The Parking Professional May 2018

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MAY 2018





And an exit: enhancing the experience. 20


How parking professionals can help mitigate parking anxiety. 26

PAST, PRESENT, AND FUTURE Experts on predicting parking demand. 34


IPI’s newest signature publication— a textbook. 44

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MAY 2018




Making an Entrance—and an Exit

How downtowns can leverage parking to enhance the arrival experience.

By Michael Pendergrass, AIA, LEED AP; Matt Davis; and Taylor Kim, AIA, LEED AP


A Calming Effect

Parking anxiety is a real thing for drivers. Here are some ways industry professionals can help mitigate it. By Victor A. Hill, CAPP, MPA


Work Smarter, Not Harder

Great ways to leverage big data to enhance parking programs. By Nicole Ybarra


Past, Present, and Future

What industry experts think about predicting parking demand. Compiled by Mark Santos, PE


Geared Toward Leading

Understanding and successfully managing multiple generations of team members in the parking workplace. By Scott Lesnick




Departments 4 ENTRANCE

Are You Engaging? By Allen Corry, CAPP


Five Things to Know About Big Data


What Does It Mean to be a True Smart City? by Kelsey Owens

10 THE GREEN STANDARD Being Part of the TDM Conversation By Tim Maloney

12 THE BUSINESS OF PARKING Moving from Where You Are to Where You Need to Be By Julius E. Rhodes, SPHR


Caffeine, Attitude, and Dressing for the Job You Want By Cindy Campbell


Salem State University Earns Parksmart Bronze By Daniel L. Ocasio, AIA, NCARB


Leveraging Data


Y UNIVERSITY INVITED ME to be an alumni ambassador during an accepted students’ lunch this spring. “How nice,” I thought. “They remembered me.” Hardly. While it felt warm and fuzzy to receive the invitation, the process behind my being chosen was a lot less heartwarming than being remembered. It was probably no more than someone sitting at a computer choosing drop-downs from the alumni database. Graduated, lives within an hour’s drive, is employed within their major, has contributed to alumni events in the past. Voila—send invitation. It’s all about the data. Tracking actions and knowing what to do with that information can change the world (or an admitted students day or an on-street parking policy), and doing that is a big revolution in the way everyone from bankers to housing developers to parking and transportation professionals does business. Collecting the data is one thing, but knowing how to leverage it is another. We take a hard look at that in this issue, starting on p. 20. Leveraging data is the wave of the present, and the future might depend on learning how to do it now. We hope you enjoy the article, along with everything else in this issue—including a piece on A Guide to Parking, the industry’s first complete textbook, coming this summer from IPI and Routledge Publishing. Read about that on p. 44. As you read this, I’m likely starting to gather together outfits, shoes, and a big stack of business cards for the trip to Orlando and the 2018 IPI Conference & Expo. I hope you are as well, and while you’re at it, download the IPI2018 app on your phone. It’s the best way to stay on schedule the whole week. I’m looking forward to seeing all of you, so make sure you say hello! Until next month…


IPI’s Next Signature Publication: A Guide to Parking By Rachel Yoka, CAPP, LEED AP BD+C


SPOTLIGHT Parking Association of Georgia




ENTRANCE Publisher Shawn Conrad, CAE Editor Kim Fernandez Technical Editor Rachel Yoka, CAPP, LEED AP BD+C Assistant Editor Monica Arpino Contributing Editor Bill Smith, APR Advertising Sales Bonnie Watts, CEM Subscriptions Tina Altman Publication Design BonoTom Studio Proofreader Melanie Padgett Powers For advertising information, contact Bonnie Watts at or 571.699.3011. For subscription changes, contact Tina Altman, The Parking Professional (ISSN 0896-2324 & USPS 001436) is published monthly by the International Parking Institute. 1330 Braddock Place, Suite 350 Alexandria, VA 22314 Phone: 571.699.3011 Fax: 703.566.2267 Email: Website: Postmaster note: Send address label changes promptly to: The Parking Professional 1330 Braddock Place, Suite 350 Alexandria, VA 22314 Interactive electronic version of The Parking Professional for members and subscribers only at Periodical postage paid at Alexandria, Va., and additional mailing offices. Copyright © International Parking Institute, 2018. Statements of fact and opinion expressed in articles contained if The Parking Professional are the sole responsibility of the authors and do not necessarily represent an official expression of policy or opinion on the part of officers or the members of IPI. Manuscripts, correspondence, articles, product releases, and all contributed materials are welcomed by The Parking Professional; however, publication is subject to editing, if deemed necessary to conform to standards of publication. The subscription rate is included in IPI annual dues. Subscription rate for non-members of IPI is $120 per year (U.S. currency) in the U.S., Canada, and Mexico. All other countries, $150. Back issues, $10. The Parking Professional is printed on 10 percent recycled paper and on paper from trees grown specifically for that purpose.


Are You Engaging? By Allen Corry, CAPP


MPLOYEE ENGAGEMENT is a critical element to becoming a successful parking and transportation operation. Our employees are the bread and butter, backbone, and nucleus of our parking and transportation organization. No matter if someone is a parking enforcement officer, parking lot attendant, in data collections, revenue collection, equipment and garage maintenance, administration, or another job, if your employees are not motivated and engaged, having a successful parking operation is difficult.

What is an engaged employee? Those who work with passion, feel a knowledgeable connection to the organization, and are fully absorbed by and enthusiastic about the core business, taking positive action to further the organization’s reputation and interests. Engaged employees understand the big picture of the organization and how their position affects its mission. A satisfied employee is a happy and content employee who will drive innovation and move the organization to the next level. The Dallas/Fort Worth (DFW) International Airport Parking and Transportation Business Unit (PTBU) leverages a holistic process to accomplish organizational development and engagement, targeting leadership and frontline development to enhance competitive advantage and bench strength. Initiatives include job shadowing, team building, and other programs that fit the department’s organizational operations. Engagement committees are created to align strategic key results, motivate, and drive innovation. Engagement is about our parking employees feeling pride and loyalty working for the organization. It’s also about the positive attitudes, behaviors leading to improved business outcomes, giving back to them, and recognizing them for


their accomplishments. These efforts must be sincere because your staff and frontline employees can see through efforts that are not genuine. These efforts have established a positive and productive work environment for the PTBU employees at DFW, which has been instrumental to our department ending up with one of the highest engagement scores at the airport. IPI has similar engagement initiatives with its members and state and regional associations, providing training opportunities, the Forum online member community, other benefits, and an outstanding professional awards program. These engage with members and provide opportunities to enhance the membership experience with incentives, knowledge of latest technology, best practices, and programs that could be instrumental to their parking and transportation operations’ success and growth. Remember an engaged employee is a happy employee and happy employees make your organization a better organization. ALLEN CORRY, CAPP, is

assistant vice president of the Dallas/Fort Worth International Airport Parking Transportation Business Unit and a member of IPI’s Board of Directors. He can be reached at

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About Big Data


he parking, transportation, and mobility industry hears a lot about big data, but do we really understand it? Here are five things to know before you head into your next meeting where it might come up:

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It’s a real thing. Big data is “a massive volume of both structured and unstructured data that is so large it is difficult to process using traditional database and software techniques. In most enterprise scenarios the volume of data is too big or it moves too fast or it exceeds current processing capacity,” says Webopedia.

It’s actually pretty easy to explain. Laurie Miles, head of analytics at SAS UK & Ireland told Computer Business Review (CBR) that it’s like a toy box filled with LEGO bricks: You can build almost whatever you want, but you need to know what pieces will be required out of that big jumble. CBR recently offered 13 other ways to explain big data in simple terms; check it out at

There are worries beyond privacy. Sure, there are concerns about data privacy as big data becomes a more widespread tool for organizations and governments. But there are other worries too, one of which is whether data sets could exacerbate demographic biases, especially where challenged populations are concerned. Read one opinion that focused on big data and congestion, from the Center for American Progress at




There’s an easy way to learn more. At the IPI Conference & Expo, of course, where sessions will offer ready-to-use tips and information about big data, including a panel on big data and municipalities and more. Visit to learn more and register. SHUTTERSTOCK / HETHERS / JEZPER

3 4

Lots of cities are using it to revolutionize parking. Want an example? Washington, D.C., is all over using big data to drive parking policy—and doing it quite well, critics say. Read what the city is doing and how at



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What Does It Mean to Be a True Smart City? By Kelsey Owens


ITH THE RISE OF BIG DATA, the internet of things (IoT), mobility, and the rapid pace of technology innovations overall, becoming a smart city is a frequently discussed topic throughout the parking and transportation industries. Going “smart” is an aspiration of many cities around the world, but the process for getting there is not clearly defined.



The Real Steps to Smart

Going smart is not an overnight process. It’s not even a two- or three-month process. It’s an ongoing, multifaceted initiative that takes time to implement, with adjustments and new initiatives cropping up all the time. Overall, it can be broken down into three phases: data collection, data analytics, and using data to take action. Phase 1: Data Collection The first phase of the transition to smart status is the collection of data using different technologies comprising measurable services and infrastructure


The broad definition of a smart city is a connected city that allows people to use mobility and technology to get around. Easy enough, but the concept of a smart city extends into a much broader realm of innovations. Think about a day in the life of a city traverser: In a truly smart world, a citizen should be able to park his or her car and pay for the parking directly by phone, find out when the next bus is coming, and seamlessly plan a day’s travels. The successful smart city will collect data continuously, using the data to make beneficial business decisions, such as adjusting street parking prices based on the frequency of parking in a particular location. The possibilities are endless.

To learn more about data and the development of new data standards for the industry, visit

components throughout your municipality. This can include everything from parking and transit to traffic lights. Phase 2: Data Analytics The second phase is analyzing the data collected and coming up with an action plan, depending on what can be determined based on the analytics performed. For example, where parking is concerned, if data show that most people are parking at the center of the city because the rates are the same, using dynamic pricing would be a data-informed action you could take in phase 3 to direct people to park further out and also reduce emissions. Phase 3: Using Data to Take Action Phase three is focused on taking the analysis performed in phase two and using it to operationalize a complete plan for increasing connectivity and mobility throughout the city, ultimately empowering citizens to use technology to get around. With a plan in place, smart cities should be able to use data to predict activity throughout the municipality on an ongoing basis. Remember, decisions without data are often guesses at best. The most critical part of the process is information gathering. It’s not possible to make impactful decisions for a smart city without data.

Success Story: Columbus, Ohio

In June 2016, Columbus, Ohio, won the U.S. Department of Transportation’s (DOT’s) Smart City Challenge, a contest “asking mid-sized cities across America to share their ideas for how to create an integrated, first-of-its-kind smart transportation system that would use data, applications, and technology to help people and goods move faster, cheaper, and more efficiently,” the DOT reported. Because the concept of smart cities is relatively new, there aren’t many cities that have fully tran-

sitioned successfully yet. According to the DOT, Columbus conceived of a comprehensive plan about how technology could maximally help residents move about the city with ease and enjoy greater access to opportunities. The city’s vision covered residential, commercial, freight, and downtown area challenges and included everything from connected infrastructure to integrated data and autonomous vehicles as part of the implementation plan.

