candidate Handbook (especially pages 9–13), self-assess against the Examination Content Outline, and determine what types of professional development courses or knowledge would be most beneficial.

IPI is continuing to offer all of the same face-to-face classes that CAPPs who went through the program prior to July 2014 completed. The difference is that these classes are open classes now. So if risk management is a personal expertise, a course in risk management

INTERNATIONAL PARKING INSTITUTE | JUNE 2015

would not be required. Being able to tailor professional development to personal needs is a great asset.

The CAPP Resource Guide IPI’s Education Development Committee (EDC) has been working extensively on the contents of a resource that will assist those interested in obtaining the CAPP credential. The CAPP Resource Guide is intended to help prepare for the experience of taking the CAPP exam. We have heard CAPP applicants say they are not sure how to study or what to study or expect since the changes.

The EDC has taken that feedback into consideration and developed the first edition of a resource guide to meet those needs.

The CAPP Resource Guide begins with a self-assessment and ends with an opportunity to complete sample practice questions. There are six sections to the guide: 1: Get Started—Journey to Become a CAPP and Self-Assessment Methods.

● ● SECTION

● ● SECTION

Best.

2: Study Plan—Identify How You Study

3: Exam Day Preparation—What to Expect Before, During, and After You Take the CAPP Exam.

● ● SECTION

4: Studying the Content—Recommended Readings and Content Exam Outline.

● ● SECTION

● ● SECTION

5: Practice Questions.

● ● SECTION

6: Answer Key and Rationale.

IPI’s EDC hopes this first edition of the guide is useful and practical when preparing for the CAPP exam. Please find this guide at parking.org/capp. The EDC is not stopping here—they have big plans for the second edition, which will include a full sample exam.

Stay tuned!

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Have you considered earning your caPP? It’s the world’s leading credential in parking and a pathway to personal accomplishment and career opportunities.

Good news: It’s now more convenient to prepare for the CAPP credential and find an exam testing center near you.

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caPP is a rigorous certification program that covers seven topic areas: I. General Knowledge II. General Management III. Operations Management IV. Financial and Operational Auditing V. Federal, State, and Local Laws VI. Marketing and Public Relations VII. Analysis and Application of Technology

COMMUNITY DIGEST

DUKE HANSON JOINS PAYLOCK PayLock IPT recently announced that Daniel “Duke” Hanson, a longtime leader in the parking and transportation community, has joined PayLock’s business development team.

As reflected by his more than 30 years of operational, consulting, and sales experience, Hanson is a recognized leader in the parking and transportation industry. For institutional clients of all sizes, he has been responsible for implementing and enhancing innovative programs such as automated transit fare systems, weigh-in-motion trucking initiatives, and comprehensive on-street parking program solutions.

“Over the years, Duke has proven that he is truly dedicated to bringing new and creative solutions to the marketplace,” says PayLock CEO Cory Marchasin. “I am thrilled that he is joining our team because he shares our values and our focus on bringing positive change to our clients and customers. The guy just gets it. Plus, he has really cool hair.”

PayLock IPT, LLC provides unique parking management products and services that include self-release booting and digital permitting.

MARTIN STEIN REJOINS PARK ASSIST Martin F. Stein rejoined Park Assist as regional sales manager for Latin America. He will focus on expanding the Park Assist client base throughout the region and will be based in Panama City, Panama.

Stein brings a solid distributor and end-user network in the territory and more than 20 years of international sales experience to Park Assist. He has extensive experience with video technologies designed for the transportation industry. He is fluent in English, Spanish, and French and has lived in both Latin America and Europe. He spent two years at Park Assist, from 2011 to 2013, and was instrumental in expanding the company’s global footprint. Stein has an MBA from Columbia University in New York City.

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PAYBYPHONE INTRODUCES APP FOR APPLE WATCH PayByPhone, which allows drivers to use a mobile payment app for parking, is one of the first apps to launch on Apple Watch, bringing the power of technology to life.

The new PayByPhone app uses the Glances feature on the face of Apple Watch to subtly display how much time is left in drivers’ parking sessions at any given moment. Drivers can instantly extend their parking time without running back to their cars or worrying yet again about finding the exact change.

