Blogs

Food and Parking? The connection is in the eye of the beholder in some sense, but is also an avenue for creating team comradery, a vehicle to discuss goals and connect with our teams or clients, and to both support and find new local restaurants. Plus, we might be able to see in live action how many metered parking spaces are available at some in demand time for lunch or dinner. Either way, it’s the food and business of parking that bring us together. We are fortunate in our locations that there is also a passion for cooking that has been present for some time, and shared and passed down through the years. Whether barbequing or finding some new combination and creation to make for our teams, the drive to bring food and cooking into the workplace allows for us to bring a little bit more of the self than may otherwise have been acknowledged. Whether fresh, authentic tacos, homemade crunch wraps, or Salisbury steak, our creativity is shared so that our staff coming back from performing their duties have a great meal and bonding with the group. Food is a path to share a great meal, discuss project needs, celebrate work milestones, connect with others, and find out who knows how to cook or knows the best spots to eat! Adam Feller, PTMP, is an Operations Manager for LAZ Parking. Adam can be reached at Afeller@lazparking.com.

Do you ever enter a lot and have absolutely no idea what to do? Have you ever entered a lot and witnessed fifteen different signs giving you 27 different pieces of information? Have you ever parked in Los Angeles before? All of the above for me… What is too much and what is too little information? I feel I have seen both. When you are designing the signage to your lot what are you thinking? Is it a minimum number of mobile signs you would like to reach or quiet directions for a seamless transition in and out of the parking lot? I often try to find a fine line between meeting the company minimums on signage while also trying to keep the beautiful features of the lot, the main attraction. I know sometimes we are stuck in a cracked asphalt lot squished between two high rise buildings with a twelve inch by eighteen inch mobile sign plastered on every space but what can we do to beautify the lot. How far do you space your signs to minimize both the cost and distraction of the lot? We have all had parking lots that we either love or hate. What is the discrepancy between the two? Location or distraction? Tate Misiaszek, PTMP is a Project Manager for LAZ Parking. You can reach Tate at TMisiaszek@lazparking.com.

In the world that is parking and mobility, among our primary responsibilities are compliance with laws, regulations, and policies and completing reports to document adherence to applicable requirements. Ensuring the delivery of services in a safe and efficient manner and having sufficient funds for annual expenses can consume much of our time and keep us from stepping back to consider new and different ways of innovating to meet quickly changing needs. In this workplace environment, innovation may not have a place to be explored and generated so it takes purposeful action to ensure we break out of our daily routines. This can occur through employee interactions, meetings and brainstorming where you encourage a wide range of employees to think differently and consider alternative approaches to issues, challenges and problems. It can also include adding to your staff employees who have shown past experience in using innovative approaches so make sure to ask probing questions to get at this during interviews. Although not easy and it may not occur organically, innovation can be incorporated into our workplace providing benefits such as making for a more interesting, exciting and productive place for employees while positioning the organization as a leader in addressing the rapidly changing world of transportation. Mark Hairr, PTMP, is an Executive Director for Wave Transit. Mark can be reached at mhairr@wavetransit.com.

Parking Enforcement Customer Service. Does the word “enforcement” go hand in hand with customer service? Yes, it certainly does, and it can be demonstrated daily in both big and small ways. I want to speak more about this and how a servant leader can positively impact an enforcement team to serve their community and show this toward each other in internal customer service, leading to employee retention and a positive and happy workplace. What is customer service? The Oxford dictionary defines it as “the assistance and advice provided by a company to those people who buy or use its products or services.” But it means so much more than this because it can create a feeling and attitude of support and motivate an individual to help others, bringing satisfaction and gratitude to both the giver and the receiver. Customer Service involves using various tools, including listening, empathy, understanding, and problem-solving, while feeling empowered to help. In my seven years as a parking enforcement supervisor with the City of Boulder, we always work hard to demonstrate the city values of Respect, Collaboration, Innovation, Integrity, and Customer Service. This shows up daily with anyone we cross paths with. However, the value of customer service involves more than just doing a job. It often goes beyond what’s expected. Whether changing someone’s tire, jumping someone’s dead battery, providing directions, or being there for someone in a time of need, we can always find ways to show excellent customer service. This cannot be just a simple expectation but must come from somewhere more than a policy. It’s seeing a community or customer as family. It comes from a heartfelt desire to help as if this person is a family member in a time of need. I look forward to hearing your thoughts about this. Leo Pelle, PTMP, is a Parking Enforcement Supervisor for the City of Boulder, Colorado. Leo can be reached at pellel@bouldercolorado.gov.