Think about a day in the life of a city traverser: In a truly smart world, a citizen should be able to park his or her car and pay for the parking directly by phone, find out when the next bus is coming, and seamlessly plan a day’s travels. Getting Started on Smart City Implementation While becoming a truly smart city is within reach with the right resources and expertise, it takes planning and support. Consider the points above. Do you have everything you need to carry out data collection, analytics, and an action plan? If you’re not sure where to begin, reach out to the technology vendors who are forward thinking and can offer food for thought.

KELSEY OWENS is regional sales director with

Passport. She can be reached at kelsey.owens@




Being Part of the TDM Conversation By Tim Maloney


HERE’S A LOT OF TALK ABOUT INFRASTRUCTURE in the parking, transportation, and mobility space. We place a great deal of emphasis, and appropriately so, on creating and connecting online and offline systems that provide the best experience for our customers as their expectations for parking continue to climb.

The objectives of TDM include reduced emissions, less congestion, and making cities overall greener, easier to navigate, and better to live in.


But there’s another, highly important structural layer that we need to be aware of: TDM, short for transportation demand management. With roots in reshaping mainstream urban transport planning in the United States in the 1970s, TDM has in the past few decades increased in its significance and influence in shaping how people navigate cities.

The System

TDM, in short, is a system of people-focused services and programs that educates citizens about existing infrastructure that’s in place for public transit, walking, biking, and rideshare. It incentivizes them to create their own program of sustainable transportation options that make sense for their daily lives. The objectives of TDM include reduced emissions, less congestion, and making cities overall greener, easier to navigate, and better to live in. It goes without saying that we in parking are on board with making cities smarter and more sustainable. Green mobility initiatives are becoming increasingly important and receiving more attention, and the innovations they’re driving are extremely exciting. That being said, there’s an undercurrent to TDM that feels almost ominous for our industry. If the goal of TDM is to reduce congestion and emissions, ostensibly making it so there are fewer cars on the road, how could that possibly net positive things for parking? It’s clear to those of us with a focus on green parking initiatives that driving and parking can be an integral part of every smart city. But how do we make sure that TDM experts see what we see: that parking built on smart facility design, ticketless technology, and other eco-friendly, people-focused innovations does, in fact, fit into their vision?


Being Part of the Dialogue

One of the solutions is to actively make parking a part of the dialogue about smart cities and sustainability. TDM is focused on familiarizing citizens with a framework of efficient, accessible, flexible transportation options—so by bringing our efficient, accessible, flexible parking facilities to the forefront, we can affirm parking’s relevance. Here are just a few recent green parking initiatives we can promote: ■■ In 2017, the Garage at Post Office Square in Boston, Mass., implemented a system for pumping underground water directly into a combined stormwater/sewer system that uses it for toilet flushing and garage washdowns. This initiative saves thousands of gallons of water every year.1 ■■ Also in 2017, the city of San Francisco, Calif., signed off on a pilot program to use up to 1,000 on-street parking spaces to make car-sharing easier for 140,000 users in San Francisco. Parking plays a key role in reducing congestion.2 ■■ In addition to featuring electric vehicle charging, the 1600 Smith Garage in Houston, Texas, integrates alternative modes of urban transit, connecting parking with carpooling, ride-share, carshare, biking and public transportation.3 ■■ The Partners HealthCare Garage in Somerville, Mass.—winner of the 2017 IPI Award of Excellence for New Sustainable Parking & Transportation Facilities—features sustainable technologies and design elements such as a comprehensive parking guidance system, LED lighting, and a massive photovoltaic array that powers the garage with sunlight. It also houses spots for more than 100 bikes and an outdoor green space for the community.4

By leveraging examples like these, in which parking proves itself compatible with the changing urban landscape, we can become part of the dialogue about smart cities and sustainability. We can be a strong voice in the TDM conversation instead of a parallel discussion Notes 1. T he Parking Professional, February 2018, “Parking Innovators Share the Value of Parksmart” 2.

TDM experts are having about city driving and parking. It’s up to us not only to keep advancing these initiatives but to increase their visibility, starting conversations with TDM experts and showing them that it’s just as green here as it is on their side of the fence. TIM MALONEY is head of strategic operator

partnerships with SpotHero and a member of IPI’s Sustainability Committee. He can be reached at

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Moving from Where You Are to Where You Need to Be By Julius E. Rhodes, SPHR


HERE IS A FAMOUS ROLLING STONES SONG that says, “You can’t always get what you want, but if you try sometimes, you find you get what you need.” This song made me think about how we must take an opportunity to examine the differences between wants and needs and how that distinction plays into the difference between being a leader and leadership. We all have wants, and usually those wants come into play when we compare ourselves to others or see something and think, “Hey, I want that, too.” A dear friend of mine just purchased a Maserati. It is a beast of a car, and that’s what we call it—the Beast. When you start that engine or even look at it under the hood, you quickly realize you ain’t in Kansas no more. Being a confessed speed junkie, as soon as I had a chance to sit in that vehicle and feel its immense power, I wanted one. But let’s think about this: What is the purpose of a car? It’s to get you from point A to point B and move you from where you are to where you need to be. A want is a luxury item; it’s a nice to have, but it’s not an essential. I want a Maserati, but what I need is reliable transportation that’s consistent with my economic reality. It’s out with the $110,000+ Maserati and in with a solid used domestic vehicle. Oh, well. Another way of thinking about the distinction between wants and needs is soda. At the end of a long, tiring day, I want a carbonated beverage, but what my body really needs is water. I’m dehy-


drated, and no amount of soda or pop, from a life perspective, will ever really quench my thirst or sustain me.

Leaders and Leadership

What does this have to do with the distinction between leader and leadership? Each year there are more than 2,000 books written that address leadership or being a leader. That there is a lot of room for interpretation and no clear Holy Grail. In the workplace, a leader is someone who has a formal title or role and responsibility for others executing their job responsibilities. At any point, everyone can be a leader. The receptionist needs to act as a leader for those with whom she or he comes in contact faceto-face, via electronic communication,


or by phone. So it more about what you do than the title. Anybody can do anything once—that doesn’t make you a success. You need to be able to attain and sustain a consistent level of performance in a period of time. I talk about leadership as consistently displaying a range of traits or attributes that identify you in as someone with staying power. Leadership is less about what you do and more about who you are and what people see in you most often. A leader is akin to a want because we always want the members of our team to lead when called upon. However, if our firms are to sustain long-term successes, we need to make sure people do things consistently and display a range of leadership traits; we want our organizations to be the types of places where who you are and the needs you fill regularly are more important than what you might do on occasion. Getting to where you need to be versus where you want to be is about collaborating, not competing. And so it is with distinguishing wants from needs and being a leader from leadership. To be seen as people who consistently display leadership traits, we need to connect and engage with others on a consistent basis. When we do this, everyone benefits. JULIUS E. RHODES, SPHR, is

founder and principal of the mpr group and author of BRAND: YOU Personal Branding for Success in Life and Business. He can be reached at jrhodes@ or 773.548.8037.


Caffeine, Attitude, and Dressing for the Job You Want By Cindy Campbell

“Well, good morning,” said the smiling young man who greeted me. “My name is James, and I have the honor of serving you this morning. So, what has you up and going so early?” Now, I promise, I really tried to put an intelligent reply together but to no avail. He assured me that most of his customers at that hour of the day were still groggy and in need of a coffee. This young man clearly had my number.

time to figure out my transportation options for the day. Once again, I turned to James. He was happy to give me his insider tips on smart commuting around San Francisco. “Are you ready to head out now?” he asked. I told him I was, and with that, he helped me gather my belongings and walked me outside to introduce me to Michael the doorman. “Michael, Ms. Campbell needs our assistance in getting to a meeting this morning. Please take great care of her for me.” With that, James shook my hand and told me to come back to see him again soon.

It’s about Attitude

James made sure I had a comfortable seat right next to the coffee station. “You know, we have coffee available all day long for our guests. Come back as often as you’d like. May I show you around the buffet? I’d be happy to.” Realizing that I must be giving off a pathetic vibe, I smiled, declined his offer, and thanked him for his kindness. With breakfast and a sufficient amount of caffeine fortification, it was


As I hopped into the Uber, I felt, well, special! James went out of his way to make me feel valued and important. Were all of his efforts just a part of his duties as a café waiter? Hardly. My guess is that like many of us, James has loftier career plans. He was likely living out the old adage about dressing for the job you want, not the job you have. The thing about that saying is that it’s not really about clothing; it’s about attitude. In our careers, we sometimes focus on what we don’t have, haven’t achieved, or what we think we rightfully should have attained “by now.” Rather than consistently concentrating on the path to getting there, we feel frustrated and lament our current circumstances. Resentment can creep in when we aren’t profession-


ally progressing at the pace we might feel we deserve. When our thoughts and attitudes include a healthy dose of resentment or indignation, we can unintentionally inhibit our ability to progress.

Playing to Win

Attaining the position you ultimately want is a little like winning the lottery: You’ve actually got to play to win. It’s rare for a lottery winner to hit it big his first time playing. So, are you playing? Are you committed to consistently putting yourself in the best position to be noticed or promoted? Let’s face it, not every effort is going to be rewarded, but to be successful, we must consciously set aside our failed attempts and disappointments and not allow them to dissuade us from our goals. Ask yourself: What steps am I taking to improve my chances of achieving my professional goals? Am I willing to apply my knowledge and skill set to a position that may provide me with a better vantage point or afford me an opportunity to attain my ultimate goals? Thinking about it now, I wish I had the forethought to ask James what his ultimate career goals were. With his attitude and people skills, he would make an awesome parking professional. Seems logical to me. CINDY CAMPBELL is IPI’s senior

training and development specialist. She is available for onsite training and professional development and can be reached at



’M NOT MUCH OF A MORNING PERSON. If you know me, you can appreciate what an understatement this is. On a recent business trip, my schedule required me to rise and shine several hours earlier than normal. It was 5 a.m. when I stumbled into the hotel coffee shop for my requisite caffeine infusion.

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Salem State University Earns Parksmart Bronze By Daniel L. Ocasio, AIA, NCARB


HE NORTH CAMPUS TRANSPORTATION CENTER at Salem State University in Salem, Mass., constructed in 2015–2016, was awarded Parksmart Bronze certification in 2017. Thanks to the environmentally sustainable design principles employed in the design of the site and the garage, the Massachusetts State College Building Authority issued a series of green bonds to fund the project; this represented the first time that any independent public authority in the U.S. issued Green Bonds to fund the construction of a building project.

