Blogs

Leaving a well-established role and organization for a new opportunity is often bittersweet for those taking the next step in their career.  When assessing skills gained, accomplishments, growth patterns, and culture, employees often are able to dial in on compatibility, growth, and longevity, as early as the initial employment review cycle. However, many of us find work environments to be extremely complex and continually evolving which can either shorten or prolong career trajectory.       When I left my previous position at another University, I found the most difficult aspect to be the ending of strong professional relationships which had been built over an extended period.  Many of these relationships were former customers with frequent complex parking requirements, and I took enjoyment in the cross-campus-cross-health-system collaborations to provide essential access services in unique environments. Prior to leaving any role, we should always aim to leave the departing organization in the best position possible, and this frequently includes the updating of documentation and ‘playbooks’ so company management/leadership and incoming team members are well positioned for efficient transitions.  We eagerly expect the same when accepting new roles, although frequently this may not be the case.  I find this to be especially relevant when acknowledging the various software systems in a Parking & Transportation operation.  Coming into any new organization, parallels typically exist yet we need to be aware earlier in our stints the importance of re-learning, adapting, understanding the working dynamics of a new team, and quickly identifying our stakeholders.  While certain successful practices may be transferrable from one organization to another, you can count on instances where this will not be the case, all due to varying environmental factors.  Therefore when starting new roles it’s best to consider early on how to ‘un-think’. Zach Pearce is an Associate Director of Operations at Old Dominion University. Zach can be reached at zpearce@odu.edu.

As campuses grow, transportation needs evolve. The Campus Master Plan often outlines new roads, buildings, and infrastructure, with parking lots becoming prime construction sites for future development. This creates a domino effect, pushing parking to the periphery and necessitating changes in the campus transportation system. When parking shifts to the edges, it impacts both your budget and transportation logistics. Perimeter lots, often cheaper to park in, will reduce revenue from prime spaces, while new routes must be added to connect these distant lots to the core campus. So, how can transportation departments meet these challenges? 1. Assess and Adjust Transportation Routes To minimize additional costs, review and optimize current bus routes. Combining routes or reconfiguring schedules can open up buses to service new Park-N-Ride locations without drastically increasing expenses. 2. Engage with Administration Be transparent with campus administration about the impact of growth on your transportation budget. Loss of revenue from core parking and increased operational costs may require adjustments, such as a transit fee or funding for new buses. ________________________________________ Why This Is a Good Problem to Have Though these challenges can strain resources, they’re ultimately a sign of success. Growth means more students, faculty, and facilities—and a better campus overall. The transportation department’s role is crucial to ensuring that this growth remains accessible. ________________________________________ Benefits of an Updated Transportation Plan An adjusted transportation plan can: • Facilitate Growth: Free up space for new buildings and infrastructure. • Provide Economical Parking: Shift to more affordable, perimeter parking. • Reduce Traffic: Alleviate congestion in core areas. • Increase Efficiency: Offer quick and easy access to campus. ________________________________________ Is Your Department Ready for Growth? Having a comprehensive transportation plan is vital. It ensures that your campus remains accessible and efficient as it expands. If your department isn’t ready, now is the time to get involved in the conversation. Make sure your transportation plan aligns with the Campus Master Plan, preparing you for the future. Mike Harris, CAPP, is the Director of University Services with SP+ (SP Plus). Mike can be reached at gharris@spplus.com.

