The Parking Professional September 2017

25

A Data-Based Parking System

THE INTERNATIONAL PARKING INSTITUTE

30

Communications and Image

34

A Sustainable Garage Renovation

38

Planning for HighDemand Events

SEPTEMBER 2017

20

Managing a City Sacramento City Manager Howard Chan finds out a background in parking makes all the difference.

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TRULY INTEGRATED 24/7 PARKING MANAGEMENT SOLUTIONS

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24/7 DATA ANALYTICS

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©2017 IPS GROUP INC. All rights reserved. 1.877.630.6638

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T H I S C O N T R A C T L I M I T S O U R L I A B IL IT Y - R E A D I T C ustom er and W allyPark agrees as follow s. W allyP ark is responsible for ig n itio n k e y o n ly . C u s to m e r a g re e s to in s p e c t th e ir v e h ic le b e fo r e W a llyP ark takes custody. C ustom er’s claim of dam ag e or loss m ust be reported and item ized in w riting on W allyPark’s claim form before custom er rem oves their vehicle from W allyP ark’s facility, and if not so m ade, any s u c h c la im is w a iv e d b y C u sto m e r. S h o u ld W a llyP a rk a g re e to m a k e re pa irs to C u sto m er’s ca r a t its exp en se , W allyP a rk h a s th e o p tio n to choose the place and person to m ake repairs. C ustom er agrees that any law suit by C ustom er for any claim m ust be filed w ithin 90 days from date of p a rkin g w h e n a lle g e d d a m a g e o cc u rre d , in co u rt o f ju ris d ictio n w h e re claim ed loss occurred. In all court actions the burden of proof rem ains w ith th e C ustom er. W allyP ark is not responsible for dam age by fire, theft or m echanical defects (i.e., faulty brakes). W allyPark is not responsible for any articles left in vehicle no r w ill W allyP ark accep t po ssession or bailm ent of such articles. W allyPark is not responsible for custom er’s lu g g a g e o r p o s s e s s io n s . A tte n d a n t h a s n o a u th o rity to b in d W allyPark or create bailm ent for any such articles. C ustom er m ust set hand brake before leaving car. W allyPark is not responsible for loss of use or consequential dam age. A ny vehicle left in our custody for m ore than 60 days w ithout prior authorization w ill be subject to LAS lien Tsale.

NAM T his contract is not assignable. This is the entire contract and no em ployee E: can m odify it. C ustom er w aives all rights in conflict of the foregoing.

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e leaving lot. grees Customer's age or loss claim of dammust be reporte d and itemize Company's d in writing form before on car is taken lowing a claim from of loss, and the auto park if not so made, folany such claim repairs to is Customer's car at its option to choose D E N T S . expense, Company the place has and person S C R A T C H E S Custom to make repairs er agrees that any lawsui .

A G E M A J O R D A M claims must be filed t by Custom er for any within 90 when alleged damage occurre days from date of parking d, claimed in court loss of jurisdiction occurred. In where all court actions to establish the burden claim remain of proof s with Customer. responsible Company for damage is not by fire, theft COMP ANY or mechanical NOT RESPO defects.

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by Customer for anyI N D I C Customer agrees that any lawsuit from date of parking claims must be filed within 90 days court of jurisdiction where when alleged damage occurred, in the burden of proof claimed loss occurred. In all court actions Company is not to establish claim remains with Customer. or mechanical defects. responsible for damage by fire, theft FOR ANY ARTICLES COMPANY NOT RESPONSIBLE ACCEPT POSSESLEFT IN CAR NOR WILL COMPANY ATTENDANT SION OR BAILMENT OF SUCH ARTICLES. OR CREATE HAS NO AUTHORITY TO BIND COMPANY Company is not BAILMENT FOR ANY SUCH ARTICLES. as posted at lot. Any responsible for cars after closing time, picked up by Customer car keys left with Company must be POSTED. After closing foregoing. CLOSING TIME AS

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E op tion ke ani cal er. W ally In all cou o ccu rre file d w ithi m er agr DATE any d, in Pa rk ees n 90 rt act to def ect art tha bai lm icle s left s (i.e ., is not res ion s the cou rt of day s from t any fau lty bur den juri sdi ent pon dat e of suc in veh lu g sib le bra kes ctio of of pro ga icle n w for h art ). no W ally g e o r icle r w ill W ally Par dam age of rem ain her e pos s. W Par k s with by W ally k ally han or cre s e s s io Par k d bra Pa rk is not res fire , the ns. ate is ke ft or acc pon not A bai bef con lm ent t t e n d sib le or res pon ept po seq uen ore lea a 60 day for sse sib le tial dam vin g car for any n t h a s s w for cus ssi on or no .W suc con ith age ally a trac h out u . An tom RO art th Par k pri y m odi t is not is not icle s. Cu o r i t y to er’s OM ass ign or aut ho veh icle fy it. # sto m res b in left C ust riza d er m in our pon sib om er abl e. Thi tio n ust le for w ill s is wa ive set los s be sub cus tod the s all y for ent ire of use righ jec t m ts in con con flict trac t LA to lien ore tha n sal e.

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AD ITY-RE agrees s LIABIL Customer Service OUR of dam Parking follows: LIMITS claim RACT y agree as on tomer's CONT writing THIS and Compan ving lot. Cus d in k foler lea itemize o par Custom car before d and the aut h claim is ect reporte from to insp st be any suc taken s mu car is so made, or los has before age if not form mpany , and e, Co pany's m of loss airs.

Com expens ke rep a clai at its to ma lowing for any r's car person mer g and stome Custo parkin place to Cu t by e of re repairs choose the lawsui from dat tion whe s any to sdic of that 90 day rt of juri of pro option agrees d within in cou the burden is not mer file urred, Custo must be ions pany rt act E age occ s. er. Com G claims ged dam d. In all cou defect A Custom chanical alle S when occurre ains with me TIC LE ft or d loss rem Y AR fire, the claime ish claim SSES R AN abl age by SIB LE FO CEPT PO to est for dam ON Y AC DANT EN sible RE SP COMPAN . ATT respon NO T L EATE AN Y TICLES R WIL OR CR not CO MP CH AR R NO Y SU AN is IN CA T OF COMP pany LEFT ILMEN BIND . Com Any OR BA TICLES ITY TO at lot.

SION THOR CH AR posted tomer NO AU R ANY SU e, as HAS

by Cus sing ing tim FO r clos ENT clo ed up s afte BAILM be pick ED. After for car must ST sible pany AS PO Com respon . with TIME n s left ING on sig CLOS car key la. posted ng. d as eveport, foregoi locate shr will be nting keys

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Custo Custo lowing any's for report mer mer's agree ed an a cla m befor claim im of s e d ite of da loss, car is mize repair man d in d if no taken fro s to writin m Custo optio t so g on made the auto n to mer's choo , an Custo ca y suc park folr at se the h cla claim mer ag place its expe im is rees s nse, and when must tha Comp perso allege be file t any any n to claime lawsu d wit d has make hin it by d los damage 90 to est repair s occ Cu occurr da ab urred s. ed, in ys from stomer . respo lish cla for an date cou im rem In all cou nsi rt act rt of jurisd of parki y CO MP ble for ains ion da ng iction with LEFT AN Y NO mage by Custo s the bu where rde T RE mer.

IN CA fire, theft Comp n of pro SP R NO SIO of N OR any R WI ON SIB LE or mecha is no LL CO BAILM HAS nical FO t NO MPAN R AN ENT defec AUTH OF BAILM ts.

Y AC Y AR SUCH ORITY CEPT TIC LE ENT ARTIC FOR TO POSS S respo BIN LE ANY nsible ESSUCH D COMP S. ATTE for car car NDAN ANY key ARTIC s aft OR er clo foreg s left wit LES. CREA T sing h Co oing.

Comp TE time, any keys CLOS mpany as po is no must wil ING sted t south l be be TIM at lot. loc lan E AS picked Any d pr ated as POST up by inting poste Custo ED. d on - sh mer After revep sign closin ort, la. g .

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T H I S C O N T R A C T L I M I T S O U R L I A B IL IT Y - R E A D I T LICEN SE C ustom er and W allyPark agrees as follow s. W allyP ark is responsible for ig n itio n k e y o n ly . C u s to m e r a g re e s to in s p e c t th e ir v e h ic le b e fo r e W a llyP ark takes custody. C ustom er’s claim of dam ag e or loss m ust be reported and item ized in w riting on W allyPark’s claim form before custom er rem oves their vehicle from W allyP ark’s facility, and if not so m ade, any s u c h c la im is w a iv e d b y C u sto m e r. S h o u ld W a llyP a rk a g re e to m a k e re pa irs to C u sto m er’s ca r a t its exp en se , W allyP a rk h a s th e o p tio n to choose the place and person to m ake repairs. C ustom er agrees that any law suit by C ustom er for any claim m ust be filed w ithin 90 days from date of p a rkin g w h e n a lle g e d d a m a g e o cc u rre d , in co u rt o f ju ris d ictio n w h e re claim ed loss occurred. In all court actions the burden of proof rem ains w ith th e C ustom er. W allyP ark is not responsible for dam age by fire, theft or ROOM m echanical defects (i.e., faulty brakes). W allyPark is not responsible for # any articles left in vehicle no r w ill W allyP ark accep t po ssession or bailm ent of such articles. W allyPark is not responsible for custom er’s lu g g a g e o r p o s s e s s io n s . A tte n d a n t h a s n o a u th o rity to b in d W allyPark or create bailm ent for any such articles. C ustom er m ust set hand brake before leaving car. W allyPark is not responsible for loss of use for m ore than or consequential dam age. A ny vehicle left in our custodyLAST NAME 60 days w ithout prior authorization w ill be subject to lien sale. T:his contract is not assignable. This is the entire contract and no em ployee can

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Cu stom CONT RACT to insp er and LIM ect Co age IT m car or befo pany S OUR loss Co ag re m mus leav ree as LIABIL lowi pany ing t be 's IT ng lot. follows Y-RE a cla form repo AD Cu be im repa rte stom : Cust of lo fore d an om IT er's ss, car er optio irs to d ite is an agre cla E d if take n to Cust miz im es Cu not n ed of choo omer st dam in so from 's ca clai omer se m ade, the au writing the r wh ms m agre any to on plac at its en alle ust be es th such park cla ex e an ge at imed fil d d pe pense, cla folto im loss dam ed wi any la es rson Co is age thin ws mpa resp tablish occu ui to oc 90 curre da t by ny mak cla rred.

CO onsib MPA le fo im re In all d, in ys fro Custom e re has pairs mai LE co co r m N da FT YN mag ns wi urt ac urt of date er fo .

IN r an tions juris of SIO th CA OT R e by Cu dict park y NO R NO ES the fir st ion HA ing R W PON e, thef omer. burd S NO R BA en wher ILM Co ILL SIBL t or BA mpa of pr e AU EN ILM E FO mec CO TH oo T ny EN resp is no f T FO ORITY OF SU MPANY R AN hanica onsib l de t CH R AN Y AC TO car le fo CE ARTI fects.

Y SU BIND ARTI ke PT r ca C fore ys le PO LES CH CO CLES rs af goin ft wi SS MPA . AT AR ter th Co ES g. keys TICL TE clo NY ND sin CL m w ES so O g tim OSI pany uthl ill be . Co R CR ANT NG e, as m lo an mpa EA d pr cate TIM ust be TE ny post inti d as E AS pick is no ed ng po at lo t PO ed up - sh sted t. An ST re ED by Cu vepo on si y . Af st rt, gn ter omer la. clos . ing

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Com ing a tom e pl fect e bu pa y la da urt Cus se th at an 90 in co ns th Com l de LES low to th within rred, actio mer. hanica RTIC ESoo irs ch t S rees filed occu cour usto mec Y A POS T repa n to C N l ag AN tio t or R A EPT er t be age In al with ND TE op thef C tom mus dam d.

A TE FO ns C AT CRE not fire, LE Y A Cus ms leged curre remai S. IB AN R is e by NS clai n al loss oc aim y CLE Y O ny ag MP O TI An N O pa whe med ish cl dam ESP AR PA lot. om LC r R er at CH C O M S . C clai tabl e fo WIL tom ing OT es SU bl R N sted D LE si F to Cus clos po on NY NO BIN RTIC by TO as resp MPA CAR TO H A up After EN e, IN ILM RITY SUC CO g tim picked D. BA FT O Y TE osin LE .

OR UTH AN t be POS r cl N A R afte mus AS NO T FO rs ny sign pa ME r ca EN on , la.

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TH Cu sto IS C O NTR m ig n itio er and AC T W W ally n k e y o ally Par k L IM IT S n ly . agr ees P OU Cus rep orte ark tak as foll R L IA d and es cus tod to m e r B IL ow s. rem a g re item y. C ove s W ally IT Y - R ize d ust om e s to EA P ark the suc h in w in s D er’s ritin g cla im ir veh icle cla im p e c t th is res pon IT rep a on W sib le irs to is w a ive from W ally Par of dam e ir v e h for ally ic le cho ose d C ust age k’s cla b e fo om er’s b y C u sto Par k’s or los re fac ility im form law sui the pla s m er. ce and car at , and bef ore m ust be t by S C ust par kin if per son its exp h o u ld W cus tom om er g w en se, a llyP not so m er to m for any hen cla im a rk ade W ally ake alle ge ed los , any a gre cla rep P a rk im the e to airs h C ust s occ urre d dam age m ust ma be file . Cu sto m as the om er. d. m ech op tion ke er agr d w ithi W ally In all cou o ccu rre ani cal ees d, to n any Par rt def ect 90 day in cou act ion tha k is art s from t any not rt of bai lm icle s left s (i.e ., res pon s the bur juri sdi fau lty dat e ent den sib le of ctio n of suc in veh bra kes lu g of ga icle for dam pro of w her h art ). W nor rem e W ally g e o r p ally icle s. age w os Par k by fire ain s with W ally ill W ally Par k is han d or cre s e s s io not Par k Par k bra ke ns res pon , the ft or ate is not acc or con bai lm . A t t e bef sib le res pon ept pos nda seq uen ore lea ent nt h ses sio for 60 day tial dam vin g car for any a s n sib le for n or suc . W ally cus con trac s w itho age . h art o a u t h tom ut pri Par An o m odi t is not or aut y veh icle k is not icle s. Cu r i t y to er’s ass ign fy it. sto res bi hor left C ust RO in our pon sib le m er m ust n d om er abl e. Thi iza tion O for los w ill set cus s is M wa ive tod be the # s of s all use righ ts ent ire con sub jec t y for m to lien ore tha in con trac t LA n flict and of the no em sal e. ST Thi s fore NA goi ng. plo yee can ME:

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es ILITY-R Service er agre OUR LIAB Custom LIMITS as follows: of dam claim TRACT agree tomer's on THIS CON Company lot. Cus writing er and leaving ized in Custom before park foland item ect car orted the auto claim is to insp t be rep n from such is take loss mus e, any re car ng so mad age or befo rki not if Pa y has y's form , and es Compan arg Compan claim of loss Ch airs. ense, a e rep its exp lowing to mak car at IT any person tomer's er for -READ r agrees e and to Cus Custom parking me BILITY the plac mrepairs of es suit by R LIA s: Custo date S . choose of da rvic where any law s from N T E Sto g Se E ITS OU as follow r's claim diction day optiH on D E G ees that on 90 juris LIM T C A agr g Parkin G of in proof A me rt M N itin R en of T I RACT any agree Custo in cou tomer be filed with D A S C IS in wr R Cus urred, t the burd lot.

