Blogs

Airport parking used to be a frantic race against the clock—circling crowded garages, forgetting where you parked, and facing long queues at the exit. Now, automated parking technology is finally bringing the convenience of the digital age to the tarmac, transforming the travel experience from the moment you arrive. Modern airports are embracing smart systems that replace traditional chaos with seamless efficiency. These solutions range from sophisticated parking guidance systems, which use sensors and LED lights to direct drivers instantly to open parking spaces, to fully robotic parking garages. In the latter, you simply drop your car in a terminal, and mechanical shuttles whisk it away and stack it compactly. The benefits are numerous. For travelers, it means dramatically reduced parking times, less stress, and the ability to pre-book and pay entirely via mobile app. For airports, automation maximizes space utilization, reduces congestion and vehicle emissions from idling cars, and enhances security through License Plate Recognition (LPR) and constant monitoring. Automated parking isn't just a luxury—it’s a necessary step toward building the streamlined, sustainable airport of the future. Vincent Thomas, MSM, PTMP, is the Vice President, Aviation North for Reimagined Parking, Inc. Vincent can be reached at vincent.thomas@reimaginedparking.com.

Five years later we are still feeling the effects that COVID-19 had on our staffing. Prior to the pandemic our operation had about fifteen full-time and part-time employees. Due to attrition and turnover, we are just barely functioning today with ten full-time and part-time employees. We’ve learned to function very lean, but it is not the standard we have come to pride ourselves on. It is also eating our current dedicated employees alive. We’ve hired several people to try and bring our numbers back up, but we are experiencing turnover at an unprecedented rate. Prior to the pandemic, turnover was very uncommon for our department. So, what has changed and why have we been unable to retain who we’ve hired? We currently have two full-time positions we are actively recruiting for, and we are reflecting on this very question, so the constant cycle of recruiting and hiring can hopefully end for a period of time and our service delivery can become stable once again. Here are a few thoughts we’ve had on our retention issues and how we are planning to solve those issues moving forward. Money. As a public servant, salary is expectedly lower than the private sector, but since the pandemic the gap became a chasm. We have lost several employees due to the below average wages. For the two positions we are currently recruiting for we knew we needed to pivot our compensation strategy to be competitive in today’s market. We were able to work with our compensation department to change the job titles to reflect the current needs of our operation and to compensate fairly. Expectations. We’ve had a few employees leave due to a lack of understanding of job duties. During the interview process and initial onboarding, we plan to take the approach of verbally explaining our job expectations and providing written documentation outlining the job duties and expectations. While this may not solve our retention issues, we’re hoping this will help alleviate them. Meredith Garrett, CAPP, is the Assistant Director of Public Safety, Parking & Transit Services for Kent State University. Meredith can be reached at mgarre12@kent.edu.

In my last blog I started to discuss the challenges of onboarding and suggested that traditional methods of rote training are ineffective for both today's workers and end users in the parking and mobility field. My experience has been that adults have effective learning experiences when the process is interactive instead of one directional.  Scenario-Based learning works well, especially when the student is engaged and challenged. Not only is understanding the material important but hopefully the learner can see a real-world conceptual application.  Having employees practice a skill you've discussed and then asking them to relate why that skill would be important when they were working alone (and had to make a decision) makes the experience significantly better.  Although it's not always possible during the onboarding process, experience has shown that training in groups is superior to one-on-one training.  Students tend to feed - off each other a vast number of correct solutions, allowing the student to apply the correct solution to the problem they may face on their particular shift.  For example, an answer given during daylight hours may be completely different than one given when working the third shift.  I have also found that when students are afforded the opportunity to learn through scenarios, they become more interested in learning new skills and actually want to engage in critical thinking as a driver of problem solving.  Although working in the parking and mobility industry as a frontline worker may not seem to require a lot of critical thinking, you'd be surprised.  I encourage employers to examine their staff, interact with them and assess the problem-solving abilities they possess.  Ask yourself, are they inquisitive? Do they exhibit an open-minded flexible approach? Are they honest and do they have tact?  If the answer to some or most of these characteristics is no, then retraining with an emphasis on critical thinking, may be exactly what's needed.  Applying critical thinking requires one to participate in it, be willing to put in work, and use it to its full potential. Scott Rohde, PECP, PTMP, is the Director of Public Safety for Wesleyan Office of Public Safety. Scott can be reached at srohde@wesleyan.edu.

