Blogs

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.

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.