CONT O mp E X is not zed N G rk folE A J T I ms mus damage occ court actions Company THIS r and Co e leaving itemi M to pa im is IS clai P R d X au er.

S an E me for N G alleged urred. In all the defects.

E T E h cla T I Custom when orted Custo ct car be IS from P R occ C A hanical y suc S E X D I ains with pe be rep is taken de, an ed loss ICL ES or mec E IN t T E rem s ins st R ART A claim thef ma to P claim X y ha I C fire, ANY s mu S e car t so blish FOR age by mpanI N D s. A T E POSSES or los befor d if no to esta C air for dam NSI BLE Y ACCEPT e, Co– age form D I rep s, an PO ible ns N I y's los RES an of expe y respons ENDANT make NO T COMPAN Comp a claim n to at its ANY for an ES. ATT WILL car ng CO MP mer NOR perso ARTICL CREATE rki r's d H lowing sto CAR OR pa an me Y SUC IN

by Cu date of where LEFT place NT OF Custo y is not COMPAN suit s to BIND BAILME Compan se the any law ys from isdiction proof TO OR ES. oo N repair jur ITY ch SIO n of lot. Any HOR ARTICL 90 da court of that t n to ted at hin burde SUCH is no NO AUT rees in optio ANY , as pos HAS s the mpany r ag filed wit urred, tomer time ion FOR me ts.

Cus ing act be NT by rt g r. Co r clos defec ge occ Custo must ed up BAILME s r closin cars afte dama . In all cou Custome chanical LE S be pick . Afte claim alleged h ible for must urred or me Y AR TIC ESs wit pany POSTED respons when loss occ remain theft AN 139330 with Com TIME AS POSS d fire, im . s left G FO R T claime lish cla CEPT ge by SIB LE sign car key CLOSIN NDAN ab Y AC dama sign ted on la. g. foregoing.

ATTE to est ble for SP ON MPAN ed on as pos TE foregoin port, as postlocated CO LES. T RE nsi CREA t be shreve located OR respo AN Y NO R WILL be will ARTIC no s ting key ANY NO y is keys will SUCH and prin CO MP CAR OF COMP Compan southl IN Any ENT S. BIND lot.

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WAYFINDING SEPTEMBER 2017 | Volume 33 | Number 9

20

Managing a City

32

Taking Control of the Conversation

Howard Chan is named city manager in Sacramento and says his background in parking has made all the difference.

26

Starting from Scratch

How the University of Houston Parking and Transportation Services transformed its image through strategic communications.

36

An Effective Renovation

Los Angeles uses data to build a parking program that boosts transit use.

40

Rethinking layouts and details adds value and sustainability to a California parking facility.

Parking for the Perfect Storm A checklist for planning and executing a parking plan during highdemand periods or events.

2

INTERNATIONAL PARKING INSTITUTE | SEPTEMBER 2017

Editor’s Note

DEPARTMENTS

INSPIRATION 4 Entrance 6 Five Things 8 Consultants Corner 1 0 The Green Standard 1 2 The Business of Parking 1 4 On the Frontline 1 6 Parking Spotlight 1 8 IPI’s Ask the Experts 4 4 IPI in Action 46 State & Regional Spotlight 4 8 Community Digest 5 6 Parking Consultants 5 8 Advertisers Index 5 8 Parking Break 5 9 Calendar of Events

M

agazine writers spend a lot of time doing two things that aren’t writing. We read, usually anything and everything we can find about our specific niche, and we talk on the phone. By the time my workday is finished, I want almost nothing to do with the phone. My ears are tired.

I have to tell you, though, how much I thoroughly enjoyed a long, Friday afternoon conversation with Howard Chan. You might know Howard—he’s a longtime IPI and California Public Parking Association (CPPA) member who’s had a great career in parking and transportation. And you may have heard a bit of news about him recently as he was named city manager of Sacramento, Calif.

We wanted to know how a parking professional becomes city manager (as it turns out, parking skills are extraordinarily transferrable to city management) and what a career in transportation does to prepare someone for that role (a whole lot). Howard shared his story with me and, as he says himself, it’s a great one. We’ve got it starting on p. 20 of this issue, and I hope you’ll block part of your day to settle in with it. He shares wonderful insight and inspiration, and September—a bit of a second New Year’s for those of us in school or with kids in school—feels like the perfect time for a story like his.

My kids will have started their school year by the time you read this, with new notebooks and planners and software subscriptions and, I hope, a resolution to make this a wonderful school year. I usually spend their first day of school doing a bit of clearing out in my office, doing away with the piles and collections that accumulate during the summer, and making my own resolutions for the fall and beyond. I hope you have a moment to do that, too and reenergize your professional outlook. Maybe this is the perfect time to attend a conference (check out parking.org/100 for an amazing new concept), sign up for a professional development course, or just make your own sort of New Year’s list of ways to kick it up a notch.

As always, I love hearing from you—please email anytime. I hope you enjoy this issue, and I wish you all the best in a new season. Until next month…

fernandez@parking.org

parking.org/tpp

SEPTEMBER 2017 | INTERNATIONAL PARKING INSTITUTE

3

ENTRANCE Publisher Shawn Conrad, CAE conrad@parking.org Editor Kim Fernandez fernandez@parking.org Technical Editor Rachel Yoka, CAPP, LEED AP BD+C yoka@parking.org

CHOOSING PARKING

Assistant Editor Monica Arpino arpino@parking.org

By Bridgette Brady, CAPP

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

W

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.

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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.

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e all have them—the priceless aha moments or eureka effect when at a point in time, there is clarity or otherwise put, something just made sense. Mine recently began while reading a column in this same space written by a leader in the industry about his son’s choice of parking as his career (see the July issue for more).

We often tell ourselves that parking happened to us or chose us; it was not our first thought of a career. I had to think back. I started roughly around the same age, doing the same exact thing as the young man referenced in the article. I chose parking to be my first college job despite other options. Something about the job intrigued me. It did not just happen—I jumped in feet first.

In another instance, at the conclusion of a conference of higher-education institutions, I experienced a wonderful return on the investment of my 24 years in the transportation industry.

The conference was wonderful, full of enrichment and fun. It offered two aha moments.

I was sandwiched between two conversations that helped me understand I am right where I should be with my career choice. On one side, there was a conversation between two relatively new professionals feeling relief in discovering they were not the only ones experiencing the same challenges with their transportation systems. This evoked a smile and resonated strongly as I remembered saying the same thing after my first IPI Conference. I was at a crossroads with parking and furthering education and chose to move forward with parking and transportation. Thinking back, this was probably the second time I chose parking and mobility as a career.

On my other side, two professionals were discussing that it was their job to share knowledge and help where they could, as they explained why smaller conferences were so important.

Again, a warming sentiment as I have relied on the advice of these two colleagues and many others in my professional and business decisions. I look forward to being that resource for my colleagues. It is quite possible this is the most recent time I have chosen parking as my career.

I challenge those continuing to say you did not choose this as a career to reconsider. We may not always know what we are getting ourselves into, but think back to when you decided— over other options—to apply for that parking or transportation position or stay onboard. You may be surprised to find that even back then, you were choosing this as a career.

@IPIParking

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BRIDGETTE BRADY, CAPP, is senior director of transportation and mail services at Cornell University and a member of IPI’s Board of Directors. She can be reached at bb635@ cornell.edu.

CITATION SERVICES

FIVE THINGS

FIVE THINGS ‘ANTIQUES ROADSHOW’ SHOULD APPRAISE

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how of hands: How many of you have stumbled on an old parking meter in an antique store and thought for a moment how cool it would look in your basement or on the wall in your office? We sure have! There’s a lot of old parking and transportation equipment and related stuff out there, and finding it warms the heart of many an industry professional.

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Dennis Burns, CAPP, regional vice president with ­Kimley-Horn, sent us some photos of cool old parking and transportation collectables recently, and we couldn’t resist sharing. Here are five of our favorites and we’re on the lookout for more. Have something? Email editor@parking.org and let us know—there may be a future project in the works!

Downtown Los Angeles Parking Study This 1945 study from Burns’ personal collection includes a letter from the Downtown Business Men’s Association—talk about a blast from the past.

It’s an early example of a study designed to alleviate parking crunches in a downtown area, and we’d love to settle in with it on a rainy night just for kicks.

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City of Omaha Program Report One year later, the City of Omaha, Neb., took on what it called a “serious problem in the central business district and in many outlying shopping areas.” This one looked at strategic solutions to parking shortages and went way beyond building more parking—pretty ahead of its time.

Meter Collection

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Universal Studios Wayfinding Wayfinding has come a long way, and Universal Studios was ahead of its time with character-themed signage that helped patrons remember where they parked.

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Say what you will about old meters, but it’s pretty cool to see some from different times lined up together. That’s a lot of change through the years! This photo is from Randy Toplinski, Winnipeg Parking Authority.

ENO Foundation Parking Report From 1961 comes this report on parking in Saugatuck, Conn. Covering everything from personnel to ticketing to operating procedures, this looks like a onestop guide to all things parking.

CONSULTANTS CORNER

UNDERSTANDING REPURPOSING TAKES PURPOSE

By Jeremy Rocha, PE

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he trend in parking seems to be that there is always a new parking trend. Spurred by technology, sustainability, or need, parking theories and technologies are constantly evolving or morphing into new innovative ways of thinking about the industry in general. One in particular seems to have legs and has been a topic of discussion in many conceptual planning exercises: repurposing garages, also known as adaptive reuse.

Generally speaking, adaptive reuse means converting a parking garage into an occupied space, office, or retail.

On paper, the adaptive reuse concept works perfectly.

And yes, we have seen some cases of this working on different scales. But the truth is, for this repurposing to happen in the future, there are many considerations and design criteria that need to be addressed today.

With my parking consultant hat on, I love the idea of tall floorto-floor heights and wider column spacing—they allow for better lighting distribution, sight lines, and an overall higher level of service. But with my budget/project manager hat on, I see nothing but an increase in facade, larger foundations, and possible transfer beams, which blows my budget.

Different Design

JEREMY ROCHA, PE, is a parking consultant with Walker Consultants and a member of IPI’s Consultants Committee.

He can be reached at jeremy.rocha@ walkerparking.com.

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An occupied space and a parking garage are obviously very different spaces/uses and are governed by very different design considerations. In my five minutes of fame here, I will focus on: ●● Structure. ●● Circulation. ●● MEP. ●● Operations.

Without nerding out much, let’s talk structural elements. The standard floor-to-floor heights, column grid layout, live load criteria, etc. of a garage do not work for an occupied space. Garages are typically built assuming a design load of less than 50 pounds per square foot (PSF). Most other uses require a design load of 125 PSF. With my parking consultant hat on, I love the idea of tall floor-to-floor heights and wider column spacing—they allow for better lighting distribution, sight lines, and an overall higher level of service. But with my budget/ project manager hat on, I see nothing but an increase in facade, larger foundations, and possible transfer beams, which blows my budget.

The majority of those in the adaptive-use conversation are in user groups where internal ramping systems

INTERNATIONAL PARKING INSTITUTE | SEPTEMBER 2017

reign, such as mixed use developments and institutions.

The standard garage becomes three 60-foot bays with an internal ramp, which is great for parking but not so ideal for occupied spaces. Moving the ramp to the exterior of the floorplate means architectural elements may need to be altered, and some zoning codes prevent exterior ramps, so variances will need to be obtained.

Utilities Now let’s talk utilities. Garages require fairly minimum amounts of MEP connections depending on zoning. To accommodate future occupied spaces, additional empty utility infrastructure such as duct banks, blank panels, and sleeves need to be included today. Provisions for expansion to utilities such as sanitary sewer, water, and storm should also be included. These additions will require all MEP rooms to be oversized and perhaps allocate space for additional MEP rooms as occupancy changes.

Probably the easiest change we can make now in preparation for the future adaptive reuse, at least from a cost perspective, is in garage operations. Small tweaks, such as leveraging shared parking models, providing space for car-sharing companies, and provisions for additional charging stations are easy modifications. However, even these operational tweaks require investment in infrastructure. For example, adding space for ride-sharing services requires restriping the garage and more importantly, changing wayfinding signage to direct both vehicles and patrons to the area. This area also demands to be located in the most convenient location or it will be underused, which could have an effect on traffic throughout the development and potentially affect the most lucrative parking from an hourly rate perspective.

Whether or not adaptive reuse falls to the wayside like other past parking trends remains to be seen. However, I believe portions of the trend will remain, so we need to make provisions now. As a design team we need to collectively decide which provision is best for our project and budget. Murphy’s Law tells us that all those decisions made today will make no sense tomorrow, but we need to start somewhere. Maybe we can design the garage as a garage and figure it out later.

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THE GREEN STANDARD

BUILD IT, BUT DO YOU WANT THEM TO COME?

By Brian Shaw, CAPP

BRIAN SHAW, CAPP, is executive director of parking and transportation at Stanford University and a member of IPI’s Sustainability Committee. He can be reached at bshaw2@ stanford.edu.

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In December 2013, the Santa Clara County Board of Supervisors approved Ordinance No. NS-1100-117.

In part, this ensured that newly constructed projects or additions and alterations would provide designated parking for clean-air vehicles (low-emitting, fuel-­efficient, and carpool/vanpool vehicles).

The university initially wanted to support EV charging on campus, and in January 2014, the provost authorized EV infrastructure to support all commuters at Stanford.

Since then, parking and transportation services (P&TS) has electrified 64 commuter spaces with level-two charging ports, bringing the network total to 72. Users must join the ChargePoint network and are billed for the power they use while charging. University fleet vehicles and carts charge for free.

Any new parking facility built after 2014 must provide for EV charging. Stanford’s newest garage, Roble Field, opened in February 2017 and features 52 level-two EV chargers available for a fee to ChargePoint members.

Many offices in Silicon Valley offer free EV charging as part of a suite of amenities to help attract and retain talent. Stanford has taken a different route by installing chargers to comply with California Green Building Standard Code and further the university’s objectives to reduce greenhouse gas emissions. Other than the code obligation, Stanford does not receive any institutional benefit or value by offering EV charging (free or otherwise).

