Tag Archives: events

Don’t Go It Alone! The Benefits of Attending Events as a Team

By Rita Pagan, DES

During the past few years, online conferences have gained traction as an alternative or add-on to in-person professional conferences when budgets are limited. With the onset of Coronavirus, virtual events have become the norm for now. I believe we’ll move into 2021 with hybrid events that allow people to attend events within their budgets.
Attending an event as a team allows you to divide and conquer, cover more topics and share your session takeaways later. Here are a few things teams can benefit from when attending an event together:

  • Increase Your Team Expertise & Knowledge. The ability to attend more tracks and sessions allows your team to fill their calendars with live-streamed sessions as well as recorded presentations later.
  • Enthusiasm. The real value of attending an event with your team can’t be measured in a statistic. You’ll see the value in how it permeates your entire team culture, as your staff not only bonds during the event, but also brings fresh ideas to the meeting room “table” for weeks, months, and years to come.
  • Idea Generation. Schedule time with internal teams for retrospectives and follow-up working sessions to translate their virtual event experience into takeaways and action items.

“Great things in business are never done by one person; they are done by a team of people.” — Steve Jobs

Register your team of five for IPMI’s upcoming Mobility & Innovation Summit for as little as $40 per person! Ask us how at events@parking-mobility.org.

Rita Pagan, DES, is IPMI’s events and exhibits manager.

IPMI Webinar: Teleworking: An Alternate Mobility Mode. Presented by Perry H. Eggleston, CAPP & Ramon Zavala University of California at Davis.

Teleworking: An Alternate Mobility Mode

Perry H. Eggleston, CAPP, DPA; Executive Director for Transportation Services; University of California at Davis

Ramon Zavala, Transportation Demand Manager, UC Davis Transportation Services

Register here for this webinar.

Or purchase the entire 2021 professional development series bundle.


Rahm Emanuel said, “You never let a serious crisis go to waste. And what I mean by that it’s an opportunity to do things you think you could not do before.”

Last year brought discussions of campus closures, telelearning, and teleworking. Within a week, these discussions were reality. When the awareness that this COVID thing would last longer than a few weeks, we started to look at how the lull could be used to keep the momentum of teleworking going as a demand-reduction tool.

To address all the issues for making teleworking an ongoing mobility strategy, we created a telework committee. Stakeholders from human resources, technology, safety and ergonomics, employee/union relations, communications, and finance. Transportation Services coordinates the committee, which will address the physical, legal, supervisory, and training issues and keep teleworking a viable mobility option into the future.

Attendees will:

  • Illustrate how teleworking is a mobility advantage.
  • Recognize the institutional needs of a teleworking program.
  • Detail best practices and measure the effectiveness of amnesty and relief programs for constituents and revenue recovery efforts.

Offers 1 CAPP Credit towards application or recertification.


Presenters:

Perry H. Eggleston, CAPP, DPA; Executive Director for Transportation Services; UC Davis Transportation Services

Perry Eggleston, CAPP, DPA, has more than 25 years’ experience developing, refining, and implementing mobility programs as an officer, supervisor, manager, director, consultant, and executive director. In his career, he has served organizations in California, Kentucky, New Jersey, and Texas. He is an active member of the IPMI and California Public Parking Association.

Ramon Zavala, Transportation Demand Manager, UC Davis Transportation Services

Ramon Zavala holds a bachelor’s degree in criminology from UC Irvine, where he began his work in transportation demand management. After seven years with UCI’s Transportation department, he transferred to UC Davis’ Transportation Services, where he manages the TDM program, transit relations, and overseeing the overseeing the bicycle program.

 

Register here.

 

 

 

 

Dude, Where’s My Wallet?

By Chris Elliston

The events industry has begun to crawl back to life and venues are reopening their doors to the public. Sports teams, entertainment and recreation sites, and universities have been busy pivoting processes to offer a safe return. As fans and guests start to revisit these familiar grounds, one personal item will likely be less prevalent: a traditional wallet.