“What excites us about Apple Watch is the idea that time means different things to people based on what they are doing,” says Kush Parikh, president of PayByPhone Global, a PayPoint PLC Group. “PayByPhone on Apple Watch allows you to personalize time as it relates to you and gives meaningful time back to your day.”

PayByPhone has close to 10 million users globally who use the system to pay for parking, bike hire, taxis, or parking permits in more than 300 locations worldwide, including San Francisco, Seattle, Miami, Vancouver, London, Paris, and the Melbourne area in Australia. In the U.S., it has been used for more than 17 million payment transactions in the past 12 months.

Digital services cater to an increasingly connected culture and can provide cities with impressive cost savings. Cities can save on new meter hardware, maintenance, and data charges while avoiding the high cost of cash collection.

Parikh says, “This vision of using technology to make life simpler is one we share with Apple. We’re working with some of the world’s most innovative, connected cities on integrating

parking.org/tpp

parking with public transport and other services, and our new app sits at the heart of our vision.”

PayByPhone’s app for Apple Watch is available via the Apple App Store. Existing customers will need

to download the updated app on their smartphones to unlock Apple Watch functionality. PayByPhone is free to download, and consumers must complete a one-off registration process.

Gas Detection Ventilation and Control

Building owners and facility managers want to provide safe and effective parking garages while minimizing the energy costs associated with HVAC. Macurco Gas Detection helps engineers, integrators and installers to provide suitable gas detection and control systems for enclosed parking garages.

Detection products for Carbon Monoxide (CO), Nitrogen Dioxide (NO2), Natural Gas, Propane and other Toxic & Combustible Gases

Made in the USA

Manufactured by Aerionics, Inc. Phone: 1-877-367-7891 Email: info@aerionicsinc.com Website: www.macurco.com JUNE 2015 | INTERNATIONAL PARKING INSTITUTE

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COMMUNITY DIGEST

Butler Mobility Revamps IPL Platform BUTLER MOBILITY PRODUCTS, a manufacturer of inclined platform wheelchair lifts for more than 38 years, recently unveiled a new design for its IPL platform.

The platform control tube, where the joystick is attached, has been redesigned to have an appealing curve, giving it a sleek, modern look. The industrial look of the lift’s unfinished aluminum tread plate has been replaced by a beautifully coated textured floor plate, combining beauty with the added bonus of a non-slip surface. The company also increased the thickness of the folding ramp from .125-inch-thick tread plate to .160-inch-thick plate to provide more stability for entering and exiting the platform.

The platform sides were redesigned. The old platform sides were constructed in a two-piece section with a standardized angle bracket attached to a 1/16-inch-thick side plate. The new design incorporates a ­quarter-inch thick solid platform side with an integrated angle bracket. The added thickness of the new design side plate makes for a more durable construction, exceeding ANSI standards. This feature is particularly important for durability of use, especially when the client is using a power wheelchair. Having the angle bracket integrated into the platform side allows ease of installation when installing the platform because the angle of the platform side plate is true to the angle of the stairway. The design still allows for a plus or minus two-degree adjustment on the platform.

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Pre-Conference Programs; Comprehensive Green Garage Assessor Training Offering six tracks, including new Building & Construction Management track ANSI/IACET approved education offers CEUs, PHDs, LUs, CCM, CAPP points, and AIA credits for specific sessions. IPI’s CAPP certification program now available to all!

Track-specific wrap-up Shoptalks keep the conversation going

“Picked up as many parking ideas in three days as I usually do in the other 362.

I always meet new people critical to my work and career growth.”

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Attend the world’s biggest parking conference featuring the industry’s largest Expo hall with more than 230+ exhibitors, live demos, and the latest in technology. Known as the industry leader in education, this event features 60+ educational opportunities, including Pre-Conference programs, six hot-topic education tracks, keynote speakers, Shoptalks, Ignite sessions, PowerPitch forums, and this year, Park TankSM, a spin-off the popular TV show “Shark Tank.” Join more than 3,000 attendees from around the world for four days of jampacked education, exhibits, technology, and networking – there is no better place to eat, breathe and live PARKING!