Motherboard replacements, EMV reader repairs, ticket jams, sensor cleanings, low ink warnings… and a $20,000+ purchase cost! These challenges defined traditional parking systems (PARCS). At the University of Southern Maine (USM), we asked, “What if this could be a thing of the past?” Since 2005, USM relied on traditional PARCS and paystations, often requiring assistance to resolve issues. Now, with Software Defined PARCS (SDPARCS), we’ve not only eliminated constant repairs but introduced built-in intercoms and live help at the tap of a button—right out of the box. ………all with a simple plug and play android device. With SDPARCS, day-to-day operations no longer include constant troubleshooting. At USM, we’ve reduced paystation expenses by over 93%, saving significantly over 3–5 years. SDPARCS is a streamlined solution: a single column equipped with an Android device and power/internet connection. This small, efficient unit can function as both a paystation and a PARCS system, simultaneously replacing entry and exit hardware. It’s simpler, smarter, and more cost-effective. USM selected ParkEngage as our SDPARCS provider for their ability to customize the system to our needs. The difference between SDPARCS and traditional PARCS is transformative—like moving from a 1960s mainframe computer room to a modern smartphone. For our team, the change has been monumental. We’ve eliminated hours spent troubleshooting machines, enabling us to focus on delivering better service to our campus community. Trystan Henry is a Manager of Parking & Transportation with the University of Southern Maine. Trystan can be reached at Trystan.henry@maine.edu.

The frontline position has changed significantly over the last decade, yet some core challenges remain. What are the biggest challenges facing today’s Frontline employees, and how can they be overcome? We had so many great answers that they did not fit in the magazine! Here are more insightful responses:

If you work in a municipality, chances are you've received an email from a colleague in another city requesting information—anything from a simple meter rate survey to more complex issues like commercial loading zones or managing ADA parking in the on-street environment. Or perhaps you’ve been the one sending that email. You may have also participated in numerous IPMI municipal roundtables, whether in person at the annual conference or virtually.  One of the unique aspects of our profession is our willingness to share challenges and solutions. If Houston is facing a particular issue, cities like LA, Seattle, or Miami have probably already tackled it and can offer valuable insights. That’s how emails and conversations flow, allowing us to collaborate—because, after all, why reinvent the wheel?  While this informal system has worked well, it’s time to take it to the next level.  IPMI has formalized this collaboration by creating a space where we can exchange ideas, discuss policies, and share municipal codes—the backbone of any city. The newly established IPMI Policy & Legislative Cohort will offer strategic guidance and recommendations on policies and regulations impacting the parking and mobility profession.  The Cohort’s work began with a survey aimed at identifying the most pressing policy topics across cities. Among the top issues are policies around new technologies that could revolutionize parking management by reducing friction—think AI, LPR, and citation by mail. What policies or city codes are necessary to facilitate the adoption of these tools to improve efficiency and effectiveness?  However, cities are also grappling with policies that limit the use of these technologies, hindering progress. For instance, if state or city codes require parking citations to be placed on a windshield, a city can’t even begin to explore mailing citations until the code is updated—assuming there’s political will to make that change.  Other key policy concerns include curb management for critical building access and ADA parking. If you have a topic you'd like the Cohort to consider, we encourage you to share it with us.  In addition to this, IPMI has launched an updated member online community with a dedicated “Policy and Legislation” Community. The updated platform will enable seamless conversations and document exchanges where you can easily find relevant information on any hot topic you’re currently tackling.  The municipal sector of IPMI has always been a strong, tight knit, yet welcoming community. The work of the Policy & Legislative Cohort will help build on this foundation, driving meaningful change and fostering greater collaboration across the parking and mobility profession.  Maria Irshad, MPA, CAPP, is the Deputy Director for the City of Houston, Texas (ParkHouston).

In today’s fast changing world, businesses are rethinking their customer service approach. Rather than relying on large teams, many are opting for self-service tools and effective messaging to empower customers to manage their own accounts. This shift isn't just about cutting costs—it's about improving efficiency while maintaining high service standards. Why Less is More Traditional customer service models focused on staffing large teams to handle daily service needs. But today, customers want instant, 24/7 access to solutions. From updating accounts to finding answers online, self-service platforms are the key to giving customers more control over their experience. This shift also helps businesses lower costs and scale operations more effectively. The Power of Messaging While self-service is essential, messaging is the real necessity. Clear, friendly, and proactive communication is critical to ensuring that digital platforms don’t feel foreign. Whether it’s a well-crafted FAQ poster, a chatbot that guides users smoothly, or helpful prompts throughout an app, easy-to-understand messaging enhances the user experience. • Clear instructions ensure customers can solve problems quickly. • A friendly tone fosters a sense of connection, even in automated interactions. • Proactive support anticipates needs and guides users before they get stuck. Looking Ahead The future of customer service is a balance of self-service and personal support. By combining smart messaging with digital solutions, companies can continue to offer high-quality service while adapting to modern demands. In the end, it's not about how many people you have on your team—it’s about how effectively you communicate with your customers. Tavris Parker, CAPP, is a Parking Operations Manager for the City of Virginia Beach. Tavris can be reached at TParker@vbgov.com.