Salem State University was established in 1854 as Salem Normal School, a commuter-based View of northern vehicle exit, pedestrian institution focused on training public school entrance, and glass teachers. Today it is one of the largest state enclosed elevator/ universities in Massachusetts, with a graduate stair core and undergraduate population of approximately 10,000 students. In the early 20th century, Salem State moved to its current location in South Salem. The university expanded in the 1970s and the 1990s to include Central Campus, South Campus, the O’Keefe Athletic Complex, and the Cat Cove Marine Biology Center. Its campus is now spread out over five different locations and 102 acres of land. In partnership with the Massachusetts State College Building Authority for more than 50 years, the university has invested in on-campus housing and now provides living facilities for approximately 2,400—or one-third—of its attending student body. Non-­ residential students still represent a majority of its student population; early parking studies indicated the university had a shortfall of more than 2,000 parking spaces. In addition to insufficient capacity, there was a considerable concern that students and faculty were circling around the surrounding neighborhood looking for and occupying on-street spaces. The building authority teamed with Salem State University to fund and build the first structured garage on campus. The team was rounded out by the addition of ­DESMAN consultants and builder Dimeo Construction. Like many older, urban institutions, Salem State’s campus is fully developed. Because of this, recent academic and residential facilities were constructed on surface parking lots,




History of the University

Consultants Involved in Project reducing the available parking capacity. A multi-level parking structure was required to recover lost parking capacity from previous development projects as well as from the loss of surface spaces from the site selected for the garage.

The Transportation Center

Using the standards of U.S. Green Building Council and the Parksmart Certification Program, the project was designed from the ground up to be as environmentally sustainable as possible. This design process started with an already disturbed site, which was located where the deficiency for parking was the greatest for all users: faculty, staff, and commuter students. The runoff from the former surface lot was replaced with stormwater treatment, preventing vehicle contaminants and deicing materials from entering the local wetlands, waterways, and the Atlantic Ocean. The precast concrete structure was manufactured within the region of the project site and the completed facility includes high-efficiency lighting controlled by timers and occupancy sensors. The exterior was designed to minimize the mass of the building and provide for sufficient free air to eliminate the necessity, cost, and energy for a mechanical ventilation system. The campus shuttle bus system originates at the project, which includes designated spaces to encourage multiple-occupant and alternate-fuel vehicles. Electric-vehicle charging and tire-inflation stations are included. In addition, bike racks are provided to encourage bicycle use on campus. The parking structure represents a nominal increase in campus parking supply and yet puts the

DESMAN, Architecture, Structural Engineering, Parking Consulting, and Parksmart Advisors Nitsch Engineering, Civil Engineering R.W. Sullivan Engineering, MEP and FP Leftfield, owner’s outside project manager spaces where they are needed most, eliminating the need for drivers to circle campus looking for convenient spots in the neighborhood, and returning street parking back to the community. Of the 799 spaces in the new garage and surrounding site, 351 were preexisting on the site, 167 make up for former surface spaces dislocated from a recent residence hall construction project, and 250 were built to accommodate students who were parking on city streets. The building authority worked with the state’s Electric Vehicle Incentive Program (Mass EVIP) to contribute to the capital cost of the electric-vehicle charging station equipment, through a grant to encourage workplace charging programs. The university designated four spaces within the garage and two additional spaces outside for a combined total of six electric-vehicle charging stations. An exhibit is provided by the garage elevator to help educate the public using the garage about the commitment of the university to reduce its carbon footprint and to combine several energy- and resource-saving transportation ideas in one place. DANIEL L. OCASIO, AIA, NCARB, is senior

project manager with the Massachusetts State College Building Authority. He can be reached at





What’s your best tip for managing several generations of employees in an operation?

Temitope Longe

Specialist, Contract Performance Abu Dhabi Parking Division Mentoring is a useful vehicle for nurturing, transferring, and tapping into the cross-generation skills and knowledge base of an organization. Each generation possess unique skills and abilities, all of which can add value to the organization. Emotional intelligence, flexibility, and an understanding of the different stages of life of employees are also wools for knitting together a productive and successful workforce.

Casey Jones, CAPP Vice President Timothy Haahs & Associates, Inc.

Wishing our employees would be more like us and trying to make them conform to our approach is likely to be met with resistance, miscommunication, and organizational ineffectiveness. Instead, we must keep an open mind and embrace differences in approach, mindset, and communication style. Every employee wants to be respected, appreciated, and included.

Debbie Hoffmann, CAPP Associate Director, Transportation Services Texas A&M University, College Station

I find it is often best to directly ask for preferences in communication style or recognition. It is not safe to assume all members of any generation fit the stereotypes, so don’t assume millennials prefer instant messaging or texts and boomers prefer face-to-face. Just ask.


Vanessa Solesbee, CAPP

President The Solesbee Group It’s always best to spend time getting to know your employees as people first and members of a particular generational type second. I’ve seen too many creative millennials/Gen Zers written off as not having a strong work ethic when they just wanted to approach their work in a different manner than their supervisors.

Marlene Cramer, CAPP

Associate Director, Transportation & Parking Services Cal Poly University, San Luis Obispo First, don’t assume that because the chronological age of the person puts them in a generational category, she or he reflects that category. In other words, be careful of biases that may come from lumping people together. Look for opportunities to compliment, encourage, and provide positive feedback to all employees. The younger an employee is, the more essential positive feedback is to get them started on the right track and instill good behaviors early!

and watch this space for answers from the experts.

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



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Making an Entrance —

By Michael Pendergrass, AIA, LEED AP; Matt Davis; and Taylor Kim. AIA, LEED AP


H E N W E T H I N K O F A PA R K I N G ST R U CT U R E as simply a store place for cars, it’s easy to see it as an end point; its purpose and function are fulfilled once a car is parked. However, the experience someone has as they drive in, park, and step out of their vehicle is an equally important part of the journey. If the parking experience is negative, it affects everything that follows. From public art to public spaces, there are a number of best practices downtowns can use to elevate parking beyond the functional, integrate it into the larger whole, and make it a transformative experience.

The Baldwin Park Transit Center Parking Structure

How downtowns can leverage parking to enhance the arrival experience.

— and an EXIT

Setting the Tone

How many times have you thought about going downtown to see the sights, do some shopping, or take advantage of the nightlife only to cringe at the thought of having to park? Before even setting foot out the door, you have already created a negative impression about the experience you’re about to have. Now imagine how differently you might feel if parking was a seamless, stressfree endeavor? For example, when the city of Brea, Calif., opened its newest public parking structure, it was integrated into an existing parking guidance system that notifies drivers on Brea Boulevard of the amount of parking available in all three structures.

To make parking an even smoother experience for drivers, the city also offers a mobile app that displays real-time parking availability and turn-by-turn directions to aid users visiting downtown, making it easier to find available parking. In an effort to relieve parking pains in the popular tourist destination of Laguna Beach, Calif., the city integrated parking into its official app. In addition to providing tips on local highlights, restaurants, and shops, the app points visitors toward public lots, provides parking tips, and offers live updates about a complimentary trolley service aimed to reduce congestion. THE PARKING PROFESSIONAL | MAY 2018 | PARKING.ORG/TPP


Blossom Plaza

To improve customer service for visitors to its historic Old Towne District, the City of Orange, Calif., implemented a valet program to ease the challenge of finding an open parking space at the popular retail and dining destination. The service offers a ticketless system that allows users to manage their vehicles through their smartphones.

By designing an enriched pedestrian experience into the journey, we ultimately create a better destination. This means going beyond providing a means to get from point A to point B simply and safely. How does that transition add to the experience? Warm Welcome

Sometimes, visitors to a downtown parking structure are met with a nondescript, utilitarian structure that’s dark, confusing, and even intimidating. This can have a profound affect the mood of the user, and can dampen their enthusiasm to make the journey in the first place. However, if we approach parking as an architectural extension of the community, we open up tremendous opportunities to celebrate urban identity. This is the approach that the city of Santa Barbara, Calif., took with the Granada Garage, which presents a treasure trove of Mission Revival architectural details that makes parking a destination in and of itself. From



the wrought iron balconies to terra cotta vases and detailed custom signage, the Granada Garage provides a spectacular welcome to downtown visitors while complementing the historic architectural context of downtown. A new parking structure under construction in Santa Clarita, Calif., is taking a similar approach. The Old Town Newhall garage will incorporate faux retail storefronts and historical downtown detailing that blends the parking structure into the surrounding architecture of the historic entertainment district, making the parking structure a charming component of the local scenery. That welcoming feeling doesn’t have to be restricted to exterior architecture. Instead of seeing nondescript walls, users entering the Phoenix Biomedical Campus parking structure in downtown Phoenix, Ariz., are greeted with bold colors and imaginative signage that sets the tone for the rest of their visit. In downtown Palo Alto, Calif., users exit their vehicles into an open, airy garage with natural light brought in by a light well, magnified by a bright white interior. Color-coded signage featuring artwork of different birds for each level of the structure provides easy wayfinding and helps visitors remember where they parked.

Lasting Impression

Public art presents an opportunity for communities to transform parking structures from utilitarian to an expression of place. If we think of parking as the first impression visitors have of their destination, public art can provide a way to celebrate identity and forge a more human, intimate connection with a space. For

instance, when the Metro Gold Line Foothill Extension was constructed through Arcadia, Monrovia, Irwindale, and Azusa, Calif., each city used public art to express its unique history at its respective station and parking structure, creating an experience for visitors at the moment of both their arrival and their departure. Seeing the potential, the City of Boulder, Colo., is currently exploring an initiative to install public art on existing garages in an effort to create gateways to the city. The same can be true for mixed-use developments. Olympia Place, a mixed-use development in Walnut Creek, Calif., used a beautiful copper sphere sculpture as a parking structure’s focal point. The city of Morgan Hill, Calif., saw its new Fourth Street Parking Garage as an opportunity to create a dramatic statement. The garage features a sculpture of an ornate, 12-foot-wide tarantula that is native to the area and the subject of an annual festival. In addition to serving as a definitive conversation piece, the artwork also celebrates the city’s identity. In fact, the parking structure and its tarantula have been viewed as instrumental in revitalizing the downtown area. By integrating public art into their parking, these downtowns create an arrival and departure experience that leaves a lasting impression.

Spaces to Linger

Just imagine if upon parking your car, instead of exiting into a concrete alley or onto a busy intersection, you traveled through a landscaped plaza with park benches and live music on the way to your destination. Public spaces such as plazas or parklets create a means for people to interact with each other and their environment in meaningful ways as they transition from their vehicles to pedestrian areas. Suddenly, parking is part of that experience instead of an isolated component—and in a positive way. This is proving to be an effective approach for transit stations. The city of Arcadia, Calif., chose to nestle a public plaza between a parking structure and the Metro Gold Line’s Arcadia Station, envisioning it as a way to create a sense of community between the parking structure and multiple transportation modes, from the station and bus stops to bicycle and pedestrian facilities. A parking structure for the Milpitas Bay Area Rapid Transit (BART) extension will include a landscaped urban plaza able to host food trucks. These spaces create a reason for people to linger, enjoy the scenery, or socialize, leading to greater value for an area as a whole. Public spaces can also be integrated into the

Granada Garage



Phoenix Biomedical Campus Parking Garage

parking structure itself. The roof of a subterranean garage at Blossom Plaza, a transit-oriented development in downtown Los Angeles, Calif., serves as a public plaza accented with landscaping and a water feature, creating a pleasant and enjoyable transition between the residential towers and Metro station. The Old Town Newhall structure in Santa Clarita, Calif., will feature event space on the top deck, truly making the parking structure an active part of the community.