Stanford is subject to compliance with a general use permit (GUP) that includes a no-net-new-peak-hourcommute-trip goal as part of its obligations. As long as the university complies with the GUP goals, it is able to build new academic facilities, student housing, and parking up to the GUP’s parking space cap. So far, thanks to innovative and comprehensive transportation demand and parking management efforts, the university has met this trip goal since the GUP began in 2002.

Calls to foster EV use through workplace charging have the potential to add more car trips to campus. P&TS determined that there is a potential risk in encouraging single-occupancy vehicle travel in EVs with free charging: Alternative commute users and gas-vehicle drivers may switch to EVs instead of using transit, which is coun-

INTERNATIONAL PARKING INSTITUTE | SEPTEMBER 2017

terproductive to other P&TS efforts to meet goals set forth in the GUP. While EVs eliminate mobile-source pollution, the university’s ability to grow is based on trip reduction, not air pollution elimination.

While the university supports commuters who drive EVs, it has to balance that with the arguably greater need to encourage the use of alternative transportation.

Unfortunately, the GUP only considers congestion created by vehicles. EVs are considered the same as conventionally fueled vehicles, so there must be careful consideration of programs that might increase vehicle trips to campus.

An argument could be made that the university will continue to see a base number of vehicle trips to campus and it would be preferable if a greater number of those vehicles were electric. Providing free EV charging could encourage more use of EVs by driving commuters to Stanford, assuming the number of driving commuters remains stable.

There are financial implications to providing free workplace charging. Currently, P&TS is solely responsible for the costs for installing, maintaining, and administering EV charging, so there is a financial need to charge for charging. The cost to retrofit the university’s parking facilities with EV chargers can be very high.

Finally, the university has traditionally not attempted to influence personal vehicle purchasing decisions of its population.

When will EV charging at Stanford be free? Arguably, there needs to some type of tangible benefit to the university. A case could be made that under the current GUP trip goal, no car is the preferred outcome over any car, even an EV.

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tanford University’s location in the heart of the Silicon Valley puts it on the leading edge of technology and early adoption so one might believe the campus is crawling with electric vehicles (EVs). However, the truth is a cautionary tale.

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THE BUSINESS OF PARKING LEGAL

URBAN REDEVELOPMENT AND THE ROLE OF GOVERNMENT

By Leonard T. Bier, CAPP, JD

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any factors influence a real estate developer’s decision to select one community instead of another for a residential, retail, office, or commercial project.

Developers planning mixed-use projects in urban municipalities or considering public-private partnerships (P3s) want local government and regulatory boards with predictability, consistency, and stability.

Key elements that affect a developer’s decision include: Visionary City Leadership. It is critical to have a municipal government leader, usually a mayor, who has a grand vision or plan for city revitalization, supports redevelopment plans, is capable of articulating the redevelopment vision and plan to the public, and can build consensus and support. ●● Stable Local Government. The development plan must progress and advance in a timely manner. Developers seek a stable political environment in which leadership positions do not turn over and cause project approval uncertainty. ●● Unity of Purpose. A majority of the members of the governing body must conceptually and actively support the vision of urban revitalization and redevelopment projects. If central business district (CBD) redevelopment is a politically charged subject, developers will bypass one community for another, more forward-thinking planning and redevelopment-friendly environment ●● Clear Decision-Making. There can only be a limited number of individuals in addition to the municipal government leader capable of making leadership decisions. The city manager or other manager representing government interests in the development process must be empowered to make executive decisions. Other professionals assisting in the redevelopment project process must assume support or advisory positions. ●● Bureaucracy Support. All municipal governments have an embedded bureaucracy whose members regulate, interpret, approve, and enforce the development process, including planning/zoning land-use laws and regulations, parking requirements, and building codes.

A competent and informed bureaucracy is vital to urban renewal and must be aligned with the vision and goal of the government’s leader and other elected municipal officials. The bureaucracy must be willing to review and approve both predevelopment and construction plans in a timely manner. A city whose bureaucracy is incompetent or creates roadblocks and obstacles, in most cases, will not be selected by a developer for a project. ●●

LEONARD T. BIER, CAPP, JD, is the principal of Bier Associates. He can be reached at lenbier@ optonline.net or 732.828.8866.

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Willingness to Work the Plan. Successful redevelopment requires the creation of a plan and working the plan by the developer and government together.

Once a course of action is selected, there cannot be continual second-guessing and spur-of-the-moment amendments by elected officials, regulatory agencies, or municipal employees. ●● Economically Feasible Plans. The government and its approving boards must be willing to amend and modify previously approved development projects when economic necessity requires it. No matter how visionary and well-conceived a project is from an architectural or academic planning prospective, it must be affordable, able to be financed, and constructible. Changes to the plan based on value engineering to meet government and/ or developer and financier budget projections must be considered and, if appropriate, approved. ●● Appropriate Principles. Developers will select communities that have embraced smart growth and adopted CBD redevelopment plans in the urban core or adjacent to transit stations. Developers prefer communities that provide for mixed-use development, greater residential unit density, increased building height, lower user parking ratios, payments in lieu of parking, and shared parking by users. ●● Financial Incentives. Redevelopment projects often require economic assistance from the federal, state, county, or local governments to be financially feasible. Developers want host communities to actively assist and support developer project applications for government grants, loans, and subsidies, which may include lobbying by the municipality. Developers favor communities that have a finance toolbox and a proven track record of using it.

Not every community will have all nine factors for success. However, the greater the number of redevelopment success factors that can be attributed to a city, the greater the likelihood a community will be selected by a developer for an urban renewal or development project. ●●

ON THE FRONTLINE

CUSTOMER SERVICE: THE EASY STUFF

By Cindy Campbell

Making eye contact.

An appropriate greeting. ●● Smiling.

I spend a lot of time in airports, and more specifically, in airport lounges. In one particular lounge, I am always greeted by pleasant staff who never fail to say “Good morning” or “Good evening,” usually calling me by name (after reading my boarding pass). From speaking with many of the lounge representatives, I know this is the level of service they’re trained to provide: consistent, helpful, and understanding of their role as the face of the company.

Until recently. Until the two I recently met. Not so much as a glance up from their smartphones. ●● ●●

The Exception As I approached the front desk to check in, I asked one of the lounge representatives if I would be permitted to come and go from the lounge several times during my extended layover. Without even a passing glance, the reply was a barely audible, “mmm hmmm.”

Thank you, ladies. I never quite know what my next The Parking Professional article will be about … until I just know. That day, I knew.

First Impressions

CINDY CAMPBELL is IPI’s senior training and development specialist.

She is available for onsite training and professional development and can be reached at campbell@parking.org.

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The damage we can inflict on our professional reputations as well as the reputation of our employer can be significant if not irreparable. In previous articles and blog posts (parking.org/blog), I’ve talked about the importance of first impressions. Because this issue is so critical to our success, I’d like to revisit the point.

Studies show that we are quite attached to our first impressions. If I get off on the wrong foot with you during our first interaction, I may never get the chance to recover. Based on your impression of me, you leave assuming you know who I am and how I will respond to you from that moment forward.

INTERNATIONAL PARKING INSTITUTE | SEPTEMBER 2017

Making the situation worse, you may also assume that my employer doesn’t care about the quality of services I or my employer (or my industry, for that matter) provide.

Statistically, it takes four or more positive interactions with me or my colleagues after the bad first impression before you start to reconsider your opinion.

Train On It It’s important to discuss the first impression concept with your entire team. Regardless of employees’ assigned duties, the public sees all of us as representatives of our larger companies or agencies. Ask your team to think about a time when they visited a retailer, restaurant, or other service provider and encountered a representative who was rude, dismissive, disinterested, or worse. How do they feel now about returning to that establishment?

In some cases, we have no choice but to return if that service provider is our only option.

This is frequently the scenario our customers experience within our industry. They may feel trapped out of need for our services with no ability for them to choose a different service provider. They will use our services, but they do so begrudgingly.

Having this type of training or discussion should happen routinely within our organizations and at every level. Let’s make every effort to put our best foot forward on behalf of our employers as well as for ourselves.

Now, can I get an “mmm hmmm”?

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ustomer service. Some elements of it can be challenging while other elements are not so hard. Here’s the easy stuff:

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PARKING SPOTLIGHT PARKING PROFESSIONAL

TAMARA DOLAN PREPARES FOR HER NEXT CHAPTER

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amara Dolan became executive director of the Allentown, Pa., Parking Authority in 2006 after working with the local chamber of commerce for 10 years. She’s credited with adding event parking to the authority’s areas of expertise which, until an arena opened in town in 2014, had been largely focused on daytime parking.

A longtime member of the Pennsylvania Parking Association and IPI, Dolan recently moved to Florida and is pondering the next chapter of her career. She talked with The Parking Professional about her experiences in the industry.

The Parking Professional: Let’s start at the beginning. How did you get into parking?

Tamara Dolan: Like many folks in parking, I did not grow up wanting to park cars for a living. I started my career in healthcare public relations and marketing and in 1996, took a job at the local chamber of commerce in Allentown to manage their communications efforts. I was there 10 years and progressed through the ranks, and I left there as chief operating officer. It was a great gig and I enjoyed it a whole lot.

My last several years there, I was in the No. 2 position under the president and CEO. I was in my early 40s and thought I need to either feel like I was comfortable being in the second chair—which was fine—or see if I could lead an organization the way my mentors thought it was time for me to do. I debated a number of different things.

My predecessor at the parking authority, Linda Kaufmann, decided she was going to retire. She and I were on the same golf team together. She was a far better golfer than I will ever be but we got to know each other and we talked a lot. She thought my strengths dovetailed with what the parking authority board was looking for and I threw my hat into the ring and was hired in 2006.

I was very honest at the time with the board: I knew how to park a car and I knew how to pay a meter and I knew how to pay a parking ticket but that was the extent of my knowledge of parking. The board determined it had a great senior staff of qualified parking professionals and they wanted someone grounded in the community who could do outreach and look holistically at the authority and how it interrelates with other organizations.

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TPP: What kept you there for so long?

TD: Every day was challenging, certainly, and every day in some regard was fulfilling. I identified early on what most parking professionals identify early on, especially those of us working in municipalities: We have two types of customer—on- and off-street. Neither one wants to be our customer. They don’t want to pay for parking. It’s a unique business and not only does the customer base not want to be your customer, but you are are completely and totally reliant on external forces to drive customers to your product. You can ensure your facility is clean and welllit and well-priced and all of that, but nobody’s going to come from the next town over and say, “I’m going to park in this garage because I’ve heard such good things about it.” You are completely reliant on developers, employers, government, and similar things to drive the market to you. So those two realizations were the most interesting.

After six months, I knew we had to set the table to the best of our ability to take parking off the table as an objection from folks. We had to work with developers to create synergy and we were not in the business of providing discounts but instead in providing appropriate parking and helping them grow their business by attracting more people downtown. To succeed in parking, you need to learn how you can continue to thrive where nobody wants to be your customer.

There’s a great staff in Allentown. They’re committed, knowledgable, and fun. That helped as well. It’s an interesting field—it’s much more interesting than I thought it would be. And you never know what any day is going to bring.

TPP: So you came in knowing almost nothing about parking. How did you get up to speed?

TD: I joined the authority at a very interesting time. They had been established for 21 or 22 years and had never built a parking garage. They were also in the process of

Parking people are a really helpful group of folks.

We’re all in this exclusive club. You can pick up the phone or email and ask for help and you’ll hear from 100 different people who want to help you. side of parking. Everybody loves the chamber of commerce because their only goal is to make your business thrive. So I’d walk into a room and it was, “Hey Tamara, great to see you, everything’s wonderful, rainbows and puppy dogs.”

I took this new job and walked into the same rooms and it was “Oh, it’s Tamara from parking.” Like a switch was flipped. I’ll never forget that transition. It was a culture clash I never quite recovered from and while I always pretended it didn’t bother me, deep down, it always did. It’s easy for us to see the value we bring to a city and difficult for me to understand why other people could only see the dark side.

converting a software package and had broken ground on two parking structures simultaneously. It was sort of trial by fire, which is the best way for me to work.

I knew nothing about parking, very little about building and development, had some experience with software, and some with managing, but anytime a longtime leader leaves, it’s tough—especially someone of Linda’s caliber—and software conversions never go really smoothly and I had never undertaken anything in development. So I jumped headfirst into every one, which in hindsight was the best way to do it. If it had been any less frenetic, I don’t know that the transition would have been as smooth. I was completely reliant on folks who knew what they were doing and I was learning from them why trying to lead. The result of that is that we all gained a lot of mutual admiration and respect for one another.

I read all the codified ordinances, make sure I read every parking magazine and journal, and spent 18 hours a day making sure I had a fundamental knowledge so I could speak knowledgeably.

TPP: What were the biggest challenges?

TD: I’ve never grown the thick skin a lot of people in this industry grow when it comes to the sort of being nasty parking.org/tpp

TPP: Do you think that’s changing?

TD: I think the most rational, reasonable folks who really see things from a global perspective get it intuitively.

They get it but it might not be popular to espouse. But yes, I think it’s changing. People see that parking is a very important component of a well-run hospital or college or airport or municipality.

TPP: You’ve been involved with IPI and PPA for a long time. Why? TD: Parking people are a really helpful group of folks.

We’re all in this exclusive club. You can pick up the phone or email and ask for help and you’ll hear from 100 different people who want to help you.

I enjoyed getting to know other folks who do this for a living and do this well and have done it for a long time. An accountant can go to any diner and meet an accountant in the next booth, but in the parking business you don’t get to meet a lot of your peers except though trade associations.

IPI has a great conference and I went for two or three consecutive years and then I realized that it would be at least as, if not more, helpful to my staff to go. So every year since, I’ve make sure that one or two staff members have gone without me so they could learn the value as well. No matter where it is, you stand in that Conference and you get an understanding for the first time of the scope of this industry—it’s really impactful.

SEPTEMBER 2017 | INTERNATIONAL PARKING INSTITUTE

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IPI’S ASK THE EXPERTS

Joe Sciulli, CAPP

Senior Operations Consultant CHANCE Management Advisors All staff need to have regular, proactive interaction with individual merchants, residents, and the public as part of their job. Because enforcement officers and supervisors convey thousands of impressions about the program every day, for better or worse, their appearance and bearing need to communicate a “look sharp, feel sharp, be sharp” attitude.

Dan Kupferman, CAPP

Director of Car Park Management Systems Walker Consultants Sponsor a contest at a local college or university to create an ad for your program.

Maybe the students can get class credit—and maybe it goes viral!

Marlene Cramer, CAPP Associate Director, Parking Services California Polytechnic State University We have had the best response with our university community when our outreach campaigns incorporate food. We have done Coffee and Commuting, Parking and Pizza, and Bacon and Bicycling. These are more economical than giveaways, and we always get a very positive response.