Register today: IPIconference.parking.org ipi@parking.org 571.699.3011

COMMUNITY DIGEST

PARKBYTEXT SECURES TRANSIT CONTRACT Parkbytext™ and Nationwide Controlled Parking Systems (NCPS), both based in Ireland, secured a five-year contract with Transdev, one of the largest public transport operators around the globe, to provide managed parking systems in the Park + Ride car parks attached to Luas, Dublin’s light rail system.

Since November, there have been steady increases of Luas Park + Ride customers making the switch from coins to the convenience of cashless parking. More than 1,900 Luas Park + Ride customers have now registered with parkbytext, accounting for 88 percent of all Luas parkbytext transactions.

Parkbytext™ reported that more than 61 percent of these transactions originate from the app; 17 percent from parkbytext.ie; 15 percent from text message; and the remaining 7 percent from both interactive voice response and the customer care center.

This contract win with Dublin’s light rail service further increases the company’s presence and market leadership in the transport sector. Parkbytext allows drivers to pay for parking in more than 300 car parks in Ireland, the U.K., and the U.S., and operates with a variety of clients, including third-level education facilities, transport hubs, and city councils.

Chris Dix Joins Sentry Control Systems Sentry Control Systems has announced that Chris Dix joined the company as sales executive. Dix is a well-known parking technology professional who is an authority on the integration, design, procurement, and implementation of complex on- and off-street parking systems.

In his new position, he will promote, grow, and develop Sentry’s product lines in San Diego and throughout Orange County, Calif.

“Chris Dix will be a tremendous asset to Sentry Control Systems,” says Frank Flanagan, principal of Sentry Control Systems. “Sentry is experiencing extraordinary growth, and Chris’ experience and expertise will be invaluable in ensuring that our customers have access to the latest and best parking technologies to meet their unique needs.”

A parking executive with more than a decade of experience, Dix is an expert in parking technologies and how they can benefit municipalities and private parking owners and operators. He is a resident of La Mesa, Calif., where he lives with his wife and son.

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INTERNATIONAL PARKING INSTITUTE | JUNE 2015

APOLLO SAFETY INTRODUCES PARKING GARAGE SERVICE

Too close for comfort?

Apollo Safety, Inc., a veteran-owned, Fall River, Mass.based company specializing in safety products and services, recently launched a detection service for parking garages and other enclosed areas that house vehicles.

“In Massachusetts, state law requires that smoke detection systems for parking garages be checked four times per year and carbon monoxide detectors be checked once per year,” says John Carvalho, founder and president of Apollo Safety, Inc. “Other than these inspections, some parking garages do not check their systems at all, and that can make the lot owner vulnerable to much more than a failed inspection.”

As part of the service, Apollo Safety will inspect carbon monoxide detection systems. That inspection includes recalibration. The service also includes inspection of the facility with a handheld, wireless detection device to ensure that areas of the garage not near detection devices have safe levels as well.

Apollo Safety’s offerings include a wide variety of portable and stationary gas detection systems suitable for all detection, including name brands such as Industrial Scientific, RAE Systems by Honeywell, RKI Instruments, MSA, Detcon, Scott, and GMI. Apollo Safety also offers portable gas monitors for rental at weekly or monthly rates. Equipment is calibrated to NIST standards.

parking.org/tpp

Not with Park Sentry

®

In the close confines of parking structures where space is at a premium and structural columns limit lines of site, collisions are a reality.

Park Sentry® cushions the impact of collision damage; wrapping columns in a highly visible, energy absorbing material that withstands repeated impact and buffering vehicles and columns from costly dings, dents and scratches. Made of high-tech material, modular design; customizable to fit any size column or wall.

For additional information contact

Sentry Protection Products 1.216.228.3200 info@sentrypro.com www.sentrypro.com www.parksentry.com

JUNE 2015 | INTERNATIONAL PARKING INSTITUTE

55

COMMUNITY DIGEST

In Memorium: Jack Belowich Jack Belowich, who served as president of the Institutional and Municipal Parking Congress (IMPC), which later became IPI, passed away in April. He was 86.

