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Five years later we are still feeling the effects that COVID-19 had on our staffing. Prior to the pandemic our operation had about fifteen full-time and part-time employees. Due to attrition and turnover, we are just barely functioning today with ten full-time and part-time employees. We’ve learned to function very lean, but it is not the standard we have come to pride ourselves on. It is also eating our current dedicated employees alive. We’ve hired several people to try and bring our numbers back up, but we are experiencing turnover at an unprecedented rate. Prior to the pandemic, turnover was very uncommon for our department. So, what has changed and why have we been unable to retain who we’ve hired? We currently have two full-time positions we are actively recruiting for, and we are reflecting on this very question, so the constant cycle of recruiting and hiring can hopefully end for a period of time and our service delivery can become stable once again. Here are a few thoughts we’ve had on our retention issues and how we are planning to solve those issues moving forward. Money. As a public servant, salary is expectedly lower than the private sector, but since the pandemic the gap became a chasm. We have lost several employees due to the below average wages. For the two positions we are currently recruiting for we knew we needed to pivot our compensation strategy to be competitive in today’s market. We were able to work with our compensation department to change the job titles to reflect the current needs of our operation and to compensate fairly. Expectations. We’ve had a few employees leave due to a lack of understanding of job duties. During the interview process and initial onboarding, we plan to take the approach of verbally explaining our job expectations and providing written documentation outlining the job duties and expectations. While this may not solve our retention issues, we’re hoping this will help alleviate them. Meredith Garrett, CAPP, is the Assistant Director of Public Safety, Parking & Transit Services for Kent State University. Meredith can be reached at mgarre12@kent.edu.

In my last blog I started to discuss the challenges of onboarding and suggested that traditional methods of rote training are ineffective for both today’s workers and end users in the parking and mobility field. My experience has been that adults have effective learning experiences when the process is interactive instead of one directional.  Scenario-Based learning works well, especially when the student is engaged and challenged. Not only is understanding the material important but hopefully the learner can see a real-world conceptual application.  Having employees practice a skill you’ve discussed and then asking them to relate why that skill would be important when they were working alone (and had to make a decision) makes the experience significantly better.  Although it’s not always possible during the onboarding process, experience has shown that training in groups is superior to one-on-one training.  Students tend to feed – off each other a vast number of correct solutions, allowing the student to apply the correct solution to the problem they may face on their particular shift.  For example, an answer given during daylight hours may be completely different than one given when working the third shift.  I have also found that when students are afforded the opportunity to learn through scenarios, they become more interested in learning new skills and actually want to engage in critical thinking as a driver of problem solving.  Although working in the parking and mobility industry as a frontline worker may not seem to require a lot of critical thinking, you’d be surprised.  I encourage employers to examine their staff, interact with them and assess the problem-solving abilities they possess.  Ask yourself, are they inquisitive? Do they exhibit an open-minded flexible approach? Are they honest and do they have tact?  If the answer to some or most of these characteristics is no, then retraining with an emphasis on critical thinking, may be exactly what’s needed.  Applying critical thinking requires one to participate in it, be willing to put in work, and use it to its full potential. Scott Rohde, PECP, PTMP, is the Director of Public Safety for Wesleyan Office of Public Safety. Scott can be reached at srohde@wesleyan.edu.

As described by the McKinsey Center for Future Mobility several months ago, micromobility—bikes, scooters, and other personal transport devices—is reshaping transportation. Students appreciate the convenience and sustainability these options provide, but as adoption grows, so do concerns about pedestrian safety and infrastructure gaps. How do we balance innovation with responsibility? Recent studies show accident rates on campuses are climbing, often linked to distracted riding and unclear infrastructure for separating pedestrians and riders. According to a survey published by UPCEA Cener for Research and Strategy, liability and insurance coverage remain gray areas, especially when accidents involve bystanders. Add behaviors like riding under the influence or speeding, and the risks multiply. At Old Dominion University, policy emphasizes pedestrian right-of-way and mandates the responsible operation of micromobility devices in designated areas. Riders must follow traffic rules, maintain safe speeds, and dismount in congested zones. Helmet use is strongly encouraged, and headphones are permitted only on one ear for safety. Other universities have introduced designated lanes and scooter corrals to reduce conflicts – steps worth considering as we design safer systems. As parking, transportation, and mobility professionals, we have an opportunity to lead. What do you think—should universities focus on stronger rules, better infrastructure, or more rider education? What’s been successful on your campus? I would love to hear your ideas and experiences to help create programs that keep everyone safe and make sustainable transportation even easier. I’d like micromobility to become a welcome and respected program in the overall campus community. Lisa Copeland, PTMP, is the Associate Director for Data and Administration at Old Dominion University. Lisa can be reached at lcopelan@odu.edu.

