Blogs

Artificial intelligence is rapidly changing industries around the world, and parking is no exception. For decades, parking operators primarily relied on historical experience and manual observation to make operational decisions. Today, advanced data systems and artificial intelligence are giving operators the ability to understand parking demand in real time and anticipate what may happen next.

Parking and mobility systems have never had more data at their fingertips: real-time dashboards, occupancy sensors, license plate recognition, payment platforms, and mobility feeds. Yet many organizations still face the same challenges: curb congestion, underutilized facilities, staffing misalignment, and unpredictable event-day operations.

The September/October Ask the Experts question generated so many strong responses that not all could be included in one place...

Leontyne Green-Sykes, former Chief People Officer at Wayfair and COO/CMO at IKEA US, shared insights on authentic leadership as an introvert. She discussed balancing professional growth with staying true to one's natural style, distinguishing between "performing" and "stretching." Green-Sykes emphasized that both introverted and extroverted leadership styles are valuable and highlighted strategies such as providing pre-meeting context, allowing reflection time, and creating inclusive environments where different personalities can thrive. She concluded by encouraging participants to identify ways to stretch their leadership style while remaining authentic.

Parking has traditionally been viewed as a necessary part of the transportation journey—something drivers had to deal with before reaching their actual destination. Today, that perception is changing rapidly.

The way parking agencies approach technology is evolving. Not long ago, RFPs typically solved one problem at a time: pay stations, permit software, citation management, enforcement equipment. Today, agencies are asking a broader question. Instead of "What product do we need?" parking leaders are increasingly asking, "How do we modernize our entire operation?" What were once standalone technology purchases are becoming larger modernization initiatives, considering customer experience, data visibility, compliance, and integration as one strategy.

Before he built parking technology, Sean Glavin spent nine years in the Army, including six as a Green Beret with the 5th Special Forces Group, the Army's elite unconventional warfare unit. Green Berets deploy in small teams into ambiguous, high-stakes situations where decisions must be made with incomplete information. He came away with one conviction that outlasted the uniform: Nothing is ever finished; it is either being improved or neglected.

Parking is often one of the first and last points of interaction people have with a city. At the Hartford Parking Authority (HPA), we shared a commitment to doing our part to make that impression positive, even as we worked toward larger strategic goals. Together, we focused on something we could accomplish quickly and affordably while creating the greatest possible value for the community.

On October 13, IPMI’s Planning, Design, & Construction (PDC) Committee will host an interactive roundtable examining lessons learned from the deterioration of existing parking structures—not simply to understand what went wrong, but to consider how those lessons can improve the way parking facilities are designed, constructed, monitored, maintained, repaired, and adapted for the future.

In this Learning Lab, Trellint explored how parking and mobility agencies are shifting away from traditional "rip-and-replace" technology projects and toward open ecosystem strategies. Rather than replacing entire platforms, agencies are increasingly integrating specialized technologies that work together while preserving existing investments.

If you work in university parking and transportation, you quickly learn that parking is rarely just about parking. Our departments serve a remarkably diverse group of people—students, faculty, staff, medical professionals, visitors, contractors, administrators, and other university departments. Each group has different needs, expectations, and priorities. Trying to balance those needs can make parking operations one of the more challenging areas of a university to manage.

I am relatively new to my role directing parking and transit services at Kent State University, and, as you can expect, I’ve had some challenges and lessons along the way. I’ve found it both cathartic and beneficial to reflect on the challenges and lessons learned since stepping into leadership in this industry. I’ve learned how much of a collaborator I truly am and how this has helped me to be a better leader. I’ve dealt with the strain of not being fully staffed and struggling to remain operational while also trying to manage burnout for myself and my staff. Finally, dealing with the politics of parking has challenged me and spurred me to grow as a leader.