Belowich was a member of the parking authority of the Borough of Metuchen, N.J., as well as the planning board and town council. He was born in Mamaroneck, N.Y. and moved to New Jersey in 1957. He was a veteran of the U.S. Marine Corps and longtime member of the Metuchen Lions Club, Chamber of Commerce, and the Metuchen Golf and Country Club, along with the local YMCA board of directors.

He retired in 2002 from his business, Seldow’s Stationary, which he had owned since 1965. Belowich is survived by his wife, Jean; daughter Nancy Belowich-Netron; and sons David and Gary, along with a sister and seven grandchildren.

He was president of IMCP from 1976 to 1977.

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INTERNATIONAL PARKING INSTITUTE | JUNE 2015

TAKE THE PATH TO EXCELLENCE GET CERTIFIED.

NEW CAPP Certification Program

CANDIDATE HANDBOOK Presented by the CAPP Certification Board of the International Parking Institute

[

ORGANIZATIONS

][

FACILITIES

][

1330 Braddock Place, Suite 350, Alexandria, VA 22314 571.699.3011 Phone | 703.566.2267 Fax capp@parking.org | www.parking.org/capp

PROFESSIONALS

]

Now Parking Organizations Can Become Accredited Too. IPI is launching a new program to enable parking organizations that meet rigorous standards to become Accredited Parking Organizations (APO). Accredited Parking Organizations demonstrate excellence in parking management and operations, customer service, professional development, safety, and security. Download the Accreditation Guidelines to review criteria and learn how to apply at parking.org/APO.

CALENDAR OF EVENTS Highlighted are IPI and IPI Allied State and Regional Association Events

June 12

September 16

October 21

Mid-Atlantic Parking Association Summer Golf Tournament College Park, Md. midatlanticparkingassociation.org

IPI Webinar Chinatown, D.C., Case Study: Multimodal Value Pricing Pilot and Curbside Management parking.org/webinars

IPI Webinar Parking Construction: New Technology, Innovation, Practices, and Delivery parking.org/webinars

June 17

September 21–22

November 4–6

IPI Webinar Parking: Emergency & Disaster Preparation parking.org/webinars

Parking Design, Maintenance, and Rehabilitation Two-Day Seminar, presented by IPI Raleigh, N.C. parking.org

California Public Parking Association Annual Conference & Trade Show Oakland, Calif. cppaparking.org

September 23–25

November 4–6

Carolinas Parking Association Annual Conference and Trade Show Myrtle Beach, S.C. carolinasparking.org

Parking Association of the Virginias Annual Fall Workshop & Tradeshow Virginia Beach, Va. pavonline.org

September 24–25

November 9–11

Southwest Parking and Transportation Association Annual Conference Phoenix, Ariz. southwestparking.org

Parking Association of the Virginias Annual Fall Workshop & Tradeshow Virginia Beach, Va. pavonline.org

September 30– October 2

November 10–12

June 28 Green Parking Council Green Garage Assessor Training Las Vegas, Nev. greenparkingcouncil.org

June 29–July 2 2015 IPI Conference & Expo Las Vegas. ipiconference.parking.org

July 15 IPI Webinar Payment Systems: Countdown to EMV Chip Technology Rollout parking.org/webinars

July 22 Mid-Atlantic Parking Association Parking and Baseball Washington, D.C. midatlanticparkingassociation.org

July 26–29 ACT International Conference Baltimore, Md. actconf.org

August 19 IPI Webinar Developing a Strategic Plan for Your Parking Operation parking.org/webinars

Pennsylvania Parking Association Annual Fall Conference Hershey, Pa. www.paparking.org

October 7–8 IPI International Parking Conference Santiago, Chile parking.org

October 13 Mid-Atlantic Parking Association Fall Golf Outing Windsor Mill, Md. midatlanticparkingassociation.org

October 14 Mid Atlantic Parking Association Fall Annual Conference Baltimore, Md. midatlanticparkingassociation.org

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INTERNATIONAL PARKING INSTITUTE | JUNE 2015

Expo Parking São Paulo, Brazil expo-parking.com

November 18 IPI Webinar Innovation in Municipal Operations—Government at Its Best parking.org/webinars

December 2–5 Florida Parking Association Annual Conference & Trade Show Amelia Island, Fla. flparking.org

December 7–9 Gulf Traffic Dubai, U.A.E. gulftraffic.com

ACADEMIC Boston College Police Dept.

