Welcome to the IPMI Community.

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.