Meaningful Connections

By designing an enriched pedestrian experience into the journey, we ultimately create a better destination. This means going beyond providing a means to get from point A to point B simply and safely. How does that transition add to the experience? In what ways can we take the opportunity to set the tone for the next stage of the journey? Baldwin Park, Calif., took these questions to heart with a parking structure designed to support the city’s vision of a pedestrian-friendly urban transit center. The facility features an iconic pedestrian bridge that safely escorts transit riders from the parking structure across the railroad tracks to the train station. A public parklet provides links to both regional and local buses, the rail station and city hall, and a pedestrian path provides connectivity to a future mixed-use development on the other side of city hall that is now under construction. To achieve the high-level experience that the city of Palo Alto wishes to provide for its downtown visitors, plans for a new parking structure call for a pedestrian



arcade adorned with public art. This innovative approach not only creates a safer experience by widening an existing narrow sidewalk, but it also makes the pedestrian journey a memorable one by creating a meaningful connection to the character of downtown. Integrating parking into the arrival experience can be an effective way to make parking part of the journey. Because parking is the first and last experience a person has, we can create better destinations when we focus on the human element. From making lasting impressions with architecture and public art to enhancing the transition from vehicle to pedestrian with enjoyable public spaces and pathways to enriching the user experience, remember, it’s not the journey, it’s the parking! MICHAEL PENDERGRASS, AIA, LEED AP, is

associate principal at Watry Design, Inc. He can be reached at

MATT DAVIS is an associate principal at Watry

Design, Inc. He can be reached at mdavis@

TAYLOR KIM, AIA, LEED AP, is a project

manager at Watry Design, Inc. She can be reached at







a calming effect Parking anxiety is a real thing for drivers. Here are some ways industry professionals can help mitigate it. by Victor A. Hill, CAPP, MPA




t was the third time the employee insisted our parking garage was full, but I knew we had spaces on our upper levels because I’d sprinted up the stairs moments earlier to be sure.

“You expect me to park up there?” she asked, incredulous to the suggestion. “Your permit’s valid on levels one through three,” I said. “I’m happy to show you the open spots.” She reluctantly made her way to the second floor of the garage after voicing her displeasure. It wasn’t the last time I’d bear witness to the reality that parking sometimes strikes fear into the hearts of employees, students, and campus visitors, many unaccustomed to multi-level garages. That unfamiliarity seemed to exacerbate their anxiety about driving to campus.

Parking Anxiety as a Phobia

Parking anxiety isn’t unique to college campuses. Municipalities, airports, and private property owners are challenged to find ways to mitigate anxiety to provide quality service. Wayfinding, signage, social media, and educational campaigns have all been used to ease the anxiety drivers feel when entering unfamiliar environments. “A fear of parking would fall under the category of situational phobias, like flying in an airplane or visiting the dentist,” says Ryan McKelley, PhD, chair of the department of psychology at the University of Wisconsin-La Crosse. “It’s also possible that parking garages and ramps can trigger the same fear response seen in claustrophobia (fear of confined spaces) or agoraphobia (fear of a public place where making a quick exit is difficult).” Interestingly, there are no peer-reviewed studies that explicitly use “parking anxiety” or “parking stress” as a construct, but ergonomics and assistive technology studies may offer insights into the phobia, he says. As examples, a study in 2000 suggested that commuter college students found parking more stressful than their coursework1, while another study considered how assistive technologies used to help with backing up or parallel parking could reduce driver stress2. Wayfinding or informational signs could, potentially, play a role in assuaging anxiety as well. McKelley points to a study that sought to improve seatbelt use among residents in a retirement community. Reminder signs

were placed around the community, and seatbelt use increased. Creative signage, possibly even humorous in tone, might help mitigate parking anxiety, he adds. “At its core, anxiety is most often fear or uncertainty about something that hasn’t happened yet—even if based on a past experience,” McKelley says. “In other words, it is when our stress response is activated as it should be if we were in a dangerous situation, but it kicks in during times of uncertainty or at the thought of an adverse situation that might happen. For parking, it could be anxiety about finding a spot, getting into a minor collision if paths seem narrow, or uncertainty about your ability to park efficiently when someone is looking.”

The Perception of Safety

Safety is another cause for anxiety, particularly in urban areas, or areas that are perceived to be blighted. An overflow parking lot used for resident students at the University of Wisconsin-La Crosse is frequently thought of as unsafe by students and parents due to its proximity to a cemetery, a perception of poor lighting, and the ­quarter-mile distance to the main campus. The lot is often the only choice for incoming first-year or transfer students who have no other alternatives when parking lots closer to residence halls sell out. The lighting along the street to campus was improved with more intense LEDs, and university police offer rides, most often at night, but safety concerns remain, despite consistently low crime rates on campus and efforts to improve the lot and surrounding area. “Perception is, unfortunately, sometimes reality, but we make ourselves available any time of day and do our best to help our students feel safe,” says Scott McCullough, chief of university police. “We’re fortunate to have parking available even if it’s not in an ideal location. Our ongoing challenge is to educate our students and their parents about all of their options and address their concerns.” Parking staff and police officers use social media to educate students and meet every year with incoming students to discuss safety and parking options. Parents with



a calming effect

new college students are frequently more concerned about safety and appreciate speaking directly to officers, McCullough says. University of Maryland, Baltimore faced the challenge of managing a perception problem when it tried to encourage students to park at a discounted rate in a non-campus garage. Students were parking at the campus’s BioPark garage, but as a result of the expansion of the BioPark complex, the parking program needed to be discontinued. This prompted the need to relocate 300 vehicles. Parking on campus wasn’t an option, given the limited space, so university officials negotiated a discounted rate at a Baltimore-owned garage. Only 35 vehicles parked there, which caused campus demand for parking to increase. After studying the issue, officials realized the lack of parking was based on negative perceptions of specific areas around campus in the city. Meetings with the student government association and other stakeholders led to the creation of a walking tour program to address the students’ concerns and educate parkers about the quickest and safest travel routes to and from the garage while walking across campus. The program’s purpose was to, ideally, change their perceptions and consider the garage as a parking alternative.

The program worked. While initially only 85 students participated, word spread in time, and the city-owned garage now regularly sees 300 vehicles in it, along with additional student vehicles parked at a similarly discounted location nearby. Another stakeholder that benefited from the partnership was the merchants of the Lexington Market as the tours include the market area, which has led to an increase in its foot traffic. “We were pleased with the program’s success,” says Robert Milner, CAPP, MS, director of parking and transportation services at the university and co-chair of IPI’s Safety and Security Committee. “We feel like we took a team approach to involving stakeholders and helping them see the area in a different light.” He hopes to include the tours as part of the university’s onboarding process for new employees, and tours may be expanded to the BioPark.

Wayfinding to Reduce Anxiety

Convenient parking when tied to efficient wayfinding and transitions to other amenities can help reduce anxiety when a short car ride is the start of a long travel day into unfamiliar surroundings. Airports are challenged to provide parking options for




The University Tours resulted from the need to get students to park at a discounted semester rate at a nonUniversity parking garage.


To educate our new and returning students that, for the most part, the urban environment is safe; detail what the Lexington Market can offer them; and show how to walk around the city in a safer manner. Additionally, we want our students to understand they need to be more aware of their environment. This includes educating them to not leave items in their cars and not text while walking and informing them to better secure their property and be alert of their surroundings. We propose taking the incoming students on a tour of the campus and the bordering areas and exposing them to the business sections of the campus; recommending paths of travel where our police and security are assigned; and ending the tour at Lexington Market and introducing them to the diverse food choices the market has to offer. We hope the tours will help students understand what safety measures they should exercise, remove the perception that the campus is full of people of bad character, and show the positives the campus area has to offer. Besides the above goal, the University also thought it was important to build a “community” for faculty, staff, and students. This includes community engagement of the westside, a goal contained in the University’s Strategic Plan.


Educate our first-year students about how to protect themselves from being victimized and expose them to what it is like on an urban open campus. The University has students who come from rural environments and often have never been exposed to more densely populated areas that are more prone to homelessness, panhandlers, or large groups of people loitering — all aspects of urban living that are realities surrounding Lexington Market. These experiences, which were foreign to many of our students before being in an urban environment, can make them feel unsafe.


Three-hundred (300) students had been parking at our UM BioPark garage at a rate of $175 per semester. As the BioPark complex grew with new tenants and new buildings, it always was understood that the student discount program would be discontinued to make spaces available when needed. Those 300 students would then have to park back on campus at the regular student rate of $5 per day. Due to the shortage of UMB parking spaces because of current demand, the parking department negotiated the same rate at a city-owned garage located at the northeast section of the campus community. Although Lexington Market is connected to this garage, the perception of this area leaves it to be less desirable for the campus community to travel. After the new relocated parking program was communicated, implemented, and approved by the University Student Government Association (USGA) in 2014, only 35 students chose to park there, causing oncampus parking demand to increase. In addition, other students who signed up for the program would return to the parking office requesting refunds after parking for only a few days. This increased demand resulted in complaints from all parkers as they were being redirected to other UMB garages due to garages filling up. While Parking and Public Safety responded and addressed every comment/compliant received, very few had any substance, meaning the majority were perceptionbased. A meeting (campus walk) took place with Public Safety, Parking, and the vice president of the USGA in which the area the students travel from this garage was walked. During this meeting, it was determined the students more than likely were not taking the preferred travel path to the various campus schools/buildings. Also, during this walk, one of the lieutenants pointed out safety points and provided information from his previous job with the Baltimore Police Department.


A group meeting was held with Parking, Public Safety, Communications, the USGA vice president, and the general manager and marketing manager of Lexington Market. The concept was developed. Lexington Market was brought in as a University partner, as it wanted to increase student/staff traffic to its vendor stalls and offered its meeting room for a meeting with students after each tour. Lexington Market also has alerted its security personnel to be conscious of students walking in the area. It also was agreed at this meeting to develop a second, separate tour for the student parking garage located on the northwest section of the campus community. The program was communicated through Academic Affairs and the USGA, and tour dates were set up. This planning phase took approximately two months.


The first couple of tours only had a few participants, but as the tours went on, the word spread. Communications was able to bring in a champion from Academic Affairs, and we were able to present the program at meetings with Academic and Admissions deans. Once these two groups of deans heard about the program, it took off, resulting in many individual meetings with the various schools, and some schools are making the tour mandatory, with the tour part of their orientations or “Welcome” days. As an interesting side note, due to Public Safety networking with the International Students coordinator, not only are the tours mandatory for these students, but Public Safety has their officers taking cultural sensitivity classes from the International Students program. In addition, we are sensitive that some students might come from countries where public safety officials have a different role than our public safety officers at UMB — so we have been sure to educate students that we are here to help. UMB Police officers also are educated on how to handle foreign students based on various cultures. The tours consist of two groups starting from the two points (Market Center Garage and Lexington Street Garage) at the same time, with Public Safety personnel pointing out the best travel routes based on how the area is patrolled and Parking personnel answering parking questions and providing additional information. Both groups then meet up at our Plaza Park, and from there the tour proceeds as one group. Again, Public Safety personnel point out the best travel routes based on how the area is patrolled and Parking personnel answer parking questions and provide additional information. It is here where area food options are pointed out to the students as well.