John Savino Emory University Adele Clements Northern Virginia Community College Cory Thompson Read Jones Christoffersen Ltd. Scott Wallace San Diego State University Debbie Richeson Sinclair Community College Paul Murphy Temple University Office of Parking Services Karen Sherlock Texas State University Linda Sterling University of Dayton Department of Public Safety Darlene Holder University of Delaware Jennifer Sparks University of Georgia Parking Services Department Donald Walter University of Lethbridge John O’Keeffe University of Nevada, Las Vegas Tad McDowell University of Texas at San Antonio Clay Haverland Winston-Salem State University Patricia Norris

COMERCIAL OPERATIONS AVPM Ken Gulec Car Park Services Catherine McHugh Columbus Convention Center/ SMG Scott Keeton Frogparking Limited Irene Bennetts GRANTE Parking Rogelio Gonzalez Interstate Parking Company LLC Tony Janowiec Next Parking, LLC Robert Caplin

parking.org/tpp

Parking, Inc. Bill Keck PDM Ahmed AlSahly VINCI Park Louis Jacob

CORPORATE AMI Group, LLC DennisPedrelli ECM Engineering Fernando Allendes HNTB Corporation Rick Strawn Nationwide Insurance Company Bart Barok Olympia Entertainment, Inc. Aaron Ford Park City Municipal Corp.

Brian Andersen SAP Timo Stelzer

SUPPLIER Acuity Brands Brian Manning Ballparc LLC Taylor Chapman Cypress Computer Systems, Incorporated Paul Ahern Designa USA Robert Kane eImpound Jack Bernstein Genetec Pierre Hubert Guardlink of Kentucky LLC Robert Long Nagels North America LLC David Partington NextBus, Inc. Thomas Noyes OmniPark Karla Baig OpenEdge Michael Park Parking Network BV Jorrit Weerman ProxiGuard-Bluecard Software Technology Flavio Russowsky RitterAssociates Stephen Heintzelman West FSI LLC Rick West

AIRPORT Metropolitan Nashville Airport Authority Jennifer Swallows Winnipeg Airports Authority Lisa Patterson

NEW AND RENEWING IPI MEMBERS

CONSULTANT Blue Ridge Design, Inc Ned Cleland Green Courte Partners, LLC Marilyn Ruklick LeighFisher Inc. Peter Mandle Pierce, Monroe & Associates, LLC Phillip Pierce McCarthy Building Companies, Inc. Tanya Wollman

HOSPITAL-MEDICAL CENTER Texas A&M University Health Science Center Jim Suter

PUBLIC City of Kitchener Paul McCormick City Of Little Rock Arkansas Jack Wrenn City of Oxford Matt Davis City of Rochester, New York Laura Miller City of Santa Fe Noel Correia Downtown Toledo Parking Authority Daniel Fortinberry Village of Croton on Hudson Janine King West New York Parking Authority Jamie Cryan

RETIRED/TRANSITIONAL Joseph Giordano

JUNE 2015 | INTERNATIONAL PARKING INSTITUTE

59

PARKING CONSULTANTS

DESMAN

Design Management National Parking Specialists Architects Structural Engineers Parking Consultants Planners Transportation Restoration Engineers

▪ Parking Structure Planning & Design ▪ Studies & Operations Consulting ▪ Restoration Engineering ▪ Structural Engineering

800-FYI-PARK carlwalker.com

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INTERNATIONAL PARKING INSTITUTE | JUNE 2015

Boston Chicago Cleveland Denver Ft Lauderdale Hartford New York Pittsburgh Washington, D.C.