Vanessa Cummings, CAPP

Supervisor, Parking Operations Columbus State Community College A campus where I used to work had a Parking Jam at the start of the semester—a cookout with a disc jockey, dancing, free food, games, parking information, and giveaways. The staff wore themed T-shirts that allowed students and employees to interact with the parking folks in a fun and casual environment.

Everyone loves a party!

John W. Hammerschlag President

Hammerschlag & Co., Inc. Hosting customer appreciation days in office and residential buildings within a three-block radius of your parking facility is a great way to thank existing customers for their business and promote your products/services to capture new customers. Offering something as simple as coffee and donuts is a low-cost option to grab customer attention and market your facility to a very targeted audience.

Have a question for IPI’s experts? Send it to editor@parking.org and watch this space for answers.

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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.

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CITY

MANAGING A C

ity life is booming. Resident numbers and business numbers are up, sports teams are thriving, and new arenas are opening, which means more people coming and going, more demand on the transportation system, and more demand for services. All of that, of course, means the city needs a manager who can juggle, sometimes so fast it’s a blur; stay crazy-organized; and negotiate like a master and who can do it while getting along with everybody else. So what’s a city to do when things are like that and it needs a new manager?

It turns to a parking guy.

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INTERNATIONAL PARKING INSTITUTE | SEPTEMBER 2017

Howard Chan is named city manager in Sacramento and says his background in parking has made all the difference.

By Kim Fernandez

parking.org/tpp

SEPTEMBER 2017 | INTERNATIONAL PARKING INSTITUTE

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You might already know him, but just in case, meet Howard Chan, who took a job valet parking cars in college and ended up being recruited for the job of parking services manager in Sacramento, Calif., where he is now city manager. True story. Ask him about it, though, and he laughs, clearly not entirely comfortable with the notoriety that comes with the job. He also talks a lot about the people he’s worked with along the way, from frontline workers all the way up to finance executives, all of whom get the same tone of respect and all of whom, it seems, have taught lessons to a high-profile guy who hasn’t lost his humility along the way.

So how did a parking guy rise to the top of the heap in a thriving city? Chan laughs and says, “It’s quite a story.”

Humble Beginnings Chan was making his way through California State University in 1989 when a friend told him to check out a valet parking job nearby. Telling the story now, he pauses.

“There was no part growing up when I said I wanted to be a city manager. Or go into parking,” he says. “This notion of getting into parking and government and city management still feels surreal.”

Chan checked out the job and became a valet parking attendant working for The Parking Place. It was, he says, “one of the best jobs I ever had.” The pay was good, tips were fantastic, and he became friends with all sorts of people at the brand-spanking new Marriott where he was assigned.

Graduation loomed, and Chan’s friends started taking internships in tech. He’d occasionally gaze in that direction and then he’d be given more responsibility and the money would get better and really, he was happy. He was promoted to facility manager, district manager, operations manager, and finally, senior operations manager with Standard Parking, where he stayed until he was recruited by Sacramento.

And then, a friend called. “He was in Sacramento and looking to do something different,” says Chan.

“He worked for me for about 10 years and hadn’t been in the public sector before and wanted to know if he could use me as a reference.” Of course, Chan said yes and when the recruiter called, gave his friend a glowing recommendation and then forgot about it.

Well, he forgot about it until the recruiter called back and started asking very different questions. “The woman calls me back and says they’re launching a national search for this position and it seems like I have a lot of experience and asks if I’m interested. I have to say, it was odd and my knee-jerk reaction was to say no and tell her to finish the job search for the position my friend wanted and then maybe call me another time.

But then I picked up the phone and called my friend and told him that he wouldn’t believe what happened.”

His friend, in the true spirit of friendship, told Chan he should at least give the job some thought and invited

him and his wife to Sacramento to check out the city.

Which they did. The friends had a great time reconnecting and seeing the city, and then they wandered into a model home.

“This was 2002,” Chan says. “We walk into this house, and it was gorgeous, and I said, ‘Holy smokes, I’m coming from San Francisco—you can get all of this house for that price?’ So that piqued my interest.”

There was something else at play, too. Chan’s father, a Chinese immigrant who worked as a bartender for years to support his three boys (Chan’s mother worked equally hard cleaning hotel rooms), was terminally ill.

And his dad told Chan that if the job was an opportunity, he should take it without another thought.

“So,” Chan says, “one thing led to another, and I became parking services manager for the city of Sacramento. And it was very, very different.

“The flexibility you have in the private sector doesn’t exist in the public sector,” he explains. “I didn’t appreciate what that would look like. In the private sector, you make a decision, you launch, and it’s good. On the public side, there’s a whole series of things you need to do—get the community on board, get the city council on board, do outreach to businesses and communities and neighborhoods and unions. I didn’t fully appreciate all of that. It takes awhile to understand how it works and the reasons we have to go through all of that, and it was incredibly frustrating the first few months.”

He asked his wife what she thought and then one more time turned to his dad. “He gave me more sage advice,” Chan remembers. “He told me, in Cantonese, ‘You’ve got to focus on what you can control and let go of the other things. You’re not going to be able to control it or change it, and you’ll drive yourself crazy.’” The son listened, took the words to heart, and quickly settled in to his new job, which, he says now, “was great.”

Learning Curve There was a definite learning curve when Chan arrived in Sacramento—public financing, getting input from stakeholders, and creating partnerships, to name a few new areas—but it wasn’t long before his job managing off-street parking was merged with another division and he found himself in charge of on-street parking as well. “I got a crash course,” he says, learning about enforcement, turnover, liens, public hearings, and disabled parking. He settled in for nearly 10 years, and then the game changed: The city began working toward building a new arena for the Sacramento Kings basketball franchise, and a big piece of the puzzle was parking monetization.

Initially, a private company proposed paying the city $400 million for its entire arena parking operation. Local unions didn’t like the plan, and the city didn’t relish the idea of giving up control over the parking asset. Three years of due diligence followed, considering different financing models and demands. In the end, the city parking.org/tpp

maintained ownership of a majority of the parking assets but turned over control of several parking garages to the Kings ownership group. And Chan’s career trajectory changed dramatically.

“During the course of my 10 years in parking, I was very tied to the community,” he says. “In parking, you deal with everyone out there. That gave me a lot of exposure to the community b ­ usinesses, our elected officials, and to other departments.”

He notes that’s not true of all government jobs. “Typically, if you worked in code enforcement let’s say, your exposure is limited to property owners and folks who are internal to the city. But parking lends itself to crossing departmental lines and gave me the opportunity to establish meaningful relationships throughout the city, both internal and external.” During his next performance review, Chan’s supervisor told him he’d done such a great job, there was really nowhere else to go.

Shortly after that, the assistant city manager job became open, and the city’s director of public works encouraged Chan to apply. They’d done a few rounds of interviews, he said, and didn’t really like the candidates so far, but Chan’s reputation as a hard worker and collaborative community member had gone all the way up to the city manager’s office.

“I told him I wanted everyone’s eyes to be wide open—I didn’t have the background you’d typically have to be assistant city manager,” Chan says. “I also said I had to talk with my wife and make sure this was right for our family because it’s all a team effort with us.” They talked, he interviewed, and Chan took the assistant city manager job in 2013. After almost four years, he was named interim city manager and began working to help recruit a permanent person for that job, and fate again intervened.

“This is my city,” he says. “Sacramento has always been good to me. This was my way of giving back, and I went into it with every intention of helping transition someone else in.” The city ushered in a new mayor, and about three months later, Chan was called in for a chat.

“The mayor said we’d been working great together, he felt I was a problem solver, and that I had respect in the city,” Chan remembers. “Then he said, ‘I want to see if we can remove that interim title.’ I have to tell you, my jaw dropped, and I got emotional. I wasn’t expecting it at all.” Once again, he went home to talk with his wife and children.

He took the job in early 2017, and it’s been a wild ride since. “I had a budget to deliver, I had a police chief to appoint—arguably the most important appointment a city manager will make—I had to hire an economic development director, an assistant city manager, a diversity manager, and the treasurer, city clerk, and attorney were retiring. I think it was the first time in city history that we had a complete turnover of charter officials.

The quality of people you meet in parking and interact with, they’re people persons. They have great camaraderie, they focus their attention on customer service, they have a real sincerity in wanting to help people, and all of that has ingrained itself in me.

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Ironically, I’m the most senior charter officer, and I’m all of five months into it.”

All that said, he loves his job. Loves it like people dream as children, not that they frequently dream of being city managers or parking professionals. And it’s the parking professional part, he says, that gave him a great foundation for the city manager part.

Parking

KIM FERNANDEZ is IPI’s director of publications and editor of The Parking Professional. She can be reached at fernandez@parking.org.

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“Parking definitely prepared me for all of this,” he says.

“My dear friend Casey Jones—parking professional extraordinaire—and I have talked about this over the years: The quality of people you meet in parking and interact with, they’re people persons. The great camaraderie, they focus their attention on customer service, they have a real sincerity in wanting to help people, and all of that has ingrained itself in me. I carry it with me in my interactions with city staff, and I foster those relationships in the community.”

He also has gained terrific perspective that helps him understand where city residents are coming from when they have issues.

“Parking is very personal to people,” he says. “They get very passionate about it. It’s different—we ask people to pay for building inspection fees and they don’t mind, but they don’t understand why they have to pay for parking. It’s a disconnect. I can’t answer why people feel so passionate about it, but I know from experience that they do.”

He also knows that learning on the job means asking questions, and he’s not shy about doing that. “There are things I’m getting up to speed on,” he says. “There are agreements that were inked decades ago that I’m trying to make heads or tails of, and I told my staff that I will not be shy about asking dumb questions. I We have staff who are subject matter experts who I consult with to solve complex issues.”

Having worked his way up from frontline, he also has a big appreciation for how people feel when those above make decisions that affect everyone. “I remember when I was working the parking booth on Pier 39 in San Francisco, there were managers and supervisors who walked right by me without acknowledging that I existed, or some who just treated me like dirt. This was a 1,000-stall garage, open 24/7, and I was responsible for mopping every stall at night on the graveyard shift.

I wouldn’t get it all done—there was pressure from the foreman to speed it up, and I’d say OK, but the reality was it was impossible. The stalls were always heavily stained, and I wanted to be diligent and clean them properly.

“It was crazy that people didn’t acknowledge me,” he continues. “But those experiences play a role in who I am today. No matter how busy I am, how late it is, it’s impossible for me to walk by someone without making eye contact and saying hello. It’s very important to people,

INTERNATIONAL PARKING INSTITUTE | SEPTEMBER 2017

and it’s important to me. It would be very uncomfortable for me to do anything different.”

Going Forward Chan says his longtime experiences helped shaped him for his current role—up to and including hiring a colleague from the private sector to take over as parking services manager for the city.

“One of the things we’ve been doing successfully is leveraging the city’s parking supply so we’re not just building standalone parking garages or lots,” he says.

“That’s not the highest and best use of land.” He and his team have been establishing shared parking partnerships, so municipal garages that empty out at 5 p.m. can be used for the private sector nights and weekends.

“That’s the pinch point,” he says. “We had to get elected officials from the state and city to agree, but we were able to negotiate a deal and have since expanded on this approach.”

He’s also quite proud of the SacPark Program that modernized city parking operations, including $25 million in new technology, a mobile payment system, policy changes that reflect modern business practices, changes to residential permit programs that help residents find parking even when large events are going on, tiered pricing, and greater efficiency throughout the program.

The city also recently launched Electrify America, which saw a $44 million investment in Sacramento to provide electric vehicle infrastructure to disadvantaged parts of town, allowing lower-income residents to realistically consider using zero-emissions vehicles for their work transportation (the city already had an EV car-sharing program specifically for low-income residents). As part of the new program, Sacramento was designated the first Green City in the U.S. by Electrify America.

Chan has also made fighting disabled placard abuse a priority and is working to reduce and eliminate fraud in that area. “We have people going around town using placards from deceased relatives,” he says. “We have well more than 100,000 disabled placards issued by Sacramento, and we only have maybe that many on-street spaces throughout the city. If those people all show up at once—and I hope they don’t—they’ll put us out of business. We’ll continue to make the argument to state legislators that we have to change this.” He’s very supportive of California’s current efforts to audit its disabled placard system and is hopeful the audit will result in a finding of fraud. “We have to continue to chip away at this fraud that is perpetrated on our city every day,” he says. Mobility is another priority, and Chan says the city continues to push for alternative modes of transportation.

All of this comes from parking, and Chan says that background has given him and his city a very bright future—there is lots more to come. “There is nothing else like the the people in the parking industry. They are the absolute best.”

Starting from Scratch Los Angeles uses data to build a new parking program that boosts transit use.

By Bill Smith, APR

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I

t’s the dream of any parking manager or planner: Having the chance to create a comprehensive parking plan from whole cloth. Most major cities have longstanding parking planning programs in place, and when changes are called for, they tend to be incremental, designed to address shortcomings or introduce new approaches or technologies. Rarely is there an opportunity to create a program from scratch.

That’s exactly the position Frank Ching found himself in when he became senior director of parking management for the Los Angeles County Metropolitan Transportation Authority in September 2014. LA Metro isn’t a city but oversees a large and geographically diverse parking system, managing 25,000 spaces at 54 transit stations spread out in 1,400 square miles across Los Angeles County and providing parking for more than 4 million vehicles every year.

When Ching took over the system over three years ago he found that, for all intents and purposes, there hadn’t been a strategic parking program in place for well more than a decade. Rather than having a proactive strategy for managing the system’s parking, the authority was handling its resources reactively. It was also giving away millions of dollars of free parking. While Metro charged for parking at Union Station, it provided free parking at all of its other stations—perhaps the most notable impact aside from simple lost revenue came from visitors to the neighborhood using spaces that should have been reserved for transit riders. This caused parking facilities to fill up with non-riders, making it difficult for transit riders to find parking. It also cut into the business of area parking lots and garages.

Strategy “When I was hired, the parking department really didn’t have a strategy,” says Ching. “I was brought in to develop a program.” He joined LA Metro from the city of Santa Monica, whose program he built and managed. After moving to LA Metro he saw an opportunity to put into place some of the strategies and management approaches that worked well in Santa Monica.

“I realized that the first thing we needed was a master plan,” he says. “While transit is our primary business, LA Metro is also in the parking business. We needed a comprehensive approach to manage all of our parking resources.”

The first step was to conduct a system-wide parking study to figure out how the parking resources were being used and by whom. Ching brought in help from Walker Consultants to help him develop a program; they started by creating and implementing a study that included traffic car counts, neighborhood vehicle ownership assessments, and other key data points. The team also conducted public outreach, including stakeholder meetings and rider surveys, to evaluate how the parking system was perceived by key groups. After collecting all of the necessary data, they worked together to develop a strategic plan.

LA Metro’s new TAP card system, combined with license plate recognition, offers several options for vehicle identification, verification, and parking payment. parking.org/tpp

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One customer use and payment option offered by the new system.

STEP 1 Enter the facility with LPR system.