As John Peverada officially retires after more than 30 years of dedicated service to the City of Portland and the parking industry, it’s an honor to reflect on the incredible legacy he leaves behind. For the past six years, I’ve had the privilege of working alongside John as Client Success Principal at Passport. During that time, I’ve come to know him as not only a thoughtful and visionary leader but also as a person of unwavering integrity. His approach to solving complex challenges with humility and fairness has shaped Portland’s parking operations into a model for cities across the country. Initially joining the City during a downturn in the real estate market, John anticipated a brief tenure. But he quickly became captivated by the field’s challenges, from technology and garage maintenance to budgeting, staffing, and customer service. As Parking Director, he led with autonomy and intention. A former NEPC Board Member, John consistently emphasized professional development, networking, and staying ahead of trends. In his words, it’s “more about substance than style.” Among many accomplishments, John led Portland’s transition from over 100,000 hand-written citations per year to a modern, cloud-based ticketing system with digital permitting and LPR. He also embraced mobile payments early on, accounting for nearly 80% of meter revenue. John approaches partnerships with thoughtfulness and strategy. Our work together has always been collaborative and focused on serving Portland’s community. And he never forgets the human side. “Get out on the street,” he says, “listen to customers and employees, and most of all, be fair.” His advice to newcomers? Stay informed, join industry groups, explore new tech, and always listen. Now entering retirement, John looks forward to family, travel, and the outdoors. His legacy of innovation, integrity, and leadership will continue to guide the industry for years to come. Congratulations, John, and thank you. Tydus Kira Mana is the Client Success Principal for Passport. Tydus can be reached at tydus.mana@passportinc.com.

There has been some chatter amongst our San Francisco group recently related to what motivates and inspires us individually to show up, day in and day out, and do what we do. For some, an easy answer, for others a little self-reflection and introspection is needed to coax out a more developed response. One of the main responses, is to set an example – for one’s children or family, for the employees we lead. There is a sense that what we do is meaningful in that we can provide not only sustenance but also life guidance for those we love and support, to nurture the human kindness in others. That we can demonstrate peer to peer connection. For some, the acceptance of a certain role holds great responsibility, and we feel a duty to uphold the position in which we provide leadership. We want to see others succeed and we will do all in our power to support others in accomplishing shared goals, both large and small. Personal ambition and drive to find meaning in work and life is also a great motivator. Some folks are driven to complete any task at hand with energy and passion. Whatever the answer is, there is a basis to nurture and lead others as best as we can. Our goals often align and a group can thrive when we consider both personal and shared success as meaningful. Adam Feller, PTMP, is an Operations Manager for LAZ Parking. Adam can be reached at Afeller@lazparking.com.