Green Parking Consulting

Providing Parking Solutions for Over 40 Years

w w w.DESMAN .com

CELEBRATING 50 YEARS OF SERVICE • Parking Facility Design • Restoration Engineering

Leverage Data | Metrics Guidance | Optimize Resources Safeguard Assets | Analysis Consensus | Reduce Risk Plan Effectively | Decisions Policies | Improve Service Innovate Smartly | Alternatives

• Parking Study Services

Providers of objective advice for more than 30 Years

800.860.1570 www.walkerparking.com

Philadelphia, PA n 215-564-6464 n www.chancemanagement.com Parking

n

Transportation

n

Access Management

Parking engineered to your needs

Jacob Gonzalez, P.E. 800.364.7300 WA LT E R P M O O R E . c o m

parking.org/tpp

Project Management Design Parking Consulting Structural Engineering Diagnostics

Traffic Engineering Civil Engineering Intelligent Transportation Systems

JUNE 2015 | INTERNATIONAL PARKING INSTITUTE

61

ADVERTISERS INDEX

Aims (EDC Corporation). . . . . . . . . . . . . . . . . . . . . . . . . . . 9 aimsparking.com | 800.886.6316

Macurco. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .51 macurco.com | 877.367.7891

Aiphone. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 aiphone.com | 800.692.0200

Magnetic Autocontrol. . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 ac-magnetic.com | +49 7622 695-5

Ameristar Booth & Building Structures. . . . . . . . . . . 52 ameristarbooths.com | 855.526.6847

POM. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 pom.com | 800.331.7275

Carl Walker, Inc.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 carlwalker.com | 800.FYI.PARK

Rich & Associates, Inc.. . . . . . . . . . . . . . . . . . . . . . . . . . . 60 richassoc.com | 248.353.5080

CHANCE Management Advisors. . . . . . . . . . . . . . . . . . 61 chancemanagement.com | 215.564.6464

Rydin Decal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 rydin.com | 800.448.1991

Designa . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 designa.com | +44(0)1932-784040

Sentry Protection. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 senytrypro.com | 888.265.2660J16

Design Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 desman.com | 877.337.6260

Southland Printing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 southlandprinting.com | 800.241.8662

Duncan Solutions, Inc.. . . . . . . . . . . . . . . . . . . . . . . . . . . C2 duncansolutions.com | 888.99.DUNCAN

T2 Systems. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 t2systems.com | 800.434.1502

Global Parking Solutions. . . . . . . . . . . . . . . . . . . . . . . . . 17 globalparkingsolutions.com | 215.399.1475

Tag Master Northa America, Inc.. . . . . . . . . . . . . . . . . 54 tagmasterna.com | 866.615.5299

Horoad Electronic Technology Development Co., Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 horoad.com | 0086 755 83209520

Timothy Haahs & Associates, Inc. . . . . . . . . . . . . . 19, 60 timhaahs.com | 484.342.0200

IntegraPark. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C3 Integrapark.com | 888.852.9993 IPS Group Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 ipsgroupinc.com | 858.404.0607 Kimley-Horn and Associates, Inc.. . . . . . . . . . . . . . . . . 13 kimley-horn.com/parking | 919.677.2090

PARKING BREAK

JIM BASS is landside operations manager at the Bill and Hillary Clinton National Airport, Little Rock, Ark. He can be reached at jbass@fly-lit.com or 501.537.7354.

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INTERNATIONAL PARKING INSTITUTE | JUNE 2015

Toledo Ticket . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C4 toledoticket.com | 800.533.6620 Walker Parking Consultants. . . . . . . . . . . . . . . . . . . . . . 61 walkerparking.com | 800.860.1579 WALTER P. MOORE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 walterpmoore.com | 800.364.7300

Here’s Your Parking Webinar Planner (IPI Members: Register for six or more and save) June 17 AR

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H | MARC RUARY B E F | L Y | JU Y JANUAR | JUNE Y A M ER | | OCTOB A P R IL EMBER T P E S | AUGUST

Parking: Emergency & Disaster Preparation Presenters: Geary Robinson, CAPP, University of North Texas; and Cindy Campbell, Cal Poly State University

July 15

Payment Systems: Countdown to EMV Chip Technology Rollout Presenters: Tom Wunk, CAPP, T2 Systems; and Steven Grant, Aberdeen Management Group

August 19

Developing a Strategic Plan for Your Parking Operation Presenters: Dennis Burns, CAPP, Kimley-Horn and Associates, Inc.; Vanessa Solesbee, The Solesbee Group; and Bridgette Brady, CAPP, Cornell University

September 16

Chinatown, D.C. Case Study: Multimodal Value Pricing Pilot and Curbside Management Presenter: Soumya Dey, PE, PMP, Washington, D.C. DOT

October 21

IPI Memb ers: $35 per w ebinar NEW: Only $30 per w ebinar when you register f or six or more!