A strategic, data-based approach to formulating and rolling out the new parking program offered the best chance for success.

STEP 2 Park vehicle.

STEP 3 Go to parking machine to pay or pay by phone.

“Frank had a clear idea of where the system needed to go to be successful but at the same time was open to different suggestions and perspectives,” says Steffen Turoff, principal and director of planning for Walker’s West Coast offices. “There was a lot to consider.”

“Fundamentally, a lot of people think of transit service as succeeding when we get people out of their cars,” Turoff says.

“At the same time, especially in Southern California, there is a perception that people won’t take transit unless there are plenty of free parking spaces for them at the station.

Starting from scratch was challenging, but it clearly provided an opportunity as well.”

As part of the planning process, the consultants completed a 40-year plan outlining how much parking would be needed in the next few decades and how that demand could best be met. LA County will invest more than $120 billion into transit in the coming years, and the resulting increased ridership

STEP 4 Enjoy Metro.

STEP 5 Exit the facility with LPR system.

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will also create new parking challenges, not the least of which will be how to continue to support the transit mission through parking and how to handle enforcement; Ching feels strongly that enforcement should be treated as a parking issue rather than a law enforcement function.

One of the key decisions LA Metro had to address was how to implement an asset management program. As Ching saw it, the authority had three choices: ●● Charge all users for parking. ●● Continue to provide free parking but build more to meet growing demand. ●● Take a transit-oriented approach through which transit users would pay a nominal fee.

Charging for Parking There were a number of reasons to start thinking about charging for parking. One of the biggest was that the parking facilities were maintained through the authority’s

A second customer use and payment option for customers.

STEP 1 Enter the facility with LPR system.

S

E

general fund and didn’t contribute revenue to recover any of the costs. Also, surveys found that non-driving transit patrons resented having to subsidize parking for those who drive to stations—or for those who park in the facilities without using transit.

Ultimately, Ching and his team decided to pursue the transit-oriented approach, which would generate revenue while promoting transit use—the authority’s primary mission.

LA Metro is currently running a pilot in 15 of its locations through which a modest fee ranging from $3 to $5 per day is charged for parking. Ching anticipates this pilot program will generate around $2 million in net profit over the next four years. The pilot program may expand to an additional 37 locations, with its data to support the effectiveness of managing parking resources.

New Tech One of the keys to making the pilot program—and ultimately the entire parking program—work is the installation of cutting-edge parking technologies at LA Metro parking facilities. Ching decided to implement a frictionless parking technology strategy using license plate recognition (LPR) tools and a variety of payment processing solutions, including mobile payment. Drivers enter an LA Metro lot or garage and pull into a spot.

When it’s time to leave, they just leave. The LPR system records the license plate information and either credits the transaction to parking.org/tpp

a corresponding monthly permit or applies a daily parking fee to the transit patron.

Through this program, parkers with a valid transit access pass (TAP) card are able to use the parking facility, and non-transit parkers are issued citations.

Ridership verification is handled through a TAP card reader, which is a magnetic nearfield card reader like the HID card readers on pay machines. When transit riders tap their cards, the reader records the card number and sends it to the ridership verifier software.

The software then verifies the ridership transaction through the API database from the transit fare system, making sure the parker is actually using the transit system. Parkers must have a ridership transaction on the card within 96 hours of parking to qualify as transit riders. Each ridership transaction qualifies for one parking transaction.

Drivers without a TAP card transaction are allowed one grace parking transaction, which allows first-time users to park and purchase their cards on the same day. The valid TAP card ridership transaction pairs with a traveler’s license plate the second time it is used. The system also provides a pay-byphone option through which transit users can simply register with their TAP card number, license plate number(s), and credit or debit card number for future payment. Ultimately, Ching hopes to design a frictionless ingress and egress parking system without gates and tickets.

STEP 2 Park vehicle.

STEP 3 Enjoy Metro.

STEP 4 Exit the facility with LPR systems.

STEP 5 Receive bill with administrative costs.

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The parking program features parking guidance systems at each of LA Metro’s parking facilities through which parkers are guided directly to available parking.

The systems feature sensors over each space that record whether the space is available and communicate the status through a series of red and green lights. There are also signs in each facility indicating how many spaces are available in that particular facility. All real-time

parking spaces availability data will soon be broadcast via websites and mobile apps.

“I think frictionless parking is an essential amenity for transit users,” says Ching. “We have trains arriving every six minutes in both directions during peak hours, with up to 20 trains loading and unloading passengers every hour. We have locations exiting over 1,500 cars within 90 minutes. With these levels of utilization,

Driven By Data

The story behind the numbers and why they really matter.

As essential as the survey data were,

their value didn’t end there—they were also used to create a long-term master plan. By studying parker patterns, including who was using parking facilities, when they were used, and how parkers viewed them, the team was able to create a model to provide guidance about how much parking will be needed in the near and long term and how much drivers can be expected to pay for that parking. The data collected by parking guidance, LPR, and other parking technologies during the frictionless parking pilot programs can also be updated in real time.

“The folks from Walker had a hypothesis that we didn’t need to develop new parking, even though our parking facilities were typically full,” says Frank Ching, senior director of parking planning for LA Metro. “They felt that it was more a matter of how LA Metro was

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managing our parking supply rather than an indication that we needed more parking.”

According to Ching, the key was understanding both who was using the authority’s parking and how they were using it. The group created a parking demand model that could measure transit ridership and how parking pricing would likely affect it, looking well into the future.

“A key consideration throughout our planning process has been that we aren’t just working to meet parking demand,” says Ching. “It’s just as important for us to use our parking planning strategy to promote transit use. LA County is investing hundreds of billions of dollars into transportation infrastructure and our parking assets can be powerful tools for encouraging more people to use our transit system.”

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The Model The parking demand model is comprised of four components: ●● Base data. ●● Station typology assignment. ●● Demand ratios. ●● Elasticity curve.

Base data is comprised of the basic information that was collected through the survey. What is the occupancy for each of the facilities?

How many of those parkers can be identified as boarding transactions through their transit access pass card activity?

The second element of the model is station typology assignment. The team established six typologies based on station location and, in some cases, the type of services available in each station (bus, rail, bicycle, car-share, etc.).

“The model’s typology input is an exciting innovation,” says Walker Consultant Jeff Weckstein.

even the shortest delays getting in and out of parking areas can cause enormous congestion in parking facilities and cause travelers to miss their trains. We think this frictionless parking approach will help the entire experience go much more smoothly.”

Other Benefits According to Dan Kupferman, CAPP, Walker’s director of car park management systems, the LA Metro program is on the cutting edge of parking technology. “Frank is a true visionary when it comes to parking technology,” says Kupferman. “He understands how the latest technologies can improve the parking experience, and he’s committed to using those technologies to provide the greatest benefit possible.”

The frictionless technology suite also provides important administrative benefits. The equipment records utilization data, telling LA Metro administrators

“By allowing us to evaluate each station’s parking and the role it plays both within the line it is on and the overall system, it helps us make much more informed planning choices.”

The typology input can also look at outside parking planning issues that may be unique to a particular station—for example, if there are opportunities for shared parking close to a specific station.

Demand ratios focus on peak parking demand as a percentage of boarding transactions and riders who park as a percentage of all first TAP ridership. The model also allows the addition of user-specific values, as well as specified station values.

Elasticity curves looks at the elasticity of demand, with a particular focus on how the cost of parking affects transit ridership and parking demand. The baseline in the model is free parking, which was, of course, the previous model. Each additional dollar in parking costs results in

parking.org/tpp

which facilities are busiest and how and when they are being utilized by parkers. That information will be invaluable for making better long- and short-term planning decisions.

“Frank and his team’s development of a thoughtful, comprehensive parking program for LA Metro is certainly impressive.” says Turoff. “But to me, far more impressive is how he has applied his parking operations expertise to implement some very effective and much-needed planning policies that allow Metro to serve more riders with the same number of parking spaces. That demonstrates efficiency for the system, and it’s cost-effective for Metro. More broadly, it advances the transportation, planning, and environmental policy goals of the region and the state. When you consider Metro’s significant role in facilitating transportation in the second largest metropolitan area in the country, that’s a big deal.”

some reduction in potential transit ridership demand and/or parking demand. The elasticity curve is applied system-wide and estimates how each potential parking rate would affect demand; the model found that it would take a $30 per day rate to result in a complete loss of transit parking demand, while a $2 per day rate would result in a 7 percent reduction in transit parking demand.

The ability to set rates strategically is a powerful planning tool.

Convenience and the extent to which parking is user-friendly also have an important impact on demand and ridership. Though it may seem counterintuitive, raising price points to levels that will dissuade some commuters from using LA Metro parking facilities will encourage other parkers to try them, positively influencing ridership.

The model can be applied to individual stations. Each station

BILL SMITH, APR, is principal of SmithPhillips Strategic Communications and contributing editor of The Parking Professional. He can be reached at bsmith@smith-phillips. com or 603.491.4280.

is unique, with different types of parkers and varying transportation resources (rail, bus, bike facilities, ridesharing, etc.). The model takes these differences into account and allows LA Metro administrators to set different prices for individual parking facilities to meet their unique requirements.

“Looking at, and modeling, the entire system upfront should pay dividends over time versus the trap of focusing only on the squeakiest wheels and the challenges that transit operators can easily find themselves faced with,” says Weckstein.

“It would be easy to say we are building a lot of new transit so we need to build a lot more parking,” says Ching. “That’s what a lot of transit authorities are doing. But we have a responsibility to the county’s taxpayers to not spend their money unwisely. This parking demand model helps us make decisions that will save money while meeting the needs of LA Metro and our riders.”

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Taking

CONTROLof the CONVERSATION How the University of Houston Parking and Transportation Services transformed its image through strategic communications.

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CASE STUDY

By Jessica Mize

O

nce dubbed unfair and unjust and frequently associated with words such as “woes” and “issues,” the University of Houston’s (UH) Parking and Transportation Services Department is making a new name for itself and garnering a lot of support and praise from its customers along the way.

Comments like the ones below have begun to pop up across the group’s various social media accounts, as well as its blog, Word on the Street: ●● “They’re a surprisingly easy office to work with.”

—commenter on Reddit. ●● “Thank you for posting this! I really appreciate all of this new transparency, for it’s answering a lot of my questions.”—commenter on YouTube. ●● “This is such a great and informative page. I love it.

The transparency is amazing.”—commenter on Word on the Street. ●● “Keep up the amazing work.”—commenter on Word on the Street.

How did UH Parking, which previously held the reputation as the campus department everyone loved to hate, inspire such a change of heart? It definitely didn’t happen overnight. In fact, it’s a shift more than a few years in the making.

initiatives and guidelines. Honey was a proponent of the decision from the start.

Browand’s support for a role like this was the beginning of the internal shift the department needed to make to position itself for the long-term customer relations success it’s now enjoying. It was a proactive move but was definitely just the beginning.

A Changing Tide Rewind a few years back to the spring of 2014. UH was (and still is) in a period of immense growth and evolution.

Boasting a tier one designation, the highest recorded enrollment figures at that point in the school’s history, and several new state-of-the-art facilities either under construction or just opening across its 594-acre campus, UH was changing.

Aware that all of these changes would have a big impact on parking and transportation’s existing programs and operations, Bob Browand, director of the department since 1997, gave the OK to hire a full-time, parking-specific communications coordinator to help inform customers and the general campus community about how they might be affected during this time and in the future.

“We needed someone who could get ahead of what was to come and develop a plan to keep faculty, staff, and students in the loop along the way,” says Browand.

Maria Honey, assistant director of marketing and communications for UH’s office of administration, was recruited to lead the search for Browand’s new communicator; the new employee would become a member of Honey’s marketing team to ensure all work adhered to the university’s larger marketing and communications parking.org/tpp

Spreading the Word During the first year of the new arrangement with the parking communicator, a solid base of content and messaging was developed, but it still didn’t feel like enough.

The news didn’t seem to be reaching the proper audiences.

Luckily, throughout that same year, some changes took place in Honey’s marketing and communications team.

Eric Holamon, who was the communications manager under Honey but now reports directly to Browand as assistant director for the department’s customer relations, helped strategize and steer the efforts of both Leighanne Dean, the new design-savvy marketing coordinator, and me.

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Building the Blog

A lively blog that offers up Bob Broward as the face of UH parking personalizes the department while offering valuable information and the opportunity to ask questions for its parking customers.

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While these two positions were not parking-specific, they were able to assist the parking communicator in pushing the bigger initiative of increasing awareness of parking operations and news while simultaneously improving the public’s overall perception of the department.

For the next few months, our trio worked to do a number of things to garner more attention. We tried everything from increased campus outreach programs to more interactive and fun social media posts but still seemed to be missing the mark with the campus community, namely students.

The group tried to pinpoint where we were falling short and came to one conclusion: The updates and information we were trying to share were not being presented in an appealing way. Sure, a fun meme might have grabbed someone’s attention to click a link on Facebook or Instagram, but the fact that the majority of those links led back to a very black-and-white, wordy, and sometimes dull news release was ineffective at best. The write-ups were full of helpful information and worked very well for members of the university’s administration but generally lacked personality and failed to speak the same language as the students. So they were ignored.

After many brainstorming sessions, the idea to launch a student-centric blog emerged. The team ran with it, figuring there was nothing to lose.

INTERNATIONAL PARKING INSTITUTE | SEPTEMBER 2017

Before going live with this new initiative, the team discussed several things we felt the blog needed to be successful.

“We drew conclusions about what we were lacking from the feedback we had received in person, via email, calls to our call center, and comments throughout social media,” says Holamon. “One main thing we realized was that students just wanted and needed us to be real, honest, and transparent with them about our operations and decision-making. There was a sort of mistrust there.”

A lot of the complaints the department regularly received were the result of misinformation, misunderstandings, and misconceptions that existed purely because it was hard for people to find clear-cut answers to their questions online. The team was adamant that this blog would be the platform to change that.

Did that mean they were going to have to be very blunt about uncomfortable topics like budgets and funding? Absolutely. But it also meant providing a place where Browand and his team could have control of the conversation to set the record straight and clear up any lingering confusion.

The team also made the decision that Browand would be the one constant face and voice of the blog. Providing clear, comprehensible breakdowns of the department’s policies, news, and updates would be the blog’s top priority, but giving the department a recognizable, central point of contact readers could hold accountable was a close second.

“We wanted people to know that if they had a question or a concern, Bob would be there to walk them through it in some way via a new blog post, an email, something,” says Holamon.

Having Browand clearly tied to the blog also helped further humanize the department, something Dean had continuously been striving to do through her social media and outreach efforts. The team hoped that showcasing Browand as well as other employees within parking and transportation would show that behind all the rate changes and citations were real people just trying to do their jobs.

Before going live with the site the team had one more important element we wanted to be sure to incorporate: a comments section. This was a particularly important piece of the puzzle because to make the blog as effective

as possible, readers needed to have the opportunity to leave feedback that was just as real and transparent as the information being shared.