In a recent blog post, Casey Jones, CAPP, PMP, played a game of two truths and a lie and I thought I would play a game with our readers too. So, let’s play Would You Rather: Fly or be invisible? Travel to the past or the future? Pet dragon or a pet unicorn? For me - fly, future and dragon. Fly because I spend far too much time in traffic in Houston, where we rank #4 on a list of the worst cities to drive in. Future because I am excited about what is going on in the transportation realm and how great to imagine a world where we are no longer making lists of cities with the worst traffic. Finally, dragon because I need a friend to spit fire for me sometimes! All that being said, regardless of your choices – I think I can safely assume that you too are interested in the future of mobility. Download a copy of IPMI’s most recent publication, Smart Transportation for Parking and Mobility Practitioners, where you can review real-world case studies of organizations that have implemented smart transportation programs and the positive impact they have made on their communities. And I would love to hear your Would You Rather choices, so drop me an email at maria.irshad@houstontx.gov. Maria Irshad, MPA, CAPP, is the Deputy Director for the City of Houston, Texas (ParkHouston).

We have components of an aging PARCS that are end-of-life, and our backs were up against the wall to get it replaced as soon as possible. Our PARCS was installed in 2008, and for the most part, we’ve been happy with the performance of the equipment and our vendor. The COVID pandemic threw a giant wrench in our PARCS replacement plan, which is how we ended up in this position. I’m sure many of you dread the thought of RFPs, even if you’re not completely satisfied with your PARCS vendor. As a county department, we have strict purchasing rules. However, we were able to utilize a “bid waiver” to procure new PARCS components from our current vendor without going through the RFP process. The bid waiver was approved through our governing processes as we were able to show significant cost savings and limited disruption by proving that the entire system did not need to be scrapped. We excluded non-revenue-related equipment in the specifications (such as barrier gates, fixed LPR cameras, and HID-only devices) and focused on equipment that was critical to revenue generation, like entry ticket kiosks and exit verifiers. Our existing HID-only gates will integrate into the new system. Our justification outlined this vendor’s capability to install new exit devices that could process entry tickets from the legacy system. We’re hoping for a seamless transition with minimal impact on customer service and day-to-day operations. Airport staff have a deep understanding of the current PARCS, which will help minimize training costs. We also perform the vast majority of maintenance in-house. Our Master Electricians maintain the parking equipment, which has allowed hardware failures to be resolved swiftly over the years. Mike Maromaty, CAPP, is an Airport Parking Manager at Dane County Regional Airport. Mike can be reached at Maromaty.Michael@msnairport.com.

My two truths and a lie: I became submarine and airborne qualified in the same summer. I am the 1975 U10 Mutton Busting Champion for Gallatin County, MT. I was once featured on the Travel Channel. The last one is true and quite an experience. I got to share some of the cool and up-and-coming technology for parking and mobility. That was over 10 years ago now, and some of the solutions have materialized (robotic parking), while others have not (3D holographic car locators). Throughout our industry's history, we've relied on technology and innovation to make the movement of people and goods more resource-efficient, convenient, safe, secure, and equitable.  You'll recognize this as the definition of Smart Transportation, and you can download IPMI's recent publication, Smart Transportation for Parking and Mobility Practitioners: Concepts, Applications and Case Studies to learn more.  This practical guide defines smart transportation and uses real-world and case studies to illustrate how technology can be used to achieve our most important parking and mobility management goals. Casey Jones, CAPP, is the Senior Director of Customer Success for Flash and a member of the IPMI Board of Directors. Casey can be reached at casey.jones@flashparking.com.

