Blogs

One of the unique aspects of the parking and mobility industry is how relationship-driven it is. Over time, professionals begin to see the same people across conferences, committees, and industry discussions. In many ways, the industry functions as a close professional community where reputation and relationships travel quickly.

The presenters focused on the modernization of their parking enforcement technology and programs. They shared how their organization transformed from generating $450,000 annually in enforcement revenue to over $8.5 million through the implementation of digital enforcement tools, multiple mobile payment apps, and data-driven dispatch systems.

Generative AI is moving at lightning speed. Headlines predict sweeping change. Vendors and software companies are promising fully automated agents. Our bosses (and their bosses) are demanding an AI strategy yesterday. But parking doesn’t need more hype. It needs discipline.

In this blog, I hope to present some information and guidelines regarding temporary traffic control. Typically, we think about traffic control in the context of police officers, construction crews or those involved in flagging operations. But as parking professionals we have to consider major events (planned or unplanned) or special event parking also include traffic getting to the parking space.

When you think about using an autonomous vehicle, is your reaction ‘No Waymo’? Or are you curious about the changing technology around us and instead think ‘Yes Waymo’? Being that I live part time in Phoenix, I have become quite accustomed to seeing Waymo on the streets around us for almost a decade now. First as a testing ground in Tempe and then mainstream as one of the first launch cities in the US. About 18 months ago, my husband Nathan transitioned from Uber to Waymo when it was possible, and I quickly followed suit.

Across the parking and mobility industry, I see leadership undergoing a quiet but significant shift. Traditionally, operational decisions were guided by experience, institutional knowledge, and field observation. While these remain valuable, today’s environment demands something more: evidence-based leadership.

This session highlighted the psychology of parking and technology's role in influencing driver behavior. Key topics included habit formation in parking patterns, the impact of pricing on demand, payment compliance rates, and the effectiveness of enforcement. The panelists shared experiences from their respective municipalities and universities, highlighting challenges and successes with technology implementation, such as sensor data, mobile payments, and digital signage. They also explored future trends in digital curb management and the potential for technology to improve convenience and compliance while addressing concerns about pricing and accessibility.

Only a few days have passed since our campus was shaken, and yet it feels as if time has stretched and folded in on itself. I’ve watched our faculty, staff, and students move through these days with a heaviness that’s hard to put into words. What we’re feeling isn’t just grief — it’s a deep, disorienting devastation that touches every corner of our routines and relationships.

5.82 tradeshows per year, that’s what I estimate I’ve attended over the 17 years since founding Level Solutions, now ECO Parking Technologies. Take one down and pass it around, 99 tradeshows under my belt.

In this four-part Parkonomics series for Urban Land, Kevin Bopp, Bernard Lee, and Andrew Sachs, CAPP, examine how parking facilities must evolve to remain viable in a rapidly changing mobility landscape

We received so many great responses to the March/April 2026 question that we wanted to share them all!

During the webinar, panelists discussed current AI applications in parking and mobility operations, emphasizing that AI should be viewed as a tool rather than a complete solution, particularly strong in data processing, pattern recognition, and automation. They addressed challenges such as data privacy, regulatory compliance, and the need for human oversight, along with risks like AI hallucinations and the importance of accurate data inputs. The conversation highlighted AI’s growing role in customer service, appeals processing, revenue management, and development. Panelists also noted that while AI will increase productivity, it is more likely to create new opportunities than eliminate jobs. Looking ahead 3–5 years, they expressed excitement about AI’s potential but stressed the need for nimble partners and strong guardrails as the technology continues to evolve rapidly.