The initial thought of this concept worried the group because surely this would just lead to more negativity and propagate the very perception we were working so hard to squelch. However, at the end of the day, we knew the students wanted to be heard. This comments section provided them that outlet.

image and customer relations, there’s still lots of room for improvement.

It’s also a good reminder that, sometimes, no matter what you do, people will find something to complain about. Rather than focusing on the negativity of the feedback, it’s important to view the comments as a chance to get a pulse on the customer and how general business operations are going.

Looking Ahead The Launch Armed with the technical framework, a slew of topics, and a plan to thoroughly market and promote the department’s new blog, Word on the Street went live on Nov. 10, 2015, with a nice welcome message that provided a peek into Browand’s experience as well as a glimpse at UH’s parking situation since 1997.

With Thanksgiving, final exams, and winter break around the corner, the team kept the initial posts light and brief, saving the more hard-hitting content for the start of the spring semester when students were likely to be more tuned in and receptive to campus news and information.

To this day, that seemed to have been a smart move because a piece on overselling permits that first went live on Tuesday, Jan. 23, 2016, remains the third most popular post ever published on the site. “Permit oversell was and still is something we constantly get questions about,” says Browand. “So clearly there was a need for a resource to help our customers better understand what was happening behind the scenes and how decisions were made.”

Part of the success of the blog has to be due to the fact that in a world that seems to now be running rampant with clickbait and fake news, Word on the Street is a nice change of pace that actually provides helpful information. People can use it as an educational resource, or in the case of the fourth most popular post on the site, simple comic relief. In a post from last year, Browand and the team are featured in a “vlog” (video blog) that has the group doing their own version of Jimmy Kimmel’s “Mean Tweets.”

Browand and other university leaders were nervous about the pitch from the start, but after some coaxing, he was convinced to get out of his comfort zone yet again.

Going Viral … Sort of To date, the video on YouTube has received more than 6,670 views and lots of positive feedback. While some may claim that’s not exactly “viral” by traditional standards, the team was ecstatic with the results.

Besides just giving the team a chance to laugh at themselves and their perceived follies, it also illustrated that, although Browand and his team have made leaps and bounds in terms of improving the department’s parking.org/tpp

Browand and his team have no plans to stop what they’re doing anytime soon. While for the most part this new approach has become second nature, they are constantly discussing and exploring ways to keep the momentum going.

One way the team did that this past year was through submitting the blog to a few industry awards programs, including the Houston International Association of Business Communicator’s Bronze Quill Awards and the University’s own Brand Champion awards. The team walked away winners from each competition and even presented on the transformation at a conference.

Replicating Success While it’s evident that for the UH Parking and Transportation Services Department a student-centric blog, as well as a more interactive social media presence, were effective ways to change their image, there’s no guarantee that the same will be true for other institutions.

At the heart of our success was a commitment to being real and transparent about the department’s operations, no matter how far out of our comfort zone that meant we had to go.

While it can be scary opening up the internal workings of a department, especially one with a not-so-favorable reputation from the start, there’s still a chance of gaining more allies through knowledge-sharing processes, policies, and otherwise formerly off-limits information.

Today’s consumer wants access to all of that and more, so it’s better to get ahead and take control of the conversation while you can, rather than sitting back and waiting for that conversation to come to you.

JESSICA MIZE is communications manager at the University of Houston.

She can be reached at jfmize@uh.edu.

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CASE STUDY

ISTOCK / ALL_IS_MAGIC

An Effective Ren 36

INTERNATIONAL PARKING INSTITUTE | SEPTEMBER 2017

W

ATT PLAZA IS A TWIN 23-STORY OFFICE TOWER COMPLEX encompassing 900,000 square feet in the heart of Century City, Calif. It is the first office building

in Los Angeles to attain Gold LEED Existing Buildings Operations and Maintenance (EB O&M) Certification and the first building in Century City to attain Platinum LEED Certification.

The owners of Watt Plaza made an all-out decision to improve the appearance and functionality of the Watt Plaza Parking Garage. This included improving the efficiency of the parking layouts, traffic flow, and wayfinding. The intent of this improvement was to enhance the parking experience for all of its patrons and required a complete redesign of the 2,214-space garage.

ovation Rethinking layouts and details adds value and sustainability to a California parking facility.

By David L. Vogel

parking.org/tpp

The parking facility is comprised of a 10-story, freestanding garage with three subterranean parking levels, one at-grade parking level, and six above-grade parking levels. There is also a subterranean parking level underneath the twin office towers known as the Motor Court.

The Before The existing parking layout design created high levels of discomfort, inconvenience, and confusion for users due to: ●● A large percentage of compact parking spaces (as much as 40 percent as allowed per the current Los Angeles parking standards).

Many of these compact parking spaces were quite often unusable due to patrons taking up two parking spaces or parking oversized vehicles in a space, making the adjacent parking space(s) unusable. An onsite study indicated that on any given day, as many as 150 to 200 parking spaces were lost due to improper parking of vehicles. This increased patron frustration, which was quite often passed on to the garage management, office management, and/or office tenant(s). ●● A vehicular traffic flow/search pattern that was not consistent from level to level throughout the parking facility. For example, as drivers approached the top of the parking ramp on one level, there would be a left-hand turn to continue traveling up in the garage. However, on the next parking level, this same location at the top of the ramp would require a right-hand turn. This condition frequently created confusion, especially for infrequent visitors trying to park. ●● Increased traffic volume from drivers in search of an available parking space due to passing by so many unusable compact parking spaces and inconsistent traffic patterns from level to level, as explained above. ●● Because there were so many variations in the traffic flow and

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BEFORE

AFTER

Rethinking the layout of the West Plaza Parking Garage improved its functionality, efficiency, and sustainability—all wins for its owners and the community.

DAVID L. VOGEL is a design partner with Parking Design Group, LLP. He can be reached at david@ parkingdesigngroup. com.

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driver decision points throughout the garage, there was an increased need for additional directional signage/ graphics/wayfinding to help direct patrons to parking spaces, the elevators and stairs, back to their vehicles upon leaving the office building, and ultimately driving out of the parking facility to the vehicular exit locations.

Proposed Layout The owners of Watt Plaza decided that enough was enough and set in course a path to improve this parking facility. The intent of the proposed parking layout design was to create a more user-friendly, convenient parking experience for drivers, thereby increasing their level of comfort and perceptions of the property. Along with this goal was improving sustainability to go along with the Gold LEED status accreditation.

The new parking layout, along with the inherent one-way traffic flow, is intended to allow drivers to pass as few parking spaces as possible while looking for a parking space. The basis of this traffic flow results in a wider travel pattern or loop on each parking level during the search pattern. This will allow drivers to find the first-available space sooner than before. This type of traffic flow search pattern results in a more sustainable approach to the parking design.

The egress traffic flow is then a much quicker cycle down and out of the garage—drivers do not pass as many parking spaces on their way out. The basis of this exiting traffic flow results in a much quicker egress pattern by not requiring the driver to circulate the entire parking level; instead, they travel down a much quicker ramp-to-ramp pattern upon exiting. As mentioned above, this type of traffic flow pattern results in a more sustainable approach to the parking layout/traffic flow design by reducing the amount of time the vehicles spend in the structure.

This design also resulted in an intuitive parking layout and traffic flow that reduced the amount of decision points for the driver. This will help provide a more efficient traffic flow and search pattern. Fewer signs will be required to be fabricated/installed. In the end, all of this should improve sustainability and reduce the carbon footprint of the Watt Plaza Parking Garage

INTERNATIONAL PARKING INSTITUTE | SEPTEMBER 2017

by reducing the amount of vehicular emissions created while vehicles are circulating looking for a parking space, along with a reduced amount of materials and products required to be manufactured/shipped/installed.

A one-size-fits-all parking layout was also implemented, eliminating the large percentage of compact, unusable parking spaces. The one-size-fits-all approach included parking spaces that ranged from 8 feet x 4 inches to 8 feet x 6 inches wide, not including the 9-foot-wide accessible parking spaces located throughout the parking facility.

Every parking space should be usable for most vehicles on today’s roadways. This type of parking layout takes into account the 85th percentile as it relates to average size of vehicle on the roads today. Immediately, it was observed that all of the parking spaces were being used correctly, with minimal or no improper parked vehicles.

The accessible parking layouts and paths of travel were also brought up to code to meet the current Americans with Disabilities Act and California Building Code Title 24.

The Results Watt Plaza ownership not only decided to go with the overall redesign using a one-size-fits-all approach, they also decided to recondition the garage by power cleaning the entire concrete surface and restoring the concrete to a “new” appearance. After all the cleaning and restriping was completed, there was a resulting parking capacity of 2,200 spaces at the Watt Plaza Parking Garage. The 150 to 200 previously unusable parking spaces were once again usable, adding to user comfort and convenience as well as to the bottom line, with an estimated potential revenue increase of more than $500,000 annually.

This is a typical parking facility that is a case study for improving the overall functionality of the parking operation. Many parking facilities suffer through the same issues as those Watt Plaza was dealing with. Today’s needs for increased sustainability and addressing current vehicle designs (clean-air vehicles, more maneuverable vehicles, etc.) allow a more progressive approach to providing adequate, convenient parking for all parking user groups.

PA R K I N G S O L U T I O N S C O M P E T I T I O N 2 0 1 8

DO YOU HAVE THE NEXT BIG IDEA?

Call for Entries opens October 16, 2017.

The Parking Solutions Competition is a design and development parking challenge for college students. Finalists demonstrate creativity, innovation, realism, applicability, scalability, and presentation skills.

Visit parking.org/parkingsolutions and follow #IPIparkingsolutions for competition details and announcements.

parking.org/parkingsolutions

g n i k Par he for t

T C E F R E P M R ST ng and i n n a l rp n klist fo c e h ing pla c k r A a p ing a emand execut d h g i h . during events r o s d perio

ISTOCK / BAUHAUS1000 / 3ALEXD / BONOTOM STUDIO

CAPP t Neu, r a B y B

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INTERNATIONAL PARKING INSTITUTE | SEPTEMBER 2017

PERFECT STORM (IN PARKING). Noun: When a zillion events occur at the exact same time and you’re expected to provide all the parking.

It doesn’t matter what type of parking operation you run or where it’s located. There will be, like it or not, a perfect storm, and you will be expected to provide parking for every single car.

In fairness, a perfect storm does not need to be lots of events—a zillion just makes the definition look cooler. A storm can be a single event or a single large spike in demand. It can be a one-time anomaly or an annual event. For an airport, maybe it’s a groundbreaking ceremony for a new terminal during the annual Thanksgiving rush. For a university, it’s commencement on a weekday with a last-minute

parking.org/tpp

visit by the U.S. vice president at the same time your campus is hosting a Big Ten conference game.

Maybe your city’s brainiac event planners decide to have a parade at the same time as a comic book convention, a 5K race, and an NBA championship game downtown. These scenarios may seem far-fetched, but these things happen and those who pile these events on top of each other usually aren’t inclined to take on the parking challenge themselves. Instead, they point to you and say, “You’re the parking guy (or gal), right? Make it happen.”

And that’s what you have to do.

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First Steps

Learn to Share In this case, shared parking is a great option. The concept of shared parking is simple: Use existing parking for your patrons during a time when it is not being used by its intended user group. Picture a stadium parking lot when there is no game, a church lot when there are no services, or privately owned bank lots outside of business hours.

To secure shared parking, remember a few rules: ●● Rule #1: Ask (grovel if you must). Be a good neighbor and don’t assume that because a parking area is not being used, it’s yours for the taking. Also, don’t forget to check with your own organization to ensure you follow internal guidelines and regulations. ●● Rule #2: Don’t assume the site will be free. Be prepared to pay a fee if necessary. ●● Rule #3: Make sure the location is safe and secure.

Some organizations will ask for a certificate of insur-

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ance or other documentation to ensure they are not liable in the event of an accident or injury. Be ready to provide something. If you’re considering a location that makes you unsure about safety and security, look elsewhere no matter how tempting the first one may be. A single incident could become a costly and time-consuming endeavor. ●● Rule #4: Leave it as you find it. After the event, have your staff pick up trash, remove cones or signage, close gates, and do whatever is necessary to ensure the lot is in the same or better condition than you found it. You never know when you may need to ask again.

Parking areas serving specific types of buildings or facilities make obvious choices because they are underutilized when not serving their users: ●● Churches. Depending on the size of the church, these can offer a few spaces to more than 1,000. Some may charge a nominal fee, and if not, it’s a good idea to provide a donation in case you need them again someday. ●● Schools. They are usually good partners when there are no classes. The decision to allow parking is often up to the principal or person in charge. ●● Office buildings. These are hit or miss. Some property managers are wary of providing parking for anyone other than their building tenants and guests, but it’s worth asking anyway. Coffee and donuts for the building tenants can go a long way.

Make sure you clearly communicate the exact location of the offsite parking to guests and identify the parking areas with signage that is easy to read and understand.

You do not want customers parking in the wrong area and being ticketed or towed. Keep in mind that you may need to secure parking outside of a reasonable walking distance, so if you use shuttles, clearly identify the pickup and drop-off point along with the frequency of the shuttle service so people can have an idea of how long they will need to wait. If your shuttles are serving more than one offsite location, make sure the drivers remind customers where they are parked when they board the shuttle.

Event Planning Providing two painted lines to put a car between is only one piece of the puzzle. As the planners start

ISTOCK / AKIYOKO

Start at 10,000 feet—the big picture. What is your parking supply? Do you have enough capacity to accommodate the expected demand? If you have enough supply, clearly identify where you will park the cars. If it will be on or in more than one parking facility, make sure you clearly identify each parking location in all correspondence, such as invitations, advertising, or press releases. Include details that may be important and don’t forget areas designated for ADA or VIP parking.

If you will need to displace existing parkers, communicate with If you need to displace existing them frequently and with as much parkers, communicate with advance notice as possible with them frequently and with clear instructions about what they will need to do during the perfect as much advance notice as storm. You will most likely be inconpossible with clear instructions veniencing them, and some will let about what they will need to do you know it, so do what you can to minimize the impact. during the perfect storm.

What if you don’t have enough supply? How do you get it? Will you need to provide offsite or remote parking and shuttle people? How will you pay for it?

Do you have enough staff and supplies?

planning for a perfect storm, someone representing the parking provider must be at the table. Without representation, assumptions will be made that may not be accurate and may make parking more of a challenge for everyone involved.

From the beginning, parking-related items need to be identified and addressed. Here are some, but they may vary under different circumstances: ●● Event details (type of event, number of guests, location(s), date, time, etc.). ●● Planned location(s) for parking. ●● How the parking plan will be be communicated to all participants and guests. ●● Signage and staffing. ●● Paid parking? (That’s a whole other topic.) ●● Traffic control for ingress. ●● Pedestrian wayfinding and safety from parking to event location. ●● Overflow scenarios. ●● Traffic control for egress.