Non-mem bers $50 per w ebinar Listen live or view s at archived webinar e. your convenienc resented Live webinars p 2-3 p.m. on Wednesdays, one Eastern T ime Z Each webinar = 1

CAPP Point*

nts minimum requireme dential application *toward CAPP cre

Parking Construction: New Technology, Innovation, Practices and Delivery Presenter: Walt Norko, PE, CCM, Construction Management Association of America; and Patrick Wells, DESMAN Associates

November 18

Innovation in Municipal Operations-Government at Its Best Presenter: Roamy Valera, CAPP; Art Noriega, Miami Parking Authority; David G. Onorato, MBA, CAPP, Pittsburgh Parking Authority; and Sean Mackin, Denver Public Works

December 9

Sustainability in Parking Presenters: Brian Shaw, CAPP, Stanford University; J.C. Porter, CAPP Arizona State University; and Jeff Petry, EPark Eugene, Ore.

Webinars: Online, On Demand, On Your Schedule Access archived webinars anytime at parking.org., including: i Big Data: What You Need to Know i EVs and DOE’s Workplace Charging Challenge i Strategies to Recover Outstanding Debt i Get Certified – What You Need to Know to about the Green Garage Standard i How to Implement Organizational Change & Manage Performance Improvement i Best Practices and Challenges in Public/Private Partnerships for Parking and Smart Growth Development

Register now at parking.org/webinars

i TDM Case Study: Seattle Children’s Hospital Airport Parking: Repair and Maintenance While Structures are in Use

EXIT CREEPY AND COOL

P

rotecting parking spaces for the disabled is a hot topic, and one Russian nonprofit may have found the best answer yet.

Dislife.Ru recently launched its More Than a Sign campaign to combat drivers at Russian shopping malls illegally parking in spaces reserved for the handicapped. Some estimates say 30 percent of drivers there park in the spots even though they’re not entitled to permits. More Than a Sign projects a hologram of a disabled person in front of drivers who take the spots without the required stickers on their cars. The person asks, “What are you doing?” and explains the importance of parking for the disabled.

The campaign’s developers say it’s working, with many drivers jumping out of their cars to see where the person in the parking space came from.

Have you employed a creative way to keep reserved spots open for the handicapped?

We want to hear it—email fernandez@parking.org.

STOP!

WHAT ARE YOU DOING? I’M NOT JUST A SIGN ON THE GROUND.

DON’T PRETEND THAT I DON’T EXIST.

THIS IS A PARKING SPACE FOR THE DISABLED.

YES, I’M REAL.

PLEASE FIND ANOTHER PLACE TO PARK.

I FACE MANY CHALLENGES EVERY DAY.

YOUR ONLY CHALLENGE IS TO RESPECT MY RIGHTS

64

INTERNATIONAL PARKING INSTITUTE | JUNE 2015

Is your parking operation losing revenue? We can help you find it.

Find lost revenue and increase efficiency with IntegraPark’s powerful software. For a detailed explanation of its benefits, call Ruth Beaman at 888.852.9993 or visit IntegraPark.com

GREEN AND FLEXIBLE PARKING SOLUTIONS

Toledo Ticket’s RFID hangtags and credentials* with TransCoreenabled technology enhance security for you and your patrons. Our efficient solutions offer built-in accountability to keep your business secure – with reduced emissions and a low carbon footprint.

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VERYEN. GRE Y VER XIBLE. FLE

1.800.533.6620 ToledoTicket.com 3963 Catawba Street P.O. Box 6876 Toledo, Ohio 43612 TICKETS OF EVERY DESCRIPTION SINCE 1910.

Gumby and Gumby characters are trademarks of Prema Toy Company, Inc. All rights reserved. ©2015 Prema Toy Company, Inc.

JUNE 2015 The Parking Professional ● RICK WILLSON ● BIG DATA ANALYTICS ● ENGAGING CUSTOMERS ● MILLENIAL WORKERS ● IPI COMMITTEE UPDATES