Data has become a fundamental driver of revenue growth and customer satisfaction, shaping the way parking operators, smart cities, and urban hubs manage demand and pricing. By shifting away from static pricing models, organizations are leveraging real-time analytics to make proactive, data-driven decisions that enhance efficiency and profitability. The Role of Data in Revenue Optimization Traditional revenue management relies on historical data, which limits responsiveness to real-time demand shifts. Data observability ensures that parking and mobility operators have a continuous, accurate view of booking trends, allowing them to identify revenue opportunities and potential gaps before they impact profitability. Using Data to Drive Smarter Strategies By integrating business intelligence tools, operators can enhance pricing, maximize occupancy, and improve customer engagement. One key insight is the impact of peak booking times - Thursdays and Fridays see a significant increase in reservations, while booking success rates peak between 7-11 AM, 1 PM, and 6-7 PM. Aligning marketing campaigns and price adjustments to these windows can improve conversion rates and revenue generation. Similarly, the rise in last-minute bookings (with over 60% of transactions happening within five days of travel) highlights the need for seamless experiences and real-time availability updates to capture spontaneous customers. Turning Data into Action With real-time analytics, parking operators, urban mobility planners, airports, and commercial hubs can implement dynamic pricing strategies, predict demand fluctuations, and personalize customer outreach. Instead of reacting to market changes, organizations can anticipate them—ensuring revenue opportunities are maximized across different sectors. To explore these insights in greater detail, read the full article here. Sarah Marks is the Director of Communications for Rezcomm. Sarah can be reached at sarah.marks@rezcomm.com.

When you receive a citation what is the first thing you think? For some of you reading this, you know exactly what you did wrong, for the larger majority, it is a systematic attack to ruin your day. When we are writing citations are we thinking about correcting the incorrect actions of residents and visitors to our city, or has Revenue Generation taken over the tone? Often times at the end of the week or month we are looking at our citation numbers as a revenue generator and we cant wait to report back how well we did. This being said, there is an argument for high compliance and therefore low citation revenue… which would you prefer? The price tag on a citation weighs much more than paying the two dollar parking fees. This also adds to the stickiness of the parking operator in that private or public lot. Is this corrective action or are we kidding ourselves and we are all about the money? There is a fine line between your bottom line and correcting incorrect actions in your private or public lot, city, or jurisdiction. What do you find that outweighs one way or another at your location? Tate Misiaszek, PTMP is a Project Manager for LAZ Parking. You can reach Tate at TMisiaszek@lazparking.com.

In this joint roundtable between IPMI and the British Parking Association (BPA), we will discuss the similarities and differences between higher education parking in North America and Great Britain and what can be learned from the experiences of both.

Change is inevitable, and when it comes to regulation, standing on the sidelines means accepting whatever comes your way—whether favorable or not. The universe abhors a vacuum, and if industry professionals don’t step in to help shape legislation, other forces will fill the gap, often without the insight needed to create balanced, effective policies. Last month, in a message to members of the Legislative Cohort Committee, Mark Vergenes shared an example of how the Pennsylvania Parking Association (PTAP) interacted with the Pennsylvania legislature to advocate for changes in parking enforcement laws. His message was clear: Active participation in the legislative process is essential. With over 15 years of experience in legislative affairs, I can confidently say: Legislators value input from their constituents. Your voice matters. If you’re not in the room, you’re not at the table. Lawmakers don’t intentionally exclude interested parties, but without active participation, your expertise is missing from the conversation. You have knowledge that can guide policymakers. Legislators will rely on industry experts to understand the real-world impact of their decisions. Regulation is increasing. Across the country, new laws are being passed to address concerns about industry practices, often based on the actions of a small percentage of bad actors. Without industry guidance, well-intentioned regulations may have unintended consequences. Advocacy requires patience and repetition. A single conversation isn’t enough—consistent, collective engagement through industry groups or associations is far more effective than a lone voice. Silence is costly. If you choose to remain uninvolved, you’ll have to live with the results, and when it comes to regulation, the outcome may not be in your favor. State-led regulatory efforts are gaining momentum and could significantly alter long-standing industry practices. While some legislation may have good intentions, lawmakers often lack the technical understanding of how their decisions affect businesses. That’s where industry experts play a vital role in educating policymakers and shaping regulations that are both fair and practical. We should collectively advocate for laws that promote good public policy. That means considering both the intended and unintended consequences of legislation. Moreover, when laws adopt industry practices, they provide legal protections against class action lawsuits and other litigation against the industry. Proactive engagement isn’t just about preventing bad laws—it’s about ensuring that industry standards are codified in a way that provides stability and clarity. Change is coming. The question is: will you help direct it, or will you be steamrolled by it? To ensure a fair and responsible regulatory environment, industry professionals must actively participate, educate, and advocate for balanced land fair legislation. Join the conversation. Share your insights. Your engagement is crucial. Scott A. Petri is the President for Mobility & Parking Advisors, LLC. Scott can be reached at Scott@mobilityparkingadvisors.com.