Urban parking is evolving, and a parking reservation system is becoming the backbone of efficient, modern parking operations. Transitioning from traditional methods to a digital platform delivers significant benefits for both operators and drivers. A parking reservation system (or parking management system) is a digital solution – often a website or mobile app – that lets drivers book and pre-pay for parking spaces in advance. It provides real-time data on availability, pricing, and duration. Integrated with sensors, license-plate readers, payment machines, and other parking software, it gives users convenience while giving operators control over utilization and pricing. Why Parking Reservation Software Matters With a parking management system, operators gain real-time inventory tracking, centralized control of multiple locations, and instant capacity updates – eliminating manual juggling and overbooking. Automated workflows – contactless entry/exit, QR codes, license-plate recognition, and digital payment – streamline operations, reduce staffing needs, and cut costs. Parking management software simplifies processes and reduces friction at the gates. For customers, parking reservation software means convenience, predictability, and control. Drivers can reserve parking months, days, or hours in advance – ideal for airports, events, or downtown garages. Offering add-ons like EV charging, valet, or premium spots becomes effortless, generating extra revenue streams. Driving Revenue, Efficiency, and Satisfaction Operators using a parking reservation system have seen a 28% revenue increase, 15% cost reduction, and a 40% jump in online reservations within six months. Consolidated management across multiple lots reduces customer-service calls, cuts congestion, and improves satisfaction. The Future is Digital As parking demand grows, traditional methods can’t keep up. Modern parking software and parking management software are inexpensive, easy to install, and deliver immediate results. Upgrading to a parking reservation system provides faster booking, better utilization, higher profitability, and happier customers – transforming parking operations for the 21st century. David Sparks is the Chief Marketing Officer for Space Genius. David can be reached at dsparks@spacegenius.com.

Is the curb for parking, deliveries, valet, ride-share, taxis, horse and buggy, or buses?   If I had been asked this question over 20 years ago, I would have said it was for parking and generating revenue to help pay for infrastructure improvements to drive economic growth. But today, the answer is all above! Our industry has changed so much over the decades due to many different needs. But what I do know is that the curb is at capacity! So, the big question becomes, how do we manage it? Today’s technology plays a major role in helping us manage the curb.   I remember what a big deal it was to put solar pay stations on the street that allowed me to remove 12- 14 single space mechanical meters.  But looking at the technology today, you can place a sign with a QR code and that will lead the customer to platform to pay for parking by using the phone.   You do not really need anything else!  Nashville has been spending the past year working on a technology platform that manages the curb – all uses of the curb! This program is called Connect Downtown.  From the study, we set goals for a safe and comfortable downtown, one that’s connected and convenient, focuses on equitable and accessible, meets sustainable and resilient needs, is vibrant and inviting but balanced and reliable.   Wow, that is a lot to deliver to the community.  We are accomplishing this with five (5) big moves.   The first big move is managing congestion.   We are upgrading our signals to real time to manage special events, people and safety of all modes.  The next one is improved safety.  Being a vision zero county, we are making our roadway network safer for people.  Move three (3) is prioritizing our transit for better service and reliability throughout the region.  Building complete street networks with connected walking paths, bikeways, and micro mobility options for first and last miles is the fourth big move.  And the last big move, maximizing the curb by flexing the use based on needs, creating passenger loading or service unloading zones for deliveries, rideshares, taxis and AVs. Do not forget to include local businesses’ needs, venues and their modes of transporting people.  But mostly, make sure you address everything for your residents.  They are the foundation of everything that’s planned.   In the last year, we have added over one hundred and forty-five (145) bike and scooter corrals.  We’ve piloted a transit lane designed for special events that’s allowed for improving the time of exiting from the downtown Hub by over 50%.   We’ve established additional unloading zones that are flexed at 4 PM to 4 AM for ridesharing, taxi, etc and did a ridezone pilot that improved the traffic flow.  We’ve also organized the parking system for the curb, so that we have technology providing turns for businesses.  And now we are working closely with the community on the technology platform for managing the curb, similar to parking.  Technology is allowing us to advance and optimize how the city manages the curb, and we’re transforming how our downtown operates — making life easier for residents and business owners Diana W. Alarcon, PTMP, is the Director for Nashville Department of Transportation & Multimodal Infrastructure. Diana can be reached at diana.alarcon@nashville.gov.