The University of Maryland, Baltimore developed a series of tours to familiarize students, faculty, and staff with popular travel routes and parking options to lessen anxiety about transportation.



The larger tour group then meets at Lexington Market, where the marketing manager takes the students on a quick tour of the market and points out the various vendors. Public Safety and Parking personnel point out their favorite vendors as well. The market tour ends at a big meeting room on the second level of the market, and pizza and sandwiches are provided to the students. Students then sit with Public Safety, Parking, and the marketing manager, who answer any questions they might have. At the end, Lexington Market provides each student with a goodie bag that includes items from a few of the market vendors and a $5 gift card to be used at any market vendor. The gift card if trackable, so the market can find out which vendors are popular among students. It should be noted that at the last tour it was decided to invite representatives from the Downtown Partnership to sit and eat with students. This gave the Downtown Partnership the chance to educate students on their Downtown Business Guides and Clean Sweep Ambassadors Programs/Resources, which are available to students.


Before the University Tours program was implemented, there were only 85 students parking at the discounted parking location. There are now 300 students parking at the discounted parking location as well as an increase in the number of students parking at another discounted parking location directly across the street. In addition, Lexington Market has seen an increase in the number of students patronizing its vendor stalls and the surveys sent out after each tour have remained positive.


We are in communication with Human Resource Services to possibly include the tours as part of the on-boarding process for all new personnel. Requests have been made to expand the tour to include the BioPark section of campus.

The Houston Airports developed strategies to help people find parking more easily and lessen parking anxiety. They recently explained what’s worked:

customers, who, in many instances, are anxious about flight delays and arriving at their final destinations. The Houston airports—William P. Hobby (HOU) and George Bush Intercontinental (IAH)—made several changes to help mitigate anxiety, says Pearl Hurd, parking analyst for the airports. LED lights above parking spaces turn red or green depending on occupancy, valet parking services are offered, kiosks were installed to provide shuttle information, and routes were changed to improve efficiency and reduce travel times. Updated restrooms even take advantage of new technologies to make the experience easier and more convenient for travelers. “It’s all for the purpose of not only reducing stress, but adding the wow factor into the travel experience,” Hurd says. “Our goal is to celebrate the experience of flying.”

The Houston Airports (HAS) have taken several steps towards reducing and addressing parking customer anxiety. HAS rerouted, reviewed, analyzed, and made changes to routes to make them more efficient. Also, kiosks were recently installed to help streamline processes for routing ecopark shuttle buses to and from the airport terminals and surface lots. Customers tend to have a dynamic interest in timing of parking shuttles that may affect their flights. HAS also expanded parking capacity, including valet parking options, along with increasing travel routes and destinations at both William P. Hobby (HOU) Airport and George Bush Intercontinental (IAH) Airport. HAS continues to make general improvements to parking infrastructure, technology, and smart systems in an effort to make our passengers happy. Such improvements include, but are not limited, to the following: ■■ Red/green light parking indicators (space guidance system technology) give passengers higher visibility on where to find a parking space. ■■ Conducted time-studies to improve shuttle routes in and out of terminals. ■■ Utilized technology to share real-time information on screens for waiting travelers. ■■ Improved directional signage and wayfinding for travelers entering and exiting the terminal. ■■ Implemented new wayfinding technology to share the shortest path to your destination within the airport. ■■ Improved dining experiences provide a more relaxed atmosphere for those who choose to arrive early for flights, including the best in local cuisine, and a James Beard Award-winning restaurant. ■■ Adapting new technology for maintenance and care of airport restrooms, not only to reduce stress, but also to amp up the “wow” factor of the travel experience.

Harnessing Technology to Reduce Anxiety

Parking and transportation professionals have several ways to make parking a less stressful experience for their customers. Effective signage helps customers locate parking as they arrive. Ongoing advances in technology provide more options than ever before when combined with customer education, and the rise of smartphone apps and GPS-enabled navigation offer faster access to options that customers may not have otherwise discovered. Combined, these elements can provide valuable information to improve parking operations and make for happier customers. As important, parking professionals can harness the power of the technology to enhance efficiencies. “It’s still all about the numbers and the statistics, the workflow, the traffic flow, because that transcends into a calmer customer experience, a more inviting customer experience,” says Allan Witten, sales director for ParkHelp. The company provides parking and mobility solutions that include guidance, signage, and software. Witten is also a member of IPI’s Safety and Security Committee. “From a wayfinding aspect, the embrace of that technology has increased because it’s visual-based, and the user doesn’t really have to do much other than look around because it’s all visual and it helps with the parker’s experience,” he says. McKelley welcomes these advances. “Anything that helps to reduce uncertainty has the potential to reduce anxiety,” he says. “Signs that let people know how many spots are available or that clearly direct a driver to navigate through a ramp can

reduce uncertainty about a parking situation. Educating someone how to park in narrow spots can reduce anxiety in a parking lot.” Notes 1. R asmussen, C., Knapp, T. J., & Garner, L. (2000). Driving-induced stress in urban college students. Perceptual and Motor Skills, 90(2), 437-443. 2. R eimer, B., Mehler, B., & Coughlin, J. F. (2016). Reductions in selfreported stress and anticipatory heart rate with the use of a semiautomated parallel parking system. Applied Ergonomics, 52120-127. *IPI’s Safety and Security Committee contributed to this article.

VICTOR A. HILL, CAPP, MPA, is director of

parking and transportation services at the University of Wisconsin-LaCrosse and co-chair of IPI’s Safety and Security Committee. He can be reached at



Work Smarter, Not Harder Great ways to leverage big data to enhance parking programs. By Nicole Ybarra


F YOU ARE LOOKING FOR EVIDENCE that we are in the midst of a parking renaissance, look no farther than the street right outside your door. In bustling city centers to sleepy suburbs once lined with coin-only mechanical meters, new smart meters have begun to dominate the parking landscape. Pull up to a meter today and you’ll likely be able to pay for parking with your mobile phone

or even from the comfort of your own vehicle. Motorists may not enjoy the act of paying for parking any more than before the introduction of smart meters, but they have more flexibility than ever before. While the parking industry was undergoing a significant transformation, the role of parking administrator was also evolving. Municipal parking management garners attention at the highest levels of local government and, consequently, parking administrators are faced with growing pressure to make the most of limited resources and to maximize return on investment (ROI) on their city’s new smart meters. Parking administrators are turning to smart meters for real-time data they



can analyze and interpret to make meaningful adjustments to their parking program.

The Value of Parking

Transportation and parking industry experts suggest that parking problems are not simply a result of a lack of parking space(s). Rather, they can signify a need for more efficient parking management. Parking management involves control of the quantity, location, cost,

Smart parking meters have revolutionized the parking experience by offering convenient payment options for motorists and real-time data for cities to analyze, interpret, and implement meaningful adjustments to their parking program.

of hundreds of thousands of inter-related data points, including payment transactions, occupancy data, sensor data, enforcement data, length of stay data, meter status data, and more. With the appropriate technological blend, these data can be analyzed and organized into meaningful information parking administrators can use to understand and predict customer behavior patterns.

Another way to look at this is for every prime parking space occupied by a business owner, office worker, or other employee in the downtown core area, one or two jobs are potentially being lost, businesses are losing out on retail revenue, and local governments are not realizing their share of sales tax on those retail transactions. and availability of parking. It seeks a balance between the competing needs of motorists, transient users, and A data management system is intended to address pedestrians to satisfy various public objectives. These this very issue by aggregating all the data collected can include mitigation of traffic congestion, economic from smart meters, sensors, mobile applications, and growth, and preservation of public investment and other connected devices and presenting it in a sophiscommunity values. ticated and useful format. Equipped with this informaWhile the amount varies from city to city, a comtion, parking administrators can use the data to proacmon rule of thumb for the value of a prime on-street tively manage their program and enhance efficiency, parking space is approximately $150 to $300 in retail revenue, and public perception. sales per day, according to research firm HyettPalma, Inc. Based on this calculation, the cost per year to downtown retailers is a loss of $45,000–$90,000 when business Municipal parking management garners attention owners and downtown employat the highest levels of local government, and ees park in prime downtown parking administrators are faced with growing spaces. Another way to look at pressure to make the most of limited resources. Cities are leveraging real-time data collected from this is for every prime parking smart meters to make data-driven decisions. space occupied by a business owner, office worker, or other employee in the downtown core area, one or two jobs are potentially being lost, businesses are losing out on retail revenue, and local governments are not realizing their share of sales tax on those retail transactions. In short, if downtown employees are not walking, then customers are.

Enhancing Policies

How can smart parking technologies enhance parking management policies? The answer is smart data. Data are the most important asset of your smart city’s parking program, but they only have value if you use the data. Smart parking programs are data rich, comprised THE PARKING PROFESSIONAL | MAY 2018 | PARKING.ORG/TPP


predict fluctuations. Big data and analytics can help cities forecast occupancy patterns based on past data and planned events (sporting events/parades/ street fairs, etc.). Capacity data can help the city adjust enforcement staff accordingly to meet expected demand. Data analysis of payment type (coin versus credit card) helps streamline collections processes and dictate collection frequency. Capacity patterns also allow the city to adjust rate structures and the maximum parking time, benefitting both motorists and businesses. Big data collected from smart parking meters and aggregated in a data management system can help cities forecast occupancy patterns, adjust enforcement staff to meet expected demand, and streamline collections processes, leading to greater program efficiency.

Revenue Management

Efficiency Management

The main goal of many cities is to improve the efficiency of their program to minimize the stress sometimes associated with parking. Efficiency is typically evaluated by a city’s ability to manage parking capacity, generate turnover, and

Tracking revenue trends and variations in revenue cycles can help a city make adjustments to maximum parking time, rates, and enforcement hours. Analysis of occupancy trends versus paid parking spaces can also help the city increase revenue. Armed with data, cities can employ price and economic incentives to drive occupancy in desired areas (on-street versus off-street, core versus non-core) to generate turnover, increase availability, and maximize revenue.


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Equipment Management

Efficient meter management is key to the overall efficiency and success of a city’s parking program. Data on real-time meter status and faults combined with data on historical trends can help maintenance personnel mitigate device failure risks, reducing effects on occupancy, revenue, and customer convenience.

Perception Management

Data are not only useful to implement changes to your program. They are also powerful tools to garner public support for parking initiatives. SFpark was a federally funded, innovative approach to managing parking. The program used smart meters and r­ealtime data to generate turnover via demand-based pricing. During the course of the pilot, the San Francisco Municipal Transportation Agency lowered the average hourly rate at meters by 11 cents from $2.69 to $2.58 and average hourly rates at SFpark garages by 42 cents from $3.45 to $3.03. Parking turnover also increased during the pilot project. A proactive outreach program to communicate a

rate decrease following the introduction of smart meters—and having the hard data to back up such claims—can help garner critical public support for your parking program.