As described by the McKinsey Center for Future Mobility several months ago, micromobility—bikes, scooters, and other personal transport devices—is reshaping transportation. Students appreciate the convenience and sustainability these options provide, but as adoption grows, so do concerns about pedestrian safety and infrastructure gaps. How do we balance innovation with responsibility? Recent studies show accident rates on campuses are climbing, often linked to distracted riding and unclear infrastructure for separating pedestrians and riders. According to a survey published by UPCEA Cener for Research and Strategy, liability and insurance coverage remain gray areas, especially when accidents involve bystanders. Add behaviors like riding under the influence or speeding, and the risks multiply. At Old Dominion University, policy emphasizes pedestrian right-of-way and mandates the responsible operation of micromobility devices in designated areas. Riders must follow traffic rules, maintain safe speeds, and dismount in congested zones. Helmet use is strongly encouraged, and headphones are permitted only on one ear for safety. Other universities have introduced designated lanes and scooter corrals to reduce conflicts - steps worth considering as we design safer systems. As parking, transportation, and mobility professionals, we have an opportunity to lead. What do you think—should universities focus on stronger rules, better infrastructure, or more rider education? What’s been successful on your campus? I would love to hear your ideas and experiences to help create programs that keep everyone safe and make sustainable transportation even easier. I'd like micromobility to become a welcome and respected program in the overall campus community. Lisa Copeland, PTMP, is the Associate Director for Data and Administration at Old Dominion University. Lisa can be reached at lcopelan@odu.edu.

Urban parking is evolving, and a parking reservation system is becoming the backbone of efficient, modern parking operations. Transitioning from traditional methods to a digital platform delivers significant benefits for both operators and drivers. A parking reservation system (or parking management system) is a digital solution - often a website or mobile app - that lets drivers book and pre-pay for parking spaces in advance. It provides real-time data on availability, pricing, and duration. Integrated with sensors, license-plate readers, payment machines, and other parking software, it gives users convenience while giving operators control over utilization and pricing. Why Parking Reservation Software Matters With a parking management system, operators gain real-time inventory tracking, centralized control of multiple locations, and instant capacity updates - eliminating manual juggling and overbooking. Automated workflows - contactless entry/exit, QR codes, license-plate recognition, and digital payment - streamline operations, reduce staffing needs, and cut costs. Parking management software simplifies processes and reduces friction at the gates. For customers, parking reservation software means convenience, predictability, and control. Drivers can reserve parking months, days, or hours in advance - ideal for airports, events, or downtown garages. Offering add-ons like EV charging, valet, or premium spots becomes effortless, generating extra revenue streams. Driving Revenue, Efficiency, and Satisfaction Operators using a parking reservation system have seen a 28% revenue increase, 15% cost reduction, and a 40% jump in online reservations within six months. Consolidated management across multiple lots reduces customer-service calls, cuts congestion, and improves satisfaction. The Future is Digital As parking demand grows, traditional methods can’t keep up. Modern parking software and parking management software are inexpensive, easy to install, and deliver immediate results. Upgrading to a parking reservation system provides faster booking, better utilization, higher profitability, and happier customers - transforming parking operations for the 21st century. David Sparks is the Chief Marketing Officer for Space Genius. David can be reached at dsparks@spacegenius.com.

Is the curb for parking, deliveries, valet, ride-share, taxis, horse and buggy, or buses?   If I had been asked this question over 20 years ago, I would have said it was for parking and generating revenue to help pay for infrastructure improvements to drive economic growth. But today, the answer is all above! Our industry has changed so much over the decades due to many different needs. But what I do know is that the curb is at capacity! So, the big question becomes, how do we manage it? Today’s technology plays a major role in helping us manage the curb.   I remember what a big deal it was to put solar pay stations on the street that allowed me to remove 12- 14 single space mechanical meters.  But looking at the technology today, you can place a sign with a QR code and that will lead the customer to platform to pay for parking by using the phone.   You do not really need anything else!  Nashville has been spending the past year working on a technology platform that manages the curb - all uses of the curb! This program is called Connect Downtown.  From the study, we set goals for a safe and comfortable downtown, one that’s connected and convenient, focuses on equitable and accessible, meets sustainable and resilient needs, is vibrant and inviting but balanced and reliable.   Wow, that is a lot to deliver to the community.  We are accomplishing this with five (5) big moves.   The first big move is managing congestion.   We are upgrading our signals to real time to manage special events, people and safety of all modes.  The next one is improved safety.  Being a vision zero county, we are making our roadway network safer for people.  Move three (3) is prioritizing our transit for better service and reliability throughout the region.  Building complete street networks with connected walking paths, bikeways, and micro mobility options for first and last miles is the fourth big move.  And the last big move, maximizing the curb by flexing the use based on needs, creating passenger loading or service unloading zones for deliveries, rideshares, taxis and AVs. Do not forget to include local businesses’ needs, venues and their modes of transporting people.  But mostly, make sure you address everything for your residents.  They are the foundation of everything that’s planned.   In the last year, we have added over one hundred and forty-five (145) bike and scooter corrals.  We’ve piloted a transit lane designed for special events that’s allowed for improving the time of exiting from the downtown Hub by over 50%.   We’ve established additional unloading zones that are flexed at 4 PM to 4 AM for ridesharing, taxi, etc and did a ridezone pilot that improved the traffic flow.  We’ve also organized the parking system for the curb, so that we have technology providing turns for businesses.  And now we are working closely with the community on the technology platform for managing the curb, similar to parking.  Technology is allowing us to advance and optimize how the city manages the curb, and we’re transforming how our downtown operates — making life easier for residents and business owners Diana W. Alarcon, PTMP, is the Director for Nashville Department of Transportation & Multimodal Infrastructure. Diana can be reached at diana.alarcon@nashville.gov.