As many of you all know the City of Charleston, South Carolina is a coastal city.  Hurricane season runs from June 1st to November 30th.  Hurricane season can provide many challenges for Charleston County.  Parking Operations is a division under the Facilities Department, all parking employees are required to assist in preparation and recovery after a storm.  In addition, we have employees that assist the Emergency Operations Center with the Citizen Information Line. We have three different operating levels at Charleston County- Opcon 1 – Normal Daily Operations Opcon 2 – Enhanced Awareness Opcon 3 – Full Alert At each Opcon Level, the Parking Division is required to take certain action.  This includes securing signage and trash cans, installing flood panels, parking gate removal, securing pay machines, sandbagging, system backups, drain cleaning, shutting down elevators etc.  In addition, as storms approach, City of Charleston and the County of Charleston offer free parking within the garages for residents and visitors during storms.  Parking is limited to cars only.  As everyone knows people don’t always follow the rules, we’ve had boats, grills, golf carts, trailers, everything but the kitchen sink.  Cars must be out of the garages on specific days and times, if not customers will pay the prevailing rate after the day and time has passed.  From a customer service aspect, we do take into consideration people that evacuated and cannot get back in time to remove their car as to whether to require payment.  This is conducted on a case-by-case basis. Paul Whetzel, CAPP is the Parking Operations Manager for the County of Charleston, SC. Paul can be reached at PWhetzel@charlestoncounty.org.

EV’s and EV charging stations have been a popular topic of conversation within the parking industry over the course of the last four to five years. That conversation intensified following COVID as Cities and States across the Country felt a migration of folks moving from west coast and northeastern regions where EV’s have shown to be more popular into cities that have been slower to make the switch. States such as Florida and Georgia which had an influx of folks move in post pandemic had to make the switch to help better serve the needs of folks with EV’s at residential buildings and retail parking areas. So how do we balance offering preferred parking spaces to EV owners while at the same time not pushing members of our community that have had access to preferred spaces for years to the side? Offering incentives to those that have decided to “go green” will certainly help a facility obtain a park smart certification but will also cause some pushback from long term members of the community. Newer multifamily parking facilities will push us to install charging stations while at the same time not offering this as a free service, charging the consumer per KW. That certainly helps the developers cover building cost but may also keep stake holders at bay knowing that the option is there but it does not mean we are catering to EV owners. Elvis Reyes, CAPP, is the General Manager for The Car Park. Elvis can be reached at ereyes@thecarpark.com.

We all hear it whether you are a municipal entity or an academic organization like our own. Here at the University of Mississippi’s main campus in Oxford, MS, we manage and maintain just over 17,000 parking spaces. On even the busiest day, we can pull up video feed showing hundreds of spaces or more that parkers are not utilizing, but still, we hear, "There are not enough parking spaces." Is it just that age-old expectation that everyone should be able to park directly outside the building where they work at or attend classes? Is it a rural university problem or do urban universities with few or no parking spaces at all still experience this? Want to see students completely stumped? Try to explain to them that they should park their cars at one of several remote lots on the edge of campus and then take the convenient shuttle bus to a central part of campus that is likely within 500 feet of the building for their classes. They of course bought a commuter parking permit. We can also show them a half-empty commuter parking zone. Except, it is not where they want to park, and the lots close to where they want to be are "full". When we explain that Commuter permits are authorized to park in these remote lots, something breaks inside their minds. Park car, ride bus, get to class on time! Easy right? Apparently not… Harold Robinson, CAPP, is the Assistant Director of Parking and Transportation Systems for The University of Mississippi. Harold can be reached at hdrobins@olemiss.edu.