Prior to COVID-19, consumers and businesses had a good grasp of the available technology even if they didn’t incorporate it into their own processes. The pandemic ushered in a newfound urgency to adopt contactless payment to safeguard the our and others’ well-being and sustain our businesses.

According to a recent PYMNTS and PayPal survey, six in 10 consumers say merchants that do not offer digital payment options in stores will not get their business. A Mastercard study reported that 79 percent of consumers worldwide are using some form of contactless payment in light of the pandemic, and contactless transactions around the globe rose 40 percent in the first quarter.

Savvy professionals are eager to support contactless transactions at all stages of the customer journey. Through technology, they will not only provide more sanitary processes but also create more efficient ones. In the background, technology companies are collaborating to deliver a more seamless, integrated experience.

Parking is often the first experience a customer has at a destination, so it’s critical that the parking industry works together to create a safe and satisfactory impression. At venues across the U.S., fans and guests can make purchases using a mobile wallet hosted on a team or venue app. In one place, they can secure a ticket and a parking pass, order concessions, and stock up on merchandise before or during an event. No paper to handle. No cash required. No line. On the operations side, it makes sense, too. No cash to manage. Safer, slicker processes, and ultimately happier customers.

This is just the beginning. The pandemic has proved consumers of all ages are willing to try something new. In this case, a trial by fire led to a universal convenience. When technology’s end goal is to serve the consumer better (perhaps even better than they can even imagine) adoption is really quite simple. Moreover, it is a timely opportunity for us as an industry to future-proof operations, understand parking customers, and cater to their growing needs with actionable data.  It’s about transforming to fast, reliable, easy-to-use technology. And your guests are ready for it.

The knee-jerk reaction of “Where’s my wallet?” will pass. We’ll forget the leather accessory that once seemed to make all things possible. If new tools serve us better, we will adapt. And it looks like we’re well on our way.

Chris Elliston is SVP enterprise with ParkHub Inc.

Airport ShopTalk

IPI Airport ShopTalk | Parking Revenues – Threats and Solutions

With the incoming arrival of several new innovations in transportation, it is crucial to begin preparing for the impact these changes will have on parking revenues at airports. We will discuss the foreseeable (short­­ and long term) threats and solutions related to autonomous vehicles,  online booking reservation systems, pricing, data requirements and parking systems, to name a few. The discussion will be facilitated by Edmonton International Airport’s Director of parking and ground transportation, Brett Bain. IPI is pleased to announce that each participant will be eligible for one CAPP point upon completion of this online event. Register today to secure your space at this exciting session where attendees advance their own knowledge, contribute to the airport parking industry, and connect with industry peers and leaders.

  • Technology
  • Autonomous Vehicles
  • Parking Systems
  • Airport ShopTalk

Wed, Feb 22, 2017 12:00 PM to 1:00 PM EST

Please join us from your computer, tablet or smartphone.
https://global.gotomeeting.com/join/221189709

You can also dial in using your phone.
United States: +1 (646) 749-3131

Access Code: 221-189-709

First GoToMeeting? Try a test session: http://help.citrix.com/getready

COVID-19 Information Clearinghouse: Events and Education

Read all the COVID-19 Information Events & Education postings here.

To search all resources by keyword, search the Resource Library.

Submit Postings Here

 

 

A SOARING SUCCESS

A SOARING SUCCESS

Passengers and staff enjoy a state-of-the-art new parking structure at Dallas/Fort Worth (DFW) International Airport

Dallas/Fort Worth International Airport’s Terminal E Enhanced Parking Structure (EPS) project is a complete update and replacement of existing parking facilities. The new structure was designed to bring aesthetic improvements to an aging infrastructure and increase parking availability, while improving both the overall experience of passengers and operational efficiency of the airlines. Substantial renovations and improvements inside the terminal have been scheduled to accompany the two-year phased EPS project. With a record 64 million passengers in 2015 and a track record for exemplary customer service, the airport challenged project planners to maintain terminal operations and passenger flow during construction.