In today’s world, effective leadership is important for balancing operational needs with employee satisfaction. But how can we achieve this in a world where employee needs are constantly evolving and we face ongoing challenges in recruiting and retaining top talent? Without addressing this question, our organizations risk becoming the next casualty of turnover. The answer is simple! Balance the needs of your operations! Leadership is not a one-size-fits-all strategy but a tool we must use to find a way to balance the needs of all our stakeholders.  Here are a few suggestions on how to do this in our operations:  First and foremost, practice empathy and open communication! As Leaders, we should actively listen to employees and understand their concerns while clearly communicating operational needs. We can do this by having regular check-ins and team meetings to maintain a two-way dialogue!  Second, flexibility works! As the industry evolves, we must adapt our polices and procedures. Offering flexible hours or shift-swapping are a few options that will help us meet operational needs while also giving our team a higher work- life balance. The majority of our operations run 24/7, and having adequate coverage is necessary!  I also recommend that you align your organization's goals with your employees' needs. Our teams need to understand how they contribute to the bigger picture! It's simple! Provide professional development opportunities, such as training or leadership programs, to help them grow while preparing our operations for future challenges.  Finally, lead by example! Leaders should model positive behavior daily! Make choices that support a healthy balance between dedication to the company and employee well-being! Show your team it’s ok to balance hard work and self-care in the workplace.  Dr. George J. Mclean, MPA, DBA, PTMP, is the Senior Business Analyst for Miami Parking Authority. Geoge can be reached at gmclean@miamiparking.com.

I have always been drawn to technology. I remember getting excited about after-school computer club and writing code on an Apple IIe computer. One assignment was a Christmas image. I created Santa on his sleigh with his reindeer flying through the air, delivering presents. Fast-forward many years, and I am still involved in technology and love every minute of it. We all read parking and mobility technology blogs, magazines, social media posts, etc. We attend conferences and hear the latest sales pitch. We get excited at what we see and want it—we want it bad! It all looks great, sounds simple to implement, and solves all our problems… or so it seems. A client came to me and said they wanted to eliminate their gated solution and go gateless. He wanted a frictionless system. He saw the articles and awards from a parking conference and wanted that solution. How hard could it be?  (I know some of you are laughing at this statement.)  We met to document the new system's functional requirements/use cases.  We interviewed parking technology solution vendors. We found the vendor that best fits the use cases. The client was excited. Contracts were signed, and the implementation process began.  The implementation of the solution is going as expected; we did not anticipate the parker's lack of access to technology. Transitioning to a fixed lpr solution requires the parker to use their license plate as their permit or ticket. Did I mention this is a mixed-use garage with over 10 user groups and special events (concerts, roller derby, hockey, etc.)?  As we held meetings with each group introducing the new solution and how it worked, we realized not everyone had a smartphone, a computer, or a credit card to pay for parking. Luckily, none of these were showstoppers; we installed a laptop for staff to create an account to manage their vehicles, and cash payments could be made at the pay station or exchanged for a visa card. As parking and mobility professionals, we get so excited about the latest and greatest technology that we forget about the parker and whether they can actually use the technology installed. This implementation made me rethink my approach to my next technology project. Laura Lierz, PTMP, is the Vice President Education & Municipal Services for Reimagined Parking. Laura can be reached at llierz@reimaginedparking.com.