We received so many great responses to the December 2025 question that we wanted to share them all!

Every legislative cycle brings forward new ideas about how cities should manage parking, mobility, and the public realm. Most proposals are well-intentioned. Some even sound appealing at first glance. But every so often, a bill emerges that deserves the parking industry’s full attention because its implications reach far beyond the curb. Florida’s House Bill 323 is one of those bills. On the surface, HB 323 appears consumer-friendly: refunding unused parking time, extending grace periods before enforcement, and prohibiting certain uses of public property for paid parking. But underneath that simple narrative lies a much more complex reality that affects revenue stability, technology systems, curb management, university operations, and long-standing public and private partnerships. And this is not the first time we have seen an idea like this circulate. A few years ago, a similar concept surfaced in Iowa that proposed refunds for unused parking time or the ability for leftover minutes to automatically transfer to the next vehicle using the same space. The idea resonated with the public but unraveled quickly once cities, universities, and parking professionals explained the operational and fiscal consequences. The bill ultimately died before advancing. The lesson was clear:  Parking policy may seem simple from the outside, but the operational ecosystem behind it is anything but. In Iowa, the proposal collided with the realities of modern parking systems such as pay-by-plate technologies, LPR enforcement, turnover management, and the financial responsibilities that support local services. Refund mandates and time-transfer requirements introduced accounting complications, revenue instability, and enforcement challenges that could not be resolved with current infrastructure. The industry spoke up, and policymakers listened. Florida now faces a similar moment of decision, and the stakes are even higher. HB 323 extends beyond refunds and leftover minutes. It introduces statewide enforcement delays and eliminates many forms of public and private collaboration on public property. These collaborations support downtowns, campuses, tourism districts, and event venues across the state. The national parking community should care deeply about these conversations, even if the legislation is not in your state. What happens in one large state sets precedent for others. Bills spread. Ideas resurface. Once policy narratives take hold without industry input, they are difficult to unwind. This is the moment for parking and mobility professionals to engage rather than react. We are the practitioners who understand how these systems actually function.  We are the ones who see the downstream effects on safety, turnover, economic development, and municipal budgeting.  We are the ones who bridge technology, compliance, public expectation, and financial stewardship every day. If we want better policy outcomes, we must be part of shaping the conversation early. So here is the call to action: Stay informed. Track legislation in your state that touches the curb, parking enforcement, or public and private partnerships. Educate policymakers. Many lawmakers simply do not understand how operationally complex parking systems are, and they should not be expected to without our help. Share lessons learned. Iowa’s experience matters. Florida’s debate matters. Each gives us insight into how to frame the discussion constructively. Advocate proactively. Reach out before decisions are made. Once a narrative is set, it is far harder to change. Parking is not a passive industry. It shapes how cities move, grow, and thrive. Legislation that affects parking ultimately affects communities. Whether or not HB 323 passes, the conversation it sparks is an opportunity for our industry to show up, share expertise, and ensure that future policies strengthen mobility rather than disrupt it. Now is the time to engage. Brooke Krieger is a Regional Sales Director for Arrive. Brooke can be reached at brooke.krieger@arrive.com.