The project goals were:

  • Provide passengers with a modern and rewarding travel experience. Replace two aging, low-clearance, dimly lit garages with one large, well-lit, and efficient modern parking structure.
  • Utilize the latest parking technology to improve terminal operational efficiency.
  • Optimize passengers’ time spent searching for available parking.
  • Create a safe public space through the use of lighting, technology, and a fire protection system that’s easily accessible to DFW emergency personnel.
  • Minimize impact to terminal operations and passenger flow during construction.

Challenges and Solutions
The first challenge faced was limited site access with public traffic operating on all four sides of the construction site, 24 hours a day, seven days per week. Solutions implemented were:

  • Round-the-clock demolition and haul-off, with work adjacent to roadways occurring during a three-hour nightshift window.
  • Use of soil nail wall excavations to prevent public roadway closures.
  • Off-site staging and just-in-time delivery of materials.
  • Tower cranes with the capacity to reach over adjoining roadways and pick materials from off-site yard and off-load trucks directly from the active roadway shoulder.
  • Extensive traffic control planning, including coordination with multiple contractors and airport departments involved in separate terminal renovation projects to properly prepare for thousands of deliveries, crane lifts, and concrete pours while minimizing disturbance to public traffic.

The project required extensive site soil conditioning to bring subgrade to acceptable building standards, including:

  • Removal and remediation of old asbestos-containing drainage piping.
  • Electrochemical soil injection of native clays over 130,000 square feet to a depth of 10 feet.
  • Import, spread, and compaction of more than 20,000 cubic yards of special-fill material.

The project incorporated phased construction and owner occupancy orchestrated with interior terminal improvements, including matching aesthetics/architectural features of adjoining scopes of work. Completion of the first half (Phase 1) of the EPS was concurrent with terminal renovations of corresponding airline gates served by Phase 1 parking area. This ensured that passengers could still park adjacent to their active terminal gates.Phase 1 turnover resulted in increased parking revenue generated mid-project for DFW International Airport during construction of Phase 2. This netted a 12-month head start on parking revenue for the owner.

Innovative Practices
The new garage is state-of-the-art and features multiple innovative features and practices, including a double-helix access ramp between levels. A challenging structural element to construct, the helix access ramp system has proven to be one of the most efficient design features of the EPS. Comprised of two five-story, cast-in-place, post-tensioned concrete ramps that intertwine (one for ascending traffic and one for descending traffic), the helix structure is essentially a series of three-dimensional traffic circles, with vehicles yielding to ramp traffic at each level before entering the helix to access another level of the EPS. This design limits the vertical pathway for vehicles to a much smaller footprint than conventional parking garage ramps that often run the entire length of the garage and have a tendency to get backed up as vehicles attempt to make hairpin turns at switchback locations. The use of the helix system ensures a steady flow of passenger traffic and eliminates traffic jams within the EPS.

The EPS features a parking guidance system that assists passengers in quickly identifying and navigating to available parking spaces after entering the garage. A collaborative network of overhead indicator lights and digital signage directs vehicles to the closest available space (including standard, one-hour, and accessible parking).

As soon as vehicles enter the parking garage, drivers are met with a large digital sign providing accurate and to-the-second counts of available parking spaces on every level of the garage. Within seconds of entering, drivers know whether they should travel to a different level of the garage to find a spot. As vehicles move through the garage, additional digital signs, posted at drive aisle intersections, provide counts of available spaces down each row of parking. Once a vehicle has been directed to a row, its driver can use the overhead LEDs to determine the precise location of an available space.

Each parking space has on overhead sensor that determines if a space is occupied or available. In addition, an LED light is located over each space (at the tail end, adjacent to the drive aisle, so as to be visible to anyone peeking down a row) that switches from green (available) to red (occupied) when activated by the overhead sensor. This provides an extremely efficient tool for passengers to find an open spot and get on with their travels.

One of the most exciting applications of the parking guidance system is the ability to use data collected from the overhead sensors and EPS capacity counts to enhance operational efficiency inside the terