Blogs

Over the last decade, parking technology has evolved at a faster rate than in any other period of history. The IPMI Technology Committee has been there every step of the way, helping the parking and mobility community navigate through the lightning-fast changes. This session took a retrospective look at the evolution of parking technology by revisiting our past Technology Committee presentations, exploring how various parking technologies were developed, identifying the catalysts that facilitated their adoption, and the barriers that hindered others.

IPMI’s Planning, Design, and Construction committee hosted a member roundtable focused on parking-related design and construction trends, including commercial real estate market costs and technologies that affect how garages and PARCs systems are designed.

If there’s one thing the UK parking sector has taught me, it’s this: the best technology doesn’t work in isolation. When systems speak to each other, from cashless platforms to ANPR to enforcement tools, the result is a smoother journey for the user and far less friction for the operator. But here in the US, I’ve noticed that this kind of integration isn’t always the norm. In fact, many parking operations are being held back by siloed systems that don’t share data, don’t connect, and don’t evolve. It’s time to change that. The Challenge of Disconnected Systems Over the last decade in the UK, I’ve witnessed a quiet revolution in how parking tech works behind the scenes. Operators moved from clunky, standalone tools to integrated platforms that unify enforcement, payments, permits, and reporting. And the benefits were immediate: reduced manual input, fewer disputes, better compliance rates, and, crucially, an improved user experience. Since working in the US, I’m hearing familiar stories of fragmented workflows. A motorist pays to park via one app, but that data doesn’t flow through to the enforcement team’s handheld device. A permit is issued in one back office, while citations are managed in another. Operators are stuck manually reconciling systems that should be working in concert. This isn’t just inconvenient, it’s operationally risky. Disconnected systems can lead to erroneous enforcement, a poor public perception, and significant resource drain. As enforcement becomes more complex and user expectations rise, it’s no longer enough to have ‘good enough’ systems. They have to work together and be able to be configured. The Power of an Integrated Approach Achieving seamless integration isn't merely about adding a new feature to existing software; it's about adopting a fundamental shift in how parking operations are conceived and managed. It means moving towards open, configurable systems that prioritize interoperability. This approach allows operators to connect various existing tools and data sources, rather than requiring a complete overhaul. The goal is to create a cohesive ecosystem where all components communicate effectively, optimizing efficiency and accuracy. Why This Matters for the US As US cities and private operators modernize, there’s a real opportunity to leapfrog the fragmented model and move straight to smart, connected systems. Integration-ready platforms don’t just manage enforcement — they enable better collaboration between data sources, departments, and vendors. From the curb to the control room, the value of a unified system is hard to ignore: fewer errors, better accountability, and systems that scale with your operation, not against it. And as we look ahead to the 2025 IPMI Conference & Expo in Louisville, I’m excited to be part of that conversation in person. I’ll be there with Unity5, ready to meet US operators, technology partners, and anyone interested in making their parking operations smarter, not harder. If your systems aren’t speaking to each other, or worse, if they’re speaking different languages, it might be time to rethink what your tech should do for you. Because in parking, as in life, the best results come when we work together. Hannah Fuller is the Director of Commercial Strategy and Partnerships for Unity5. Hannah can be reached at hannah.fuller@unity5.com.

As a Parking Operator, we pride our team on the ability to adapt over time and to be flexible with an ever-changing environment. Whether due to advances in the technology related to our parking operations or due to more specific needs and directives over time, we flex with the needs of our stakeholders. From the hiring process through training and development, we try to cultivate this concept with our teams and enrich in employees this sense of being flexible. Providing the team with project specific goals, to assist all to understand the soul of the project, we can try and help the team to understand the importance of adapting. Presenting those who may not like the idea of change with opportunities to experience more facets of the operation, to give employees the opportunity to see more than what is presented to them as the baseline of their job, we may enlighten and create more open-mindedness to change. We also pride ourselves that we have a dedicated and long-standing staff, who have seen change first hand, multiple times, and have adapted as needed to maintain value for the operation and for the self. For whatever reason that any individual may assign their self adaptability as their skill, we as leaders nurture that and lead by example. Adam Feller, PTMP, is an Operations Manager for LAZ Parking. Adam can be reached at Afeller@lazparking.com.

Mental health is a topic we don’t talk about nearly enough, and when we do, it’s often behind closed doors—if at all. There’s still a stigma around acknowledging stress, burnout, or emotional fatigue at work. Many professionals worry that being open about their mental health will make them seem less capable or limit their career growth. I’ve felt that hesitation too. But if we keep avoiding the conversation, we risk doing real harm to ourselves, our teams, and our organizations. That’s why I wrote the article featured in this month’s Parking & Mobility Magazine. It explores the mental health challenges faced by everyone in our industry—from frontline employees and enforcement officers to business professionals navigating high expectations and constant change. In the article, I share strategies that can help—things like peer support, mental health training, wellness programs, and leadership practices that make space for real conversations. I also highlight voices from the field who are already doing this work and pushing for change. Mental Health Awareness Month is a perfect time to talk about this. But it can’t be a once-a-year topic. If we want healthier, more resilient teams and better service for our communities, we need to make mental well-being part of our everyday culture. I hope you’ll take a few minutes to read the full article—and maybe start a conversation of your own. Victor Hill, PTMP, is a mobility and parking consultant at Walker Consultants and a member of IPMI’s certification board. He can be reached at vhill@walkerconsultants.com.