It has been said that adults do not need to be taught what to think they should be taught, but rather how to think.  How does this apply to the parking and mobility industry?  My answer would be significantly!  We all employ adults, whether part-time or full-time, that need to be onboarded and be expected to work independently.  Often these are the very people that make the difference between out one star and five-star ratings. Adults should be approached in a different way than children and we manage parking considerations for adults.  When we are onboarding new employees, we often don't take the concept of education into account.  We tend to think about training.  This approach may have worked well when most parking was  gate controlled and paid for in cash.  Today's parking patron expects so much more.  Not only do they expect a wide variety of services and payment options, but they also expect the people servicing them will have a higher level of technological understanding.  The industry continues to evolve to more reliance on technology. Managers would be wise to invest some time in their orientation programs.  Standing in front of a group of new employees and asking them to recite facts or memorize policy manuals.  I suggest that the social experiences that an employee has encountered allow them to observe other students' attitudes toward information and successfully emulate good practices through dialogue and observation. We are really in business for two reasons, customer service and problem solving.  As professionals, we (and our staff) need to be good at both. I will continue this discussion in my next blog. Scott Rohde, PECP, PTMP,  is the Director of Public Safety for Wesleyan Office of Public Safety. Scott can be reached at srohde@wesleyan.edu.

To build or not to build a parking deck? Or is the real question, do perspectives need to shift? It’s easy to say, “Build a deck! This will solve all of our parking problems!” and many times, this is the solution that frustrated students give. The question of building a parking deck has come up at our university many times over the years. I have a stack of plans that never came to fruition that I inherited. The last attempt to build a deck was in the spring of 2020. We were in the process of awarding the bid when campus closed due to COVID-19. Financial concerns and enrollment uncertainty scraped those plans, but the question of whether we will build a parking deck continues to come up. We recently received this question from our student senate in a transportation advisory committee meeting. Our university is a suburban campus with a robust public transportation option as well as ample parking on the perimeter of campus and in remote lots. We have plenty of parking spaces for everyone; we just don’t have everyone’s ideal parking area. Parking in these areas requires people to take another method of transportation, whether it’s biking, walking or taking public transportation to reach their destination. This requires a shift in perspective for many people that are not familiar with public transportation or are used to parking close to where they need to be. We explained to the student senate the costs associated with parking decks and how that would directly impact permit prices. We also explained that there is ample parking, so justifying the cost of building a deck and in turn raising permit prices is counterproductive and not fiscally responsible.

For decades, cities have relied on parking fines as static tools—anchored in tradition more than purpose. Yet as transportation networks grow more complex and streets become riskier, this status-quo approach is failing both residents and policymakers. It’s time to rethink how fines are structured so they not only influence behavior, but do so fairly and strategically. Today, fine schedules often apply harsh penalties to low-risk administrative violations while underpricing high-risk behaviors—like blocking fire hydrants—that endanger the public. This mismatch erodes trust, especially when lower-income residents face disproportionate financial hardship for infractions with minimal social impact. When penalties feel arbitrary, they are perceived less as tools for safety and more as regressive taxes. Data shows that deterrence hinges not just on penalty dollar value, but on its relevance—how well it aligns with risk, compliance value, and community context. Cities that recalibrate fines to reflect both severity and neighborhood realities can improve equity and collections while encouraging safer streets. Prioritizing smarter fine design, proportionality, and targeted enforcement could allow cities to shift away from blanket forgiveness programs—which require administrative lift without addressing root causes. Tools like dynamic pricing, location-based fines, and income-sensitive penalties can help cities strike the balance between fairness and impact. Some jurisdictions have already begun to reform fine structures: New York and Los Angeles are exploring income-based and data-driven fine optimization, respectively, while Chicago recently capped penalties for administrative violations. These efforts signal a growing recognition that fines should reinforce social value, not perpetuate inequity. By grounding enforcement in community impact, equity, and measurable outcomes, cities can treat fines as meaningful policy levers—not punishment. Matt Darst is the Head of Professional Services for Trellint, a Modaxo Company. Matt can be reached at matt.darst@trellint.com.

When we talk about equity in our industry, the conversation often stops at financial support. But “Equity Beyond Capital” challenges us to go further. It reminds me that true inclusion is about access, mentorship, and shared knowledge, things that can’t always be measured in dollars. I’ve seen firsthand how transformational it can be when someone takes the time to guide a small or diverse supplier through the process, explaining how funding works, what lenders look for, or simply helping them navigate contracts and certifications. That kind of support doesn’t just help one company succeed; it strengthens our entire industry. As leaders, we have a responsibility to make space for others to learn and grow. Sharing what we know, our templates, lessons learned, and even our mistakes, create a ripple effect that reaches far beyond one project or partnership. Equity also means creating a sense of belonging. When smaller firms are included in conversations, planning, and innovation, we gain new perspectives that push us all forward. Inclusion is not a charitable act; it’s a strategy for sustainability and innovation. I believe our industry’s future depends on how well we nurture relationships, mentor emerging businesses, and build systems that value knowledge as much as capital. Because when more voices are heard and more people are empowered, we all rise together. Susan Cole is the Founder and CEO of Cole Ticket Solutions (CTS). Susan can be reached at susan@coletickets.com.