Traffic flow into and out of parking facilities in dense traffic areas is sometimes underestimated and is often as critical as the parking itself. Beginning inside the parking facility, drivers must be able to quickly find a parking space and access it easily. In large surface lots, for example, cars must be parked in an orderly way to avoid customers hunting for an open space and causing chaos for others looking for open parking.

Utilizing staff as flaggers at key points, supplemented by cones or other traffic control devices, is critical in guiding vehicles to exactly where they are to park. In some cases, such as in smaller parking lots and some garages, directing cars to spaces may not be necessary, but the situation should still be monitored.

If parking is paid or passes are required, the point of sale or collection should be fast and efficient. Cashiers may need to be staggered and placed in a location that allows for cars to queue without impacting traffic outside the facility. Police may need to be called upon to maintain a steady traffic flow through intersections and, if necessary, control traffic signals and pedestrian crosswalks. The same is true for egress. Have staff on hand at key locations to direct traffic out of your lot or facility and coordinate with parking.org/tpp

police for traffic control once cars are on the road. The key with egress is to keep traffic safely moving.

When It’s Over After the perfect storm, meet with the planners and staff to gather information about what went well and what could be improved or changed for the next perfect storm, and document the suggested improvements so they won’t be forgotten when planning for the next time. This critical step is easy to overlook, but its importance cannot be stressed enough. Time needs to be taken to discuss and evaluate the operations with all key players in order to evaluate, adjust, and improve, because no matter how Traffic flow into and out of successful you were, there is always parking facilities in dense room for improvement.

Understand that no two scenarios traffic areas is sometimes are alike and the guidelines provided underestimated and is often as here are not the be-all and end-all of parking during a perfect storm. For critical as the parking itself. example, paid parking adds a high level of complexity to any parking scenario as does managing permits and VIPs. If these elements are added, fold them into the planning, notification, and operational processes. Making sure parking customers know what to expect prior to pulling into your facility is extremely important because one confused or stubborn customer can have a fast and furious negative domino effect on an otherwise smooth operation.

The variables that contribute to successful parking operations during a perfect storm are numerous and often unique to each parking system whether it is one or multiple facilities. Pre- and post-event planning are critical. Be sure to bring anyone to the table who may be able to enhance the services you need to provide during the perfect storm. Parking problems can easily escalate and affect everything from traffic congestion to a guest’s overall perception of the event. Getting people in and out of the parking spaces quickly, efficiently, BART NEU, CAPP, is and safely is a big part of the success of any event. If parking director for parking is a non-issue for guests, you’ve succeeded in the City of Norfolk, Va. doing your part to contribute to the overall success of He can be reached at the perfect storm. bart.neu@norfolk.gov.

SEPTEMBER 2017 | INTERNATIONAL PARKING INSTITUTE

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IPI IN ACTION PROFESSIONAL DEVELOPMENT

LIBRARIES AREN’T JUST FOR BOOKS

By Kathleen Federici, MEd

I

PI’s Education Development Committee (EDC) has been busy. At the beginning of the year, committee members developed their strategic plan for 2017. That plan included the goal of creating five new online learning courses by fall. The IPI course library is continually growing thanks to the dedication of this committee.

The committee started this process by selecting industry relevant topics and then they self-divvied up into task groups based on subject matter expertise. We are happy to introduce several new courses.

Parksmart The first new addition to the IPI eLearning course library is Parksmart: An Introduction to Certifying Parking Structures. This course introduces the complex relationships among parking, transportation, and sustainability. The intent is to create a program that results in the certification of compliant parking structures under the Parksmart program. The course will provide an introduction of the intent, sections, and selected measures of the Parksmart Certification Standard. It also explains the application procedures, fees, program requirements, and certification levels that are available in the “Guide to Parksmart Certification.”

In conjunction with the entry-level Parksmart program, the committee is also developing multiple intermediate courses that more narrowly focus on providing in-depth content about the many different Parksmart evaluation criteria. The intention is to grow the Parksmart program through continued education based on timely and relevant course content and expand IPI’s certification efforts.

Off-Street

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

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The debut of our new off-street course will include management and operations information for parking garages and surface lots. The challenges and advantages of various access systems , as well as various types of users, will be addressed. Occupancy and financial management will be explored. This course also will address how to best manage conflicting events.

On-Street The EDC not only must create new courses, but also maintain the library of courses to ensure the content is fresh and relevant. Therefore, this committee has taken

INTERNATIONAL PARKING INSTITUTE | SEPTEMBER 2017

on the job of updating and revising the On-Street Parking Management course—giving it a relevancy facelift. In this course, students will learn concepts leading to successful on-street parking management programs. Types of on-street parking management organizations, as well as the need for effective parking regulation analysis, will be described. Major benefits derived from well-managed on-street parking spaces include, but are not limited to, promoting public safety, supporting economic development, and improving the quality of urban life.

Sustainability Our Sustainability in Parking and Transportation course is also being revised to ensure relevancy. This course provides basic information on sustainability actions and intended effects on parking designs, structures, and operations as based on IPI’s Sustainability Framework.

This course introduces steps that can be taken during the design, construction, and management phases that will lead to a more sustainable parking facility that meets the triple bottom line of people, planet, and profit.

Emergency Management Online learning is not the only educational delivery mode that the EDC strategizes. The committee has partnered with the Kansas City Medical Center to create Emergency Management, Continuity of Operations, a pre-conference course to be held before the 2018 IPI Conference & Expo in Orlando, Fla., next June. It will address how to perform internal operational performance audits to assess emergency preparedness. This course will also address how parking administrators and managers can evaluate, design, and maintain a disaster preparedness program for their operation, including response procedures and safeguards for equipment and asset protection.

IPI and the Education Development Committee are very excited to launch these new course additions to our library, both online and face-to-face. Be on the lookout for these courses and more this fall. Let’s advance the parking profession together, one course at a time!

STATE & REGIONAL SPOTLIGHT MIDDLE ATLANTIC PARKING ASSOCIATION

MAPA AND THE IMPORTANCE OF REGIONAL/STATE ASSOCIATIONS

By Larry J. Cohen, CAPP

I

am a firm believer in regional and state associations to move our industry forward.

For those who are not fortunate enough to attend a national conference and expo like IPI’s, these provide a glimpse into the parking world—that parking is a true business with many facets of operations. So it is with mixed emotions that I end my eight-year term (too long?!) as president of the Middle Atlantic Parking Association (MAPA) at the end of this year. It equates to two presidential terms, and it is time to allow others the opportunity to serve in the highest role within our organization.

Looking back, I must say my most satisfying times have always been seeing the newbies and their surprise at what we have to offer as an industry. Our MAPA mission is to “provide low-cost education and networking opportunities to parking professionals within the Mid-Atlantic region. We are one of few regional/state

LARRY J. COHEN, CAPP, is executive director of the Lancaster Parking Authority. He can be reached at lcohen@ lancasterparkingauthority. com.

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INTERNATIONAL PARKING INSTITUTE | SEPTEMBER 2017

shows that provides a one-day conference, mainly to allow frontline employees the opportunity to attend when they may not otherwise due to additional costs, such as hotel, etc.

MAPA has also provided a lot of fun along the way with Parking & Ponies. This event was held yearly at

a local racetrack. After a lunch and learn session, we watched the MAPA race from the winner’s circle! After several years, Parking & Ponies evolved into Parking & Baseball. After a similar lunch and learn, Parking & Baseball provides the same learning and networking opportunities at Baltimore Orioles and Washington Nationals baseball games.

Not to be forgotten is that MAPA has provided yearly scholarship opportunities to members and their families to further their education. Even as a small organization, MAPA has awarded more than $20,000 during the past eight years.

I am glad to have served in this role along with a great board and great administrator, Dawn Marti. Hoping for new and exciting things from MAPA and new leadership in the future.

MAPA Hosts Active Shooter Training SPECIAL AGENT MICHAEL COPELAND of the FBI’s Baltimore Field Office joined us for active shooter training and talked to us about our options during such an event.

Copeland’s primary duty is to provide active shooter response training to law enforcement and civilians; he also serves as assistant team leader on the FBI Baltimore SWAT team and is a firearms and tactical instructor.

The Civilian Response to Active Shooter Events course, designed and built on the avoid, deny, defend strategy developed by Advanced Law Enforcement Rapid Response Training in 2004, provides strategies, guidance, and a proven plan for surviving an activeshooter event. Topics include the history and prevalence of active shooter events, civilian response options, what to expect when police arrive, and medical issues, among others. The presentation takes around three hours and was great for the morning session of MAPA’s Spring Training Workshop.

The main emphasis I took from the training is that from the time an attack starts to when law enforcement arrives is our time to use the avoid, deny, and defend strategies. Also, be aware of your surroundings and know your exits.

—Mark Pace, parking and transportation manager, Montgomery College

parking.org/tpp

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COMMUNITY DIGEST

T2 Systems Buys ParkingSoft

T

2 SYSTEMS ANNOUNCED its acquisition of ParkingSoft.

ParkingSoft provides cloud-based, software-enabled parking access revenue control systems (PARCS), valet,

and events products with state-of-the-art features such as barcode and license plate recognition.

Based in Atlanta, Ga., ParkingSoft brought to market the first software as a service (SaaS), barcode-only PARCS system, which greatly enhances the ability to monitor, manage, and maintain PARCS equipment, resulting in lower operating

es they need in a single, open platform. ParkingSoft has a

effort with industry-leading flexibility via open APIs. Parking-

well-established product line that’s been rapidly growing and

Soft has a wide array of customers in the airport, off-airport,

fits perfectly within our UNIFI parking management platform,”

health care, commercial/mixed use, municipal, university,

says T2 CEO Adam Blake.

“ParkingSoft’s reputation for delivering proven software-en-

This acquisition expands T2’s product offerings by adding

abled products combined with our UNIFI parking management

a PARCS solution that can stand alone or integrate with theT2

platform will allow us to deliver the most powerful solutions

UNIFI parking management platform. “Our unified platform

and the highest quality service to both our existing and new

is transforming parking operations, creating opportunities for

customers. We couldn’t be more excited about the possibilities

parking operations to link together all the tools and resourc-

ahead of us,” he says.

ParkCloud Strengthens Q-Park Deal with Expansion into Ireland ONLINE PARKING RESERVATION provider ParkCloud bolstered its partnership with international parking company Q-Park by increasing its U.K. coverage to include the Irish market. ParkCloud will now offer

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its pre-bookable parking services across eight city center locations across Ireland and Northern Ireland, including Dublin, Kilkenny, Cork, and Belfast. The 21 car parks across these cities can offer visitors the advantage of pre-booking safe, secure parking spaces at a number of well-situated locations.

ParkCloud Managing Director Mark Pegler says, “We have enjoyed a successful collaborative relationship with Q-Park for five years so it’s extremely encouraging to see our service offering develop to now include the Irish market. Pre-booking parking, especially in city centers, can save consumers time, money, and relieve unnecessary stress, and we’re pleased that together with Q-Park we can now bridge that gap for many city drivers across Ireland.”

ParkCloud is no stranger to the Irish market, with its connection to airport parking reservations across the two countries stretching back to 2007.

PARKINGSOFT.COM

and transit sectors.

Johnson

FROGPARKING.COM

Frogparking Introduces New U.S. Sales Team PARKING TECHNOLOGY FIRM FROGPARKING appointed two new senior sales executives to lead its ongoing expansion into the U.S. a after multi-­ million-dollar investment.

The New Zealand-based firm recruited Grant Johnson, a senior sales consultant in the parking industry for more than 20 years, and Shaun Donaghey, who’s led a number of technology companies expanding their operations in the U.S. Frogparking Managing Director Shareena Sandbrook says the firm is building on its successes and aggressively boosting its research and development capacity and its international sales and marketing presence in the country.

“With a number of successful sites and happy customers,

Frogparking already has a strong foothold in the United States. Our well-established brand and reputation gives our new sales team a strong base to work from in the U.S.,” says Sandbrook.

Johnson, who’s based in California, says he has seen the industry Donaghey undergo a technological revolution in his 20 years as a sales consultant and sees Frogparking as a future-focused innovator.

“It’s about staying at the cutting edge of parking technology because that’s where the advantages lie for parking providers,” he says.

He continues, “Parking is the first interaction people have when they go to a shopping mall, stadium, or an airport, where the facility is likely to be large and very busy, with available parking at a premium.”

ISTOCK

Texas A&M Transportation Institute and Aruba Team Up for Bus Riders TEXAS A&M TRANSPORTATION INSTITUTE (TTI) and Aruba, a Hewlett Packard Enterprise company, announced an exploratory transportation project to optimize traffic flows for bus ridership and use data analytics to improve navigation at Texas A&M University through Aruba Wireless and Data Analytics.

Texas A&M University is one of the largest universities in the U.S., with a College Station-based student population of 61,000 and a 5,200-acre campus. The Texas A&M Transportation Services Department operates the university’s transit system with 98 buses and 7.5 million annual riders.

The initiative is taking place through the Campus TransportationTechnology Initiative (CTTI), which seeks to bring private-sector transportation innovation into the campus community to improve mobility, safety, and quality of life.

TTI and Transportation Services partnered with Aruba and Skyfii to implement a pilot project at some of the busiest stopping points on the main campus. Aruba and Skyfii are the first technology vendors under the initiative to partner with TTI to support a big data and internet of things initiative.

“We are excited to be partnering with TTI and Aruba on such an important study of our transit system. The data collected throughout this study will be used as a resource as we plan our next steps as outlined in the Texas A&M Campus Master Plan,” says Peter Lange, associate vice president, transportation services.

parking.org/tpp

Initial results have provided insight into rider dwell time, as well as dispersal patterns after riders exit the bus. In the early stages of data collection, researchers are already gaining insights into the percentage of visitors who travel to certain venues on campus, the dwell times associated with various venues, and the busiest transit days and hours of the week.

“Our primary goal is to examine the optimization of bus stops in the implementation area,” says Robert Brydia, TTI senior research scientist. “If a high percentage of visitors move from the current stop location to other venues where there are spaces for transit stops, perhaps stop locations on routes should be adjusted. Our new data analytics will give us this information, and we can adjust our system accordingly.”