The Future of Smart Parking

Smart parking meters have evolved significantly during the past two decades. The technology will continue to advance, but the biggest evolution will be seen in the use of smart data. The role of parking administrator has also changed, and parking now faces increased prominence and scrutiny. When cities leverage data to responsibly manage resources, enhance the user experience, and garner public support, the result can be a win-win for city and customer. NICOLE YBARRA is international marketing

manager with IPS Group, Inc. She can be reached at

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Past, Present, and Future What industry experts think about predicting parking demand.




Compiled by Mark Santos, PE

T’S NO SURPRISE to avid readers of this magazine

that our industry is changing rapidly. Technology can both increase efficiency and cause disruption. Mobility solutions affect and transform consumer behavior. Nevertheless, parking owners and operators need to be able to predict with some certainty and plan ahead for business models and finances beyond the near-term. IPI’s Planning, Design, and Construction Committee took on this topic to share its members’ expertise and perspective on how to both be flexible and functional in assessing parking demand now and into the foreseeable future. How has parking demand changed in the last 10 years?

In the car-centric U.S., people still rely heavily on their cars, keeping overall parking demand on the increase. However, in the past 10 years, the market has become far more thoughtful about determining the right amount of parking needed to support a project, rather than simply building a large structure. This means more emphasis on right-sizing parking in the form of shared parking, promoting alternative modes of transportation and ride-sharing, and innovative approaches such as mechanical, automated, and/or valet parking designs to create greater capacity in a smaller footprint or volume of space. —Matt Davis, Associate Principal, Watry Design In short, from my experience, technology, technology, technology. Most operators in the industry have gone from manually collecting data and/or issuing credentials for permits in person to completely virtual and permitless systems. Today, most parking agencies rely on data generated from all parking applications to make decisions in real time. —Melissa D. Yates, CAPP, Access and Parking Manager, City of Boulder, Colo., Community Vitality


In the past 10 years, the U.S. population has increased from 304 million to just less than 327 million people today. This growth in population, lower gasoline prices, lower unemployment rates, and a consumer preference for single-occupancy vehicles have supported increased levels of parking demand in the U.S. in the past decade. —John Bushman, PE, President/CEO, Walker Consultants The more general answer is that it has grown substantially, but it depends to what demographic area you are referring. I see both ends of the spectrum in my two cities (Charleston, W.V., and Columbus, Ohio). Columbus has a deficiency of available spaces downtown by almost 6,000, and in Charleston, garages in the city struggle to achieve 60 percent capacity. I believe that parking demand and economic demographics go hand-in-hand. —Jonathan Brown, Senior Manager, SP+

The Experts James Anderson

Regional Sales Manager, Watson Bowman Acme Corp.

Michael App, AIA, LEED AP

Project Manager/Director of Architecture, Timothy Haahs & Associates, Inc.

Jonathan Brown Senior Manager, SP+

John Bushman, PE President/CEO, Walker Consultants

Matt Davis

Associate Principal, Watry Design

Eric Haggett

Senior Associate, DESMAN

Mark Santos, PE Associate, Kimley-Horn

Ken Smith, CAPP City Parking Manager, City of Omaha, Neb.

Melissa D. Yates, CAPP Access and Parking Manager, City of Boulder, Colo., Community Vitality



Are cities changing zoning ordinances? If so, how?

In the past few years, we have been involved in a project that successfully became the first approved, shared parking study in a particular urban municipality. Although the shared parking concept has been around for quite some time, much backup information and rationale was provided to the municipality for consideration. Long story short, each municipality is in a different life stage when it comes to parking demand. —Mark Santos, PE, Associate, Kimley-Horn Recently, every municipality we work for has asked for a review of its zoning ordinances and an opinion as to their appropriateness. Some municipalities are attempting to implement parking maximums. Many are lowering their parking minimums. Nearly all are considering language that will allow for exceptions to the zoning requirements with the introduction of shared parking, whether based on an analysis of the anticipated needs of a mixed-use project or through mutual agreement with neighboring property owners. —Eric Haggett, Senior Associate, DESMAN Many cities are becoming more progressive about moving away from traditional parking ratios when it comes to how much parking is really needed to support a project. This means carefully analyzing supply and demand, the needs of targeted user groups, and availability of alternative transportation to come to the right number. As land and construction costs continue to go up, further increasing the cost to build parking, it is crucial to work with a team and the governing municipalities to determine what is right for each project. —Matt Davis

What is the effect of Uber and Lyft?

Transportation network companies (TNCs) are affecting parking demand most notably in the hospitality and aviation markets. Hotel parking demand impacts vary considerably by location. For example, one Scottsdale, Ariz., hotel reports that only 15 percent of hotel guests bring vehicles to its property. Conversely, in Naples, Fla., which is almost an hour away from the nearest major airport, a majority of hotel guests have vehicles. Airports are reporting reductions in parking demand, but most of these reductions have



been in the single digits as enplanements continue to increase. TNCs are having a big impact on replacing taxis at airports. —John Bushman As more and more people use ride-sharing services as opposed to driving their own cars, the biggest effect on parking is drop-off areas. If a car takes you directly to the front door of a facility instead of to a garage, major upgrades to loading and unloading zones will be needed to accommodate the increased congestion. This is especially true for facilities such as corporate and medical campuses that experience peak traffic times with employee arrivals and departures or shift changes. In a future dominated by autonomous vehicles (AVs), this will be even more prevalent as it is likely humans won’t ever have a reason to enter a parking structure. Evolving parking design to place more focus on the drop-off is a practical thing we can plan for today without knowing what the future will hold. —Matt Davis An ultimate reduction in on-street and garage parking demand in urban metropolitan areas is the effect, especially in evening entertainment districts, though they currently remain highly congested. There are also added vehicle drivers as Uber and Lyft practitioners cruise waiting for fares. Planners are looking to safely increase vehicle pick-up/drop-off areas to accommodate this increasing phenomenon. —James Anderson, Regional Sales Manager, Watson Bowman Acme Corp. I believe that the question centers on how cities bridge the gap from single-occupancy vehicles to other modes, including TNCs. Financially, politically, developmentally—all aspects need to be considered, and fundamental decisions need to be made now. Curbside management will come to the forefront as cities are challenged to accommodate different modes. —Ken Smith, CAPP, City Parking Manager, City of Omaha, Neb. The TNCs have changed the way we do business in a municipal environment relative to curbside offerings to the companies. How do we meet their drop-off and pick-up needs, where do we allocate them curbside access, and do we charge them for the sacred space? —Melissa D. Yates, CAPP

Owners are expressing interest in exploring the potential for adaptive reuse of parking structures.

Although it is impossible to really project the effect of autonomous vehicles on future demand, are clients paying for future flexibility/adaptive reuse?

This is a big topic in the industry. We know it’s coming, and we are having discussions now to predict uses. In our environment, we have districts that have been developed and are taxed, who are represented through boards and commissions who oversee how are parking and access infrastructure are used. However, at this time, we are unsure of the impacts long term. —Melissa D. Yates, CAPP


There’s plenty of discussion about new parking garages incorporating flexibility for different future uses. However, several current municipal and university projects do not have the additional funding to accommodate a future use, and possibly more importantly, they do not have the vision for the future use. I do believe the discussion should still continue. —Mark Santos, PE I have had developers as well as contractors tell me that they were not willing to pay the initial cost premiums. But I think it depends on the client. If the client is a parking authority, they are likely going to continue to operate the structure as a parking garage—so they are not investing in conversion strategies. Developers

who build garages aren’t willing to pay the premium for the conversion strategies either, as they will likely not hold onto the property long enough for this to be an issue. Large institutions may be interested in this concept as hospitals and universities tend to hold onto their assets for a long time and become more landlocked as they grow. —Michael App, AIA, LEED AP, Project Manager/ Director of Architecture, Timothy Haahs & Associates, Inc. Owners are expressing interest in exploring the potential for adaptive reuse of parking structures. They want to know the facts before they make an investment in parking. They want to know when we can expect AVs and the effect these will have on parking demand. They also want to know how much it costs to design and build a facility that could be converted to another use in the future if that parking is no longer needed. We are seeing very few owners opt for spending dollars on adaptive reuse features. —John Bushman, PE MARK SANTOS, PE, is an associate with

Kimley-Horn and co-chair of IPI’s Planning, Design, and Construction Committee. He can be reached at






Understanding and successfully managing multiple generations of team members in the parking workplace. By Scott Lesnick




Yes, I did what I always do. I stirred things up. This time it was the generational pot. Five years ago, “millennial” was a bad word. Five years ago, I would get my fair share of side-eye from some audience members when I began to do what few were doing at the time: flying millennials’ flags high, showing why they were so important, and upsetting baby boomers and Xers along the way. Today, millennials’ leadership can be seen in the parking profession as well as businesses and associations across North America. Thankfully, after awhile, most folks would begin to see things as I saw them. I’d even have women and men come up to me after I presented and thank me for helping them understand the generation’s unique talents, characteristics, and motivation. Well, it’s that time again, folks. But this time it’s millennials on steroids mixed with a healthy dose of the generation preceding boomers: the vets, aka. the Greatest Generation. We’re talking about the iGen, Generation Z, globals. This generation ranges in age from seven to 21. And they are massive in numbers

at around 84 million in the U.S. Their productivity and work ethic is great, once you get to know them.

Getting to Know Them

A few things to keep in mind when working with this generation: ■■ They love their technology. Generation Z was born just before the age of smartphones and grew up using them. Don’t take them away. This is their lifeline. The employer who works with this information is better positioned to retain these passionate young women and men. ■■ College. Sure, but not the way you necessarily want them to. Globals, aka Generation



We’re talking about the iGen, Generation Z, globals. This generation ranges in age from seven to 21. And they are massive in numbers at around 84 million in the U.S. Their productivity and work ethic is great, once you get to know them. Z, have seen the debt their siblings, parents, and others accumulated to get a degree and they’re scared. They’re also angry. The thought that tens of thousands of dollars must be spent along with high-­ interest rate debt is more than just upsetting. So some are opting to go from high school to the workplace while earning their degree online or during evenings/weekends. They may not come to you with a college degree, but they’ll most likely get one and it will be their way. The employer who understands this newer trend will be poised to hire and retain a young and talented pool of employees. ■■ This generation is more conservative when it comes to job security. They’ve heard about downsizing. They’ve listened as family members described the struggles of 2008. They’re cautious and desire job stability. Offer this and you’re more likely to retain them and get their friends to consider working for you, too! The iGen are poised to rock the economy, the workplace, and our lives. If you’re ready, you have a distinct advantage. If you welcome them, you will be adding a new layer of young talent to your staff. However, if you wait on the sidelines to see what they’re all about—if they’ve got game and will perform well—your competitors will pass you by in a blink of an eye.

Don’t Panic

I recently had a phone conversation about this newer generation and more and wanted to share the highlights for your consideration. I could feel Carmen, a manager, clutching her phone on the other end of the line. Her voice was curt, the anger palatable, and her confusion very real. She read one of my articles about generations and reached out with an email that at first glance appeared to be a short novel. Carmen, her staff and other leaders were having trouble successfully navigating the five generations at her company.