A great man once said that the best currency, the most valuable of all, is gratitude. I believe that the groundwork that’s been laid in the world of parking, the innovations that continue to develop, the people and mentors that have been beacons for others, make this industry a great place to work. Parking means more than just a place to park a car due to the passion and dedication of a good many folks. When our leaders have the vigor to see the industry succeed and continue to succeed for the vast network of folks who are affected by this industry, we are thankful we can also provide the same energy for the folks that we individually affect day to day. During times of challenges and new opportunities, gratitude can provide a sense of grounding, to help us relate to what may be unknown to us, to think outside ourselves. Often times we need this strength to be strong for others, even if we are not feeling that confident ourselves, that gratitude can establish as a tool in the box. Technology changes in the parking world can affect our strategy year to year and we need to continue to adapt with it. To remember this gratitude, this thankfulness of all those who helped us grow up to this point, we are better adept to provide the same leadership for the people who need a little help in the now. Adam Feller, PTMP, is an Operations Manager for LAZ Parking. Adam can be reached at Afeller@lazparking.com.

How did Princeton evolve to meet the new demand for parking? With a multi-pronged approach, they integrated cutting-edge technology, incentivized alternative commutes, and rolled out transit programs, all while maintaining operations on a 275+ year-old campus amidst major construction. Join the Princeton University team as they showcase how data can drive smarter decisions, ease parking stress, reduce congestion, and ultimately improve the campus experience. 

The IPMI Policy & Legislative Cohort administered a survey aimed at identifying the most pressing industry policy topics.  Among the top issues are policies around new technologies that could revolutionize parking management by reducing friction. One of the highest friction points in an operation is the ability to consistently facilitate curbside compliance, aka parking enforcement.  As curbside demands have exponentially increased, the parking enforcement tools in our policy toolbox have generally remained the same. I’m not here to write about the legislative barriers to reduce friction in the parking enforcement process (there are many) or the growing number of case studies of cities that have embarked on their automated enforcement journey (that number is growing).  What I’m here to write about today are the policies that your organization should be thinking about when you are able to reduce the friction in your parking enforcement process and move towards automated enforcement.  Before we begin, what do I mean by automated enforcement.  For the purposes of this discussion, automated enforcement is the ability to utilize fixed or mobile camera technology to identify a parking violation and process that parking violation without placing a parking citation on the violating vehicle. Imagine for a minute your organization has the legislative ability to implement automated enforcement.  Would you be able to implement by the end of the week, month, year?  Here are just a few policy topics your organization should think about when moving towards automated enforcement: Violation Types – does it makes sense to automate enforcement for all violation types? Are there more severe safety related parking violations that should be prioritized for an initial rollout of automated enforcement? Payment/Appeal Deadlines – mailing a parking citation to a registered owner adds time to the notification process. Do your payment and appeal deadlines need to shift to accommodate this new process? Violation Fine Structure – cities that have implemented automated enforcement have seen citation issuance increase exponentially. Knowing this may occur, are there opportunities to revise the fine structure for certain violations? This may be an opportunity to introduce first-time warnings, early payment discounts, or progressive pricing for repeat violators. Don’t get me wrong, the legislative framework to allow for automated enforcement is a top priority to enable your organization to leverage new and emerging parking enforcement technologies.  Equally as important is your policy framework for administering an automated enforcement program. Policies matter, and when developed in a comprehensive manner can lead to long-term success for your operation.  Let’s keep the conversation going on Forum Online Community and the dedicated “Policy and Legislation” community. Robert Ferrin, PTMP is a Mobility & Parking Senior Project Manager with Kimley-Horn & Associates, Inc. and is serving his third term on the IPMI Board of Directors.  Robert can be reached at robert.ferrin@kimley-horn.com.

When you are in the midst of a great revenue-generating event parking situation, how are you handling surge pricing? Is your operator getting the most bang for your buck? Are you setting and forgetting or letting the SHARK come out mid ingress? I have found myself in many different settings according to how the client wants the lot run, but it is quite fun making a run for the money. One tactic is the set it and forget it rule where it is easy to estimate and budget how much you will make in an event. Other tactics include Sharking the competition. In a particular lot at a particular time our owner wanted to make the most bang for his buck and gave us the direction “make money but don’t get me in the paper,” and we ran with it. We had fluctuating rates to be changed on the fly according to the estimated percentages of available parking on the lot. Rates were changed at forty percent, fifty percent and so on. It is quite easy to set rates and forget them but are you making the most bang for your buck? How much are you willing to do, to make the most out of an event? How much do your owners appreciate your efforts? Tate Misiaszek, PTMP, is a Project Manager for LAZ Parking. You can reach Tate at TMisiaszek@lazparking.com.

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.