SEPTEMBER 2017 | INTERNATIONAL PARKING INSTITUTE

49

COMMUNITY DIGEST

Santa Cruz PARCS Contract Awarded to Amano McGann

T

HE CITY OF SANTA CRUZ, CALF., select-

of Santa Cruz,” says Wade Bettisworth,

The solution is comprised of EMVCo.

ed Amano McGann to replace its

Western region vice president for Amano

Level 1- and level 2-certified credit card

parking access and revenue control

McGann. “The product line is modular

terminals incorporated into OPUSeries

system (PARCS).The project consists of

and designed to easily add third-party

barcode devices, which communicate

18 lanes with installation scheduled to

integrations as well as expand when the

with a cloud-based, third-party gateway to

begin this fall.

city is ready to add more parking facilities.”

securely process credit card transactions

Amano McGann’s OPUSeries entry

The project includes the implemen-

from those terminals.

terminals, exit terminals, pay-on-foot

tation of Amano McGann’s iParcProfes-

“The city of Santa Cruz is excited to

stations, and point-of-sale terminals will

sional® software and web-based vali-

partner with Amano McGann again in

be installed at four Santa Cruz parking

dation solution, eParcSuite®. The city

fulfilling our Parking Access and Revenue

facilities that accommodate more than

also opted to include EMV-capable entry,

Control System needs,” says Parking

1,600 vehicles. The city wanted a scal-

exit, pay-on-foot, and POS terminals to

Services Manager Marlin Granlund. “We

able PARCS solution that can grow as

offer the latest payment technologies to

look forward to a working relationship

its parking operations develop in time.

its visitors. Amano McGann’s EMV-ca-

that will bring new user-friendly tech-

“OPUSeries is a great fit for the city

pable solution is PA-DSS 3.1-certified.

nology to our customers.”

Carlo Gavazzi Welcomes Area Sales Manager CARLO GAVAZZI recently appointed David Shriver as the company’s new

• Proven performance (since 1958)

area sales manager for North Carolina, South Carolina, and Virginia.

Shriver is a graduate of North Carolina University at Wilmington and

• Collect unpaid fines

has 25 years experience in industrial electrical distribution and electrical manufacturing.

• Models for all applications

He also has experience selling to distri-

• Parking enforcement

bution as a representative of a global manufacturer of electrical products.

• Anti-theft applications

His experience is in sensors, conPrevent wheel damage!

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50

trols, PLCs, VFDs, and ethernet infrastructure. His knowledge of automation and motion control products, coupled with his solution selling experience, will prove an asset for the customer base moving forward.

INTERNATIONAL PARKING INSTITUTE | SEPTEMBER 2017

GO ANYWHERE. Invest in yourself. Become an IPI member.

We have a spot reserved for you! Stay on top of new developments, connect with colleagues, and maximize your knowledge. Join the world’s largest association of parking professionals and watch your opportunities soar.

Benefits include: • Professional development through certifications, training, and on-demand learning • Discounted pricing on education, publications, and event registration • Leadership, networking, and volunteer opportunities to boost your career and your business

Don’t miss out – join today: parking.org

COMMUNITY DIGEST

Towne Park Partners with Yale-New Haven Hospital

Learn, connect, and engage in person. IPI comes to you with the best training in the industry.

Go to parking.org for more information and start the conversation today!

WIKIMEDIA

TOWNE PARK ANNOUNCED a new partnership with Yale-New Haven Hospital in Connecticut, a nationally recognized academic medical center, to begin offering Towne Health services. The partnership marks the 12th new client for Towne Park’s health care business in 2017 as it continues to expand its health care services to meet industry demand.

Under the agreement, Towne Health will provide Yale-New Haven Hospital with valet, self-parking, cashier, and lot monitor services.

Headquartered in Annapolis, Md., Towne Health is a provider of non-clinical health care services designed to help health care organizations build better patient experiences, control costs, and improve productivity. Towne Health operates at more than 300 health care locations in 40 states.

“We are setting all kinds of growth records this year, and our health care business is a big part of our story,” says Towne Park President and Chief Executive Officer Chuck Heskett. “Top health care organizations like Yale New Haven Hospital are recognizing that non-clinical services help build exceptional patient experiences and improve efficiencies.

“We are delighted to partner with Yale New Haven Hospital and honored they have selected us as the partner they trust to best deliver world-class care to their patients and guests,” he says.

The Harman Group Celebrates Groundbreaking of Residential Tower

Looking for a multi-space solution that does more?

HARMANGROUP.COM

Digital Luke® II Pay Station The Harman Group celebrated the groundbreaking of the residential tower portion of 700 Jackson Street, a 14-story mixed-use building in Hoboken, N.J. Located near the Palisades Cliffs, the 684,000-square foot building includes integral parking for 443 cars, 424 apartments including 42 affordable units, 30,000 square feet of ground-level retail space, an outdoor pool, and a fitness center. It also includes luxury amenities such as a penthouse pool and a roof deck.

The Harman Group partnered with real estate groups Bijou Properties, Intercontinental Real Estate Corp., and Marchetto Higgins Stieve Architects, the designers of the project, to create a flood-proof system based on lessons learned from the negative effects Superstorm Sandy had on the area. The Harman Group is providing structural engineering and parking planning and design services for the project.

The Harman Group’s team of engineers and parking experts also worked collectively to combat the structural challenge of the residential tower overlapping the parking levels, and designed the optimal parking layout to allow for the maximum amount of parking while adhering to a cost-effective design.

Tuna Yelkikanat, senior associate and director of Harman’s New York office says, “We’re excited to begin work on this project, which will provide Hoboken families with sustainable, long-lasting housing and community space for years to come.”

In addition to the residential complex, this project also includes 605 Jackson street building which is a 6,650-square foot gymnasium building with public outdoor spaces.

The residential portion will top off in early 2018. parking.org/tpp

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SEPTEMBER 2017 | INTERNATIONAL PARKING INSTITUTE

53

COMMUNITY DIGEST

Sentry Control Systems Welcomes Mark Phillips Sentry Control Systems announced that Mark Phillips has joined the company as vice president, Texas Region. Phillips is a long-time parking technology professional, and in his new position will oversee business development and customer service for Sentry in Houston, Austin, and San Antonio.

“Mark is an experienced and accomplished parking technology leader and he will be a terrific addition to the Sentry team,” says Michael Flanagan, executive vice president

of sales and business development for Sentry Control Systems. “Mark is highly respected throughout the parking industry, and he is extremely knowledgeable about the parking technology challenges facing parking owners and operators.”

A parking technology leader with more then 20 years of experience, Phillips joins Sentry from TIBA Parking Systems, where he was Western Region manager, and Federal APD. He is a retired U.S. Marine Gunnery Sergeant.

APT Skidata and CitiPark Partner to Reduce Emissions APT Skidata and CitiPark, have agreed to a

us with equipment that is efficient, effec-

partnership that helps parking operators pro-

tive, and also aesthetically pleasing. But as

vide quality services that make the parking

our business grows we are adopting new

experience as hassle-free as possible.

approaches and APT Skidata has been able

Pete Brown, APT Skidata’s managing

to help us beyond the provision of park-

director, says the partnership makes both

ing equipment. The introduction of emis-

business and technological sense. “We have

sion-based tariffing is a perfect example of

built a mutual relationship on trust and reli-

this,” he adds.

ability,” he says. “But CitiPark has also been

sions-based parking tariff technology at its

our latest and most innovative products.

Clipstone Street branch in Central London,

Parking operators, like CitiPark, are cutting

on a trial basis. The installation is the first

edge and by keeping pace with the changes

of its kind in the U.K., which sets individual

around us, that means their requirements

parking tariffs according to vehicles’ CO2

are becoming increasingly more technologi-

emissions, incentivising city drivers towards

cal with a focus on software solutions. With

low or zero emission vehicles.

our team of developers and our bank of

The system at Clipstone Street uses auto-

innovative solutions we are able to provide

matic number plate recognition (ANPR) cam-

the most up to date technologies that bene-

eras to identify and record each vehicle as it

fit the customer base of CitiPark.”

enters a car park, and compares the license to

Ben Ziff, managing director of CitiPark,

54

CitiPark installed APT Skidata’s emis-

helping us to develop and bring to market

a database that includes details on CO2 emis-

adds that APT Skidata helps it to provide

sions. Those details are subsequently taken

quality services. “APT Skidata has proven

into consideration on payment, with the cor-

to be a key technology partner, providing

rect tariff automatically calculated.

INTERNATIONAL PARKING INSTITUTE | SEPTEMBER 2017

Diablo Introduces New Detection System DIABLO CONTROLS recently introduced its DSP-13 Tri-Axis Detection (TRIADTM) System, designed to be accurate, reliable, and easy to install.

The system is comprised of two parts: a master unit (DSP-13M) and a sensor (DSP-13S).

The advanced sensor’s small size and high sensitivity make it ideally suited to vehicle detection applications. The detection area of the DSP13 ranges from a 3 feet x 3 feet to 15 feet x 15 feet, based upon the sensitivity setting on the front panel.

The TRIAD system utilizes a single-saw cut to the point of the DSP13 Sensor placement. The DSP-13 Sensor must be installed into a 1-inch minimum core with a minimum depth of 4 inches. The DSP-13 Sensor requires no specific orientation due to the three axis technology and is simply installed into the core and back-filled with sand and sealed.

The TRIAD system is capable of holding vehicle detection for an indefinite period of time. It can even remember vehicle detections through power outages. Even if a vehicle parks in the detection zone while power is removed, when power is restored the detector will sense that there is now a vehicle in the detection zone. This gives you an extra level of safety not available with other detection systems.

parking.org/tpp

SEPTEMBER 2017 | INTERNATIONAL PARKING INSTITUTE

55

PARKING CONSULTANTS

Park Place / Missoula, MT

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

WGIparking.com or call toll free 866.909.2220

Rich & Associates, Inc. Parking Consultants - Planners Architects - Engineers Southfield, Michigan 248-353-5080

Lutz, Florida Chicago, Illinois 813-949-9860 312-421-7593

www.richassoc.com

56

INTERNATIONAL PARKING INSTITUTE | SEPTEMBER 2017

DESMAN

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

Providers of objective advice for more than 30 Years

Green Parking Consulting

Providing Parking Solutions for Over 40 Years

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

w w w.DESMAN.com

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EVOLVING SERVICES TO MEET YOUR NEEDS

Architecture | Engineering | Consulting The leading expert in developing structured parking solutions.

building envelope consulting design forensic restoration planning

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parking.org/tpp Parking Professional IPI - IPD Ad FINAL.indd 1

SEPTEMBER 2017 | INTERNATIONAL PARKING INSTITUTE 12/12/2016 4:21:29 PM

57

ADVERTISERS INDEX CHANCE Management Advisors. . . . . . 57 chancemanagement.com 215.564.6464

Kimley-Horn and Associates, Inc.. . . 9, 56 kimley-horn.com/parking 919.653.6646

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

DESMAN . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 desman.com 877.337.6260

MITI Manufacturing Co., Inc... . . . . . . . . 50 mitico.com 866.545.6484

T2 Systems. . . . . . . . . . . . . . . . . . . . . . . . 5, 53 t2systems.com 800.434.1502

DPS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 dpstickets.com 877.375.5355

Parkeon. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 parkeon.com 856.234.8000

Timothy Haahs & Associates, Inc. . . . . 56 timhaahs.com 484.342.0200

EDC Corporation. . . . . . . . . . . . . . . . . . . . . . 7 aimsparking.com 800.886.6316

PCI. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 pci.org 312.360.3216

Toledo Ticket . . . . . . . . . . . . . . . . . . . . . . . . C4 toledoticket.com 800.533.6620

International Parking Design.. . . . . . . . . 57 ipd-global.com 877.437.727

POM. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 pom.com 800.331.PARK

Walker Consultants. . . . . . . . . . . . . . . 19, 57 walkerconsultants.com 813.888.5800

Integrapark. . . . . . . . . . . . . . . . . . . . . . . . . . C3 integrapark.com 281.481.6101Â

Rich & Associates, Inc.. . . . . . . . . . . . . . . 56 richassoc.com 248.353.5080

WGI. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11, 56 wginc.com 866.909.202

IPS Group Inc.. . . . . . . . . . . . . . . . . . . . . . . . C2 ipsgroupinc.com 858.404.0607

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.

58

INTERNATIONAL PARKING INSTITUTE | SEPTEMBER 2017

Highlighted are IPI and IPI Allied State and Regional Association Events

CALENDAR OF EVENTS

2017 September 11–13

October 8–11

October 25–27

Southwest Parking and Transportation Association Annual Fall Conference Las Vegas, Nev. southwestparking.org

Campus Parking & Transportation Association (CPTA) Norman, Okla. cptaonlione.com

Parking Association of the Virginias Annual Conference Williamsburg, Va. parking.org/calendar

September 20–22

October 10–13

November 1-2

New York State Parking Association Silver Anniversary Albany, N.Y. nyspa.net

Middle Atlantic Parking Association Fall Conference Baltimore, Md. midatlanticparkingassociation.org

October 13

November 8–10

Middle Atlantic Parking Association Fall Golf Outing Windsor Mill, Md. midatlanticparkingassociation.org

Greenbuild Boston, Mass. greenbuildexpo.com

October 17–20

California Public Parking Association Annual Conference Monterey, Calif. cppaparking.org

GPALs Summit at the European Parking Association Rotterdam, Netherlands parking.org/gpals

September 27 New England Parking Council Annual University Forum Amherst, Mass. newenglandparkingcouncil.org

September 27–29 Pennsylvania Parking Association 2017 Annual Conference & Expo Erie, Pa. paparking.org

September 27–29 Carolinas Parking Association Annual Conference & Tradeshow Asheville, N.C. carolinasparking.org

October 3-4 IPI International Parking & Mobility Conference Bogotá, Colombia parking.org

Canadian Parking Association Annual Conference Banff, Alberta, Canada canadianparking.ca

October 23–24 IPI’s Leadership Summit Atlanta Beach, Fla. parking.org/100

October 24-25 IPI/Abrapark International Parking Conference São Paulo, Brazil parking.org

November 15–17

November 28— December 1 Florida Parking Association Conference & Tradeshow Palm Beach Gardens, Fla. flparking.org

Save the Date!

2018 IPI Conference & Expo June 3–6, 2018 Orlando, Fla. | parking.org

parking.org/tpp

SEPTEMBER 2017 | INTERNATIONAL PARKING INSTITUTE

59

P A R K S M A R T

A D V I S O R

T R A I N I N G

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Advisors provide valuable and in-depth expertise on the certification process, a cutting-edge competitive advantage for your organization.

IPI is the approved USGBC Education Partner offering Parksmart Advisor training.

Now you can train to become a Parksmart Advisor two ways: in person or online.

Train online, courses available throughout the year.

Train in person at Greenbuild 2017 in Boston.

Training offers 7 GBCI Credit Hours for LEED APs and LEED GAs and 7 CAPP Points

Register today at parking.org

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

1.800.533.6620

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VERY G REEN. V E RY F L E X I B L E .

Gumby and Gumby characters are trademarks of Prema Toy Company, Inc. All rights reserved. ©2017 Prema Toy Company, Inc.

SEPTEMBER 2017 The Parking Professional ● SACRAMENTO CITY MANAGER HOWARD CHAN ● A DATA-BASED PARKING SYSTEM ● IMAGE CONTROL THROUGH COMMUNICATIONS ● PARKING FOR THE PERFECT STORM