I knew how to help her connect millennials and Gen Z. After reading her email, I replied, “Not a problem, I can help you. Let’s chat.” I sent her a few ideas and documents that would help her think differently and take action even if she didn’t want to talk. The tone of her email suggested that she was reaching a desperate-measures phase where employees could get written up, lectured, or even fired! It was serious. We spoke the next day: Carmen: Thank you for taking the time to speak with me, Scott. I need help. We have poor communications between generations, and it is causing friction, anger, and lowering our productivity. What’ve you got? Me: My pleasure, Carmen. Your email pointed to the communications, and I agree. With understanding, information, and clear perspectives from each generation, you’ll grow connections and relationships between employees. I’m very confident that these steps will address your main pain points and improve productivity, too. Carmen: Perfect! When can you come out to see us? The sooner the better. Me: There’s more. Generation Z is young and open to your guidance. They will stay at a job longer and want to be mentored and guided. Millennials are a little older, better established, and have the different work perspective you mentioned in your email. I want you to consider connecting these two generations now, today, because they’re huge in numbers and speak a similar language. Our conversation changed to Gen X and boomers. Of course, I had solutions and happily offered a few. Then Carmen told me she’s a millennial. “I believe in what you said, but I can’t seem to get upper management and staff to come together. We’re stuck,” she said. No worries, I told her. We’d solve it and have some fun along the way. This is not difficult. Once we begin to understand what’s getting in the way of our communication between generations or departments the sharing of information and productivity begin to grow. It’s a really cool thing to watch.

Retaining the Team

The pendulum has swung back in favor of workers. Businesses are hiring, unemployment is hovering

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Businesses are hiring, unemployment is hovering around 5 percent, and workers understand that there are many more work options available. Retention is always an issue, and now you must fight hard to keep your best from jumping ship—a right they have and will exercise when appropriate.

What Employees Want

Here is what I learned at three different conferences I presented at last summer about what employees want. I’ve shortened the list down to seven things: 1. Training, training, and more training. The reason: more knowledge and better opportunity for advancement and improved skills. 2. Cross training. Employees want to better understand what others at the same company do and how those things affect their role. Plus, they may find an area of the company they are better suited for than their current role. 3. Employee recognition. Sure, you remember when we did more of that! Well, they want it to come back. Gas cards, bonuses, lunch. Employees need to hear that they matter, make a difference, and are an integral part of your team.



4. Ask them. Asking for feedback and input grows trust

and builds relationships. Great ideas can come from anyone at work, but you must ask. 5. Cross mentoring. Attendees have convinced me that mentoring not only works, it moves projects and employees along faster. We are now seeing boomers and Xers specifically working with millennials, and the results are mostly very positive. Millennials can offer fresh perspectives, are whizzes with technology, and are fast learners. Older generations have plenty of experience and are often in higher-profile positions. Legacies are left by those in their 40s and older, mentees advance faster than those who are not mentored, and succession planning is stronger as a result. 6. Humor me. Lighten up, lose the boss attitude, and come down to our level. Today’s best leaders understand that relationships increase productivity, grow business, and make for a lower stress work environment. No laughter, no fun, no appreciation. Where would you rather work? 7. Social gatherings. We understand that outside of work people let their hair down and tend to relax. Some more than others! New bonds are formed, relationships grow, and leaders show their ‘offsite’ personality. When offered and organized, the results can be tremendous and the cost-to-benefit ratio positive! Excellence in anything requires dedication, assistance, and time. Today’s leaders lead from the sideline, in the trenches, and wherever they can to be effective. How do you lead? SCOTT LESNICK is a speaker, author, and

interactive trainer. He can be reached at scott@


around 5 percent, and workers understand that there are many more work options available. Retention is always an issue, and now you must fight hard to keep your best from jumping ship—a right they have and will exercise when appropriate. Our competition is stronger than ever. Our business goals increase yearly, but the leaders with unhappy staff will lose them in the blink of an eye. New hires understand that the options are out there and will make up their mind within 30 days of starting a job how long they plan on staying. You ain’t got much time to make them satisfied, comfortable, and committed. Great leadership is essential! Excellence comes from more employee training; a watchful eye on their wants, needs, and desires; and an overall feeling that they matter and that you care. When I conduct breakout sessions, I often include an activity that allows us to deep-dive an issue. Sure, I can present, but a room full of talent can always come up with more ideas, thoughts, and recommendations than one person can offer.


October 18-19, 2018 Denver, Colorado Attendance is limited to 100 registrants.



IPI’s Next Signature Publication: A Guide to Parking By Rachel Yoka, CAPP, LEED AP BD+C


PI’s mission to advance the parking profession manifests in a number of ways—through top-notch education, certification and accreditation, connecting our community through the IPI Conference & Expo, and now online through Forum ( Publications are another hallmark program of our organization; take a look through this magazine and you will recognize the complexity, depth, and variety in our industry. It has been oft lamented by many a parking professional that there is no “textbook” for our industry—until now.


Simply titled, A Guide to Parking provides information on the current state of parking, providing professionals and students with an overview on major areas of parking and the transportation and mobility industry, punctuated by brief program examples. More than 30 of our subject matter experts (and dedicated volunteers) contributed chapters on their specific area of expertise for a comprehensive volume about parking.


Ready to Get Yours?

Pre-order your copy today! Available for purchase on and amazon. com. Currently available for preorder in hardback and paperback on both sites, and the digital version will be available upon the book’s publication. ■■ Paperback and eBook: $54.95 ■■ Hardback: $150 INTERNATIONAL PARKING INSTITUTE

Table of Contents 1. Introduction 2. Laws, Regulations, and Related Policy 3. Parking Planning: Functions, Analysis, and Strategy 4. Approaches to Parking Management 5. Technology 6. Sustainability 7. Managing Staff


and Professional Development 8. Parking Enforcement 9. Economics and Finance 10. Architecture and Aesthetics 11. Designing and Engineering Parking Garages 12. Functional Design 13. Constructing Parking 14. Maintenance and Repair

15. Safety and Security 16. Marketing, Communications, and Public Relations 17. Integrating Parking with Transportation Demand Management (TDM) 18. Adaptive Reuse of Parking Structures 19. Trends in Parking: Future Thinking


The Texbook: Highlights

A Guide to Parking approaches the industry from a broad perspective, first providing an overview of the industry, the various frameworks that parking relates to, and then more specific aspects of the industry. Check out the table of contents for a snapshot. This publication was written with two primary audiences in mind: Professionals new to the field and managers for use in orientation and refresher training, and graduate-level students focusing on areas of study that are affected by the parking industry: planning, engineering, architecture, real estate, transportation programs, and more. Including a glossary and fully indexed content, the new volume will serve as the consolidated reference book for CAPP certification candidates in the near future. Our publisher, Routledge, will provide access to a wide academic and professional distribution network. Routledge is the world’s leading academic publisher in the humanities and social sciences. It publishes thousands of books and journals each year, serving scholars, instructors, and professional communities worldwide. The publication will be available in both electronic and hard-copy formats in June 2018. RACHEL YOKA, CAPP, LEED AP BD+C, is IPI’s

vice president of program development. She can be reached at

Knowledge is Power. Shared Knowledge is‌

MAGIC The Parking Professional is IPI’s award-winning monthly magazine, featuring articles and insights from industry experts on the latest in technology, design, and management. If your company is an IPI member, your entire staff receives a digital subscription. Read now at


Learning and Developing in Georgia By Diane Hale, CAPP

­ embers, facilitate online payments m and event registration, and post jobs and an online educational library. ■■ Connected members through more frequent events, like the Fall Symposium at Emory University and LPR roundtable discussion at Georgia Southern. ■■ Increase standing committees to include Technology, Education,

Dav i

A na

The Parking Association of Georgia (PAG) board of directors met to begin our two-year strategic plan that centered on a conference theme of TEAM—Together Everyone Achieves More. We established the following goals from our strategic planning session with measurable results: ■■ Redesign the website to create a more user-friendly experience for


HEN WE LOOK AHEAD TO THE FUTURE , reflections of what has worked in the past seem to always come to mind. If you have served on a board before, you ask yourself, “What worked before and what should we change? How do we improve the professional experience of our members and develop future leaders?”

S a n ta






2018 PARKING ASSOCIATION OF GEORGIA BOARD OF DIRECTORS PRESIDENT Diane Hale, CAPP Georgia Building Authority PAST PRESIDENT Becky Smyth City of Rome, Ga. VICE-PRESIDENT Mike Martindill Timothy Haahs & Associates, Inc. TREASURER Brett Munkel, CAPP SP+ SECRETARY Adele Clements Emory University AT-LARGE POSITION Glenn Kurtz Georgia Tech University AT-LARGE POSITION Sam Tupman ITR of Georgia



Marketing, Awards of Excellence, and Transportation. ■■ Establish the David Santa Ana Scholarship to help fund frontline employees to experience industry conferences in 2018.

Spring Conference

The Annual Spring Conference was hosted last April at the beautiful Lake Lanier Islands in Buford, Ga. The event was a huge success with keynote speakers such as Cheryl Dick of Chick-fil-A and Michael Robinson of Lanier Parking Solutions and many more parking professional presentations.

Congratulations to the following professionals recognized at the Awards of Excellence Program: ■■ Staff Member of the Year: Eddie Roberts, Augusta University. ■■ Supervisor of the Year: Robert Dobbs, Georgia Building Authority. ■■ Organization of the Year: CramZ Marketing. ■■ Professional of the Year: Kristi Bryant, Georgia Southern University. ■■ President’s Award: Steve Fanczi, Georgia Building Authority.

Fall Symposium

The Fall Symposium on Smart Cities featured an outstanding panel of experts

from Parkmobile, CloudParc, ­SpotHero, Streetline, and Kimley-Horn. This year’s event was facilitated by Debra Lam, managing director for smart cities and inclusive innovations at Georgia Tech. Jeffrey Smith, project manager at Kimley-Horn, made a presentation on shared mobility. The only question that remained was how to make the next event an even greater success! DIANE HALE, CAPP, is director

of parking and access services at the Georgia Building Authority. She can be reached at


Around the Industry PassportParking Lands in Plymouth PARK PLYMOUTH, MASS., ANNOUNCED THE LAUNCH OF the PassportParking® mobile application that allows motorists to pay for their parking through their smartphones. The app is powered by Passport. The PassportParking app makes paying for parking a cinch. Users can securely pay for parking within the comfort of their vehicle instead of standing at a meter. They can also monitor their parking sessions, receive alerts before their parking sessions expire with an option to extend their time, view payment history, and receive email receipts. In addition to using the PassportParking app, drivers will have the option to use Boston’s ParkBoston app, also powered by Passport. The PassportParking app will support the Plymouth’s growing residential and tourist population with access to 355 on-street parking spaces and 800 off-street spaces in the



downtown and waterfront areas. Residents and guests will easily be able to recall the town’s zone number, 1620, for its historic reference to when the Mayflower arrived in Plymouth Harbor. Other zones will include 1621, 1622, and 1623. The rate for parking will be $1 per hour. “This upgrade to PassportParking will allow guests to easily tour America’s hometown and enjoy their stay longer when they extend their parking sessions from their smartphones,” says Desmond Egan, Park Plymouth manager. “We’re excited about our new partnership with Park Plymouth,” says Alexandra Wells, Passport executive. “Plymouth hosts a lot of visitors in this historic town, so it is essential to have a reliable app that will give people an opportunity to explore the town at their leisure. Our app makes sightseeing on your time ultra convenient.”

Duncan Solutions Achieves Industry-First Certification for Parking Payment in China DUNCAN SOLUTIONS HAS WORKED CLOSELY WITH the Chinese government and the Industrial and Commercial Bank of China (ICBC) to integrate two smart payment systems into the 700 VX parking payment terminals across the region: the local MacauPass card and UnionPay, the most widely used credit card in China. Duncan Solutions partnered with ICBC to scope, develop, integrate, and test UnionPay credit card transactions on its parking machines. The complex certification process was completed late last year, and drivers in Macau can pay for parking using their UnionPay QuickPass cards (tap and go) on any Duncan meter. “The initial installation of 700 VX parking machines across Macau proved to be a success, integrating seamlessly with the MacauPass system and enhancing accessibility right across the region. Following a strong take-up of MacauPass payments on these, we began work installing a further 500, and all of these machines with transact using UnionPay QuickPass cards now,” says Trent Loebel, Duncan’s chief executive officer. He adds, “The Duncan team has also helped the government of Macau (who maintain responsibility for managing parking and compliance across the region) implement AutoISSUE. This digital infringement issuance application system integrates with the meters and our parking enterprise management system (PEMS) to identify vehicles whose drivers have not paid, introducing considerable efficiencies to the enforcement process and improving compliance and turnover.” These smart-city initiatives would not be possible without a comprehensive back-end management system. Duncan Solutions’ PEMS platform facilitates the connection between card providers and the parking system and between individual bays and the compliance teams. “PEMS was the cornerstone to achieving certification for UnionPay within our system and is crucial in synthesizing each parking and compliance application with the rest of Macau’s smart civic network to improve the driver experience,” Loebel says. “This is what a smart city is all about. Meshing technologies to improve how people work, travel, purchase—the way they live. “At Duncan Solutions, we’re proud to be a part of that progress. As Visa’s Chris Hughes said in our 2017 interview with him, contactless payments are one of the fundamentals of a smart city—the market penetration and breadth of service you get with PayWave is one of the most tangible hallmarks of the new wave of smart cities. Building networks with technology like UnionPay means more people can travel to places like Macau without having to change the way they spend—in a sense, it’s the globalization of currency,” he says.


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Around the Industry



WGI Hires Three Managers for Its Parking Solutions Division THREE MANAGERS IN TWO STATES RECENTLY JOINED WGI’s Parking Solutions Division: ALEX PAPPAS joined WGI’s Chicago, Ill., office as a senior business development manager. He has more than 25 years of experience in architecture, engineering, construction, and project management. He is a licensed architect in Illinois and holds a bachelor’s degree in architecture from the University of Illinois at Chicago. JEREMY ROCHA joined the firm as a senior project manager in its Houston, Texas, office. He comes to WGI with more than 19 years of experience and specific expertise in civil engineering, parking design, parking planning, and construction management. He is a registered engineer in Texas and holds a bachelor’s degree in civil engineering from the University of Houston. ROBERT TOBER recently joined WGI as a restoration manager in its Chicago office. He has over 39 years of experience in the engineering/construction industry with specific expertise in the evaluation, repair, and restoration of building facades and concrete structures. He is a registered professional engineer in seven states and holds a bachelor’s degree in civil/structure engineering from the University of Illinois Champaign-Urbana. David Wantman, PE, president of WGI, says, “We are extremely fortunate to have Alex, Jeremy, and Robert join our team. Their eight decades of combined industry experience, dedication, expertise, and passion dovetails nicely with WGI’s steadfast commitment to client services excellence.”

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Around the Industry



Minnesota Twins Integrate with ParkWhiz THE MINNESOTA TWINS ANNOUNCED a new option for fans traveling to games at Target Field. Through an integration with ParkWhiz, Twins fans can find, book, and pay for parking spaces before reaching the stadium. ParkWhiz can save drivers up to 50 percent off standard rates. It’s simple to use: Just visit Target Field’s website, select the date and time, book, and pay. “We are excited to partner with ParkWhiz to offer Twins fans another transportation option to enhance their driveway-to-driveway experience when visiting Target Field. Giving fans

the access to purchase parking prior to leaving their home or office will now make it even more convenient and enjoyable to attend Twins games,” says Mike Clough, Twins senior vice president, ticket sales and service. “Parking shouldn’t be a painful experience, especially when your destination is the ballpark,” says Dan Roarty, president and chief operating officer of ParkWhiz. “ParkWhiz can help save time, effort, and money so that you can spend it enjoying the game.” ParkWhiz has been helping fans get to venues and park in cities nationwide since 2007.

Cale and Parkeon become FLOWBIRD CALE AND PARKEON RECENTLY BECAME FLOWBIRD and appointed a dedicated CEO, Marius Koerselman, for the mobile payment business and a cross-data exchange partnership with Parkopedia. ■■ FLOWBIRD is inspired by the ease with which each bird moves quickly and safely

within a cloud of birds.

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Solve Problems

■■ FLOWBIRD symbolizes the ambition to make individual travel simpler, safer, and

faster while collectively maximizing efficiency and harmonizing flows.

■■ FLOWBIRD more broadly encompasses the company’s activities and better de-

scribes the diversity of its businesses for customers and users.


■■ FLOWBIRD is a software platform that helps local authorities measure, monitor, and

manage mobility within cities.

FLOWBIRD announced the appointment of Koerselman as CEO of Yellowbrick International, its mobile payment business. Koerselman was previously CEO of Parkmobile. FLOWBIRD and Parkopedia also announced the creation of a cross-data exchange partnership to improve the services offered to both operators and consumers.

Join the conversation now:



Around the Industry


Las Vegas Monorail Unveils Mobile Ticketing with Google Pay THE LAS VEGAS MONORAIL COMPANY announced the launch of virtual transit ticketing with the Google Pay app for Android phones. The Monorail now offers riders the ability to quickly and easily purchase fares online and use their phones at the fare gates for immediate transit access to everything along the Las Vegas Strip. It is the first transit system in the world to fully integrate its ticketing system with Google Pay using MIFARE contactless technology. With just a few clicks, Monorail customers can now purchase and save tickets using their credit and debit cards or PayPal account linked to Google Pay with the security of Google encryption. Once customers arrive at the Monorail station, they simply tap their phone on the fare gate and ride. “Easing the end-to-end travel experience has been a key focus for Google, and we’re excited that people using the Las Vegas Monorail can now use Google Pay to instantly buy, store, and use


train tickets,” says Pali Bhat, Google’s vice president of payments product management. For customers not using Google Pay, the Monorail now offers scan-and-go mobile ticketing. These guests can also purchase tickets online and specify whether to receive the electronic ticket via email or text message on their mobile device. At the fare gates, riders can scan the e-ticket’s QR code and ride. “We’re proud to be the first transit system in the world to enable the new Google Pay app capabilities to make it easy for customers to use the Monorail,” says Ingrid Reisman, vice president and chief marketing officer, Las Vegas Monorail Company. “Offering Google’s secure payment option and fast, simple checkout improves the guest experience in accessing the Monorail. Meanwhile, encouraging paperless ticketing complements our environmentally friendly profile. Last year, the Monorail’s ­zero-emissions trains aided in the removal of an estimated 2.2 mil-


lion vehicle miles and 28.73 tons of air pollutants, and we’re always looking for more ways to help improve air quality and reduce environmental waste.” The Monorail worked with NXP® Semiconductors, an expert in the field of transportation and security, to enable the digitization of the MIFARE cards into virtual tickets on the mobile device. The Monorail has a partnership history with NXP, beginning when the companies collaborated to implement the first-ever integration of transit fare into a convention badge during CES 2017. “We’re happy to once again collaborate with the Las Vegas Monorail to deliver ultimate smart transportation experiences,” says Rafael ­Sotomayor, senior vice president and general manager of Secure Transactions and Identifications at NXP. “We believe that the new MIFARE 2GO with Google Pay deployment by the Las Vegas Monorail serves as a model for other public transportation systems to follow not just in the United States but around the world.”

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Pennsylvania Parking Association Spring Conference and Tradeshow Pittsburgh, Pa.


2018 IPI Conference & Expo Orlando, Fla.

JUNE 24–27

World Parking Symposium Berlin, Germany



Canadian Parking Association Annual Conference Toronto, Canada


Southwest Parking and Transportation Association Annual Fall Conference Las Vegas, Nev. Carolinas Parking Association Annual Conference & Tradeshow Hilton Head, S.C.


JULY 25–27



IPI Training Parksmart Advisor Online, Instructor–Led Training


Campus Parking and Transportation Association 2018 Conference Springdale, Ark.


New York State Parking Association 26th Annual Conference & Exposition Verona, N.Y.



IPI’s Leadership Summit Denver, Colo.

IIIIIIIIIIIIIIIIIII IPI Training Parksmart Advisor Online, Instructor–Led Training



IPI Webinar Buildng a New Data Standard for Parking 2018 Pacific Intermountain Parking and Transportation Association Conference Portland, Ore.

IPI Webinar Being a Superhero to Your City



Pennsylvania Parking Association Fall Training and Golf Outing Bethlehem, Pa.



Parking Association of the Virginias Fall Workshop and Tradeshow Richmond, Va.

Mid–Atlantic Parking Association Annual Conference


California Public Parking Association 35th Annual Conference Los Angeles, Calif.


USGBC Greenbuild Conference featuring Parksmart Chicago, Ill.


Florida Parking & Transportation Association Conference Sawgrass, Fla.

IPI Webinar Park that Phone! The Road to a New Brand





In Case You Missed It… ON THE BLOG to Upcycle. Why upcycling is the new recycling—only better—and ➚ Time why parking organizations should consider putting it in place. Associations and Parking Newbies. How a new-to-parking ➚ Regional professional found her groove through state and regional association involvement.

Strategy. Pee-wee football is great for everybody, including ➚ Goal-Line parking, transportation, and mobility pros! Lessons from coaching one that translate to the other.

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AT THE FORUM anyone have suggestions for operational security cameras? ➚ Does a remote-hosted service for PARCS? ➚ Using up for your good employees! ➚ Standing cameras for enforcement officers? ➚ Body in, set up your profile, and join the conversation through IPI’s newest ➚ Log member benefit—

IN THE RESOURCE CENTER Guide to Parking: more information on IPI’s new industry textbook, ➚ Acoming this summer from Routledge Publishing. and APO case studies—use as a model for to launch your own ➚ Parksmart certification.

Observer Plus online course, to get your whole staff up to speed with ➚ First this Department of Homeland Security program. up on everything in parking, transportation, and mobility—! ➚ Stay Stay up on everything in parking, transportation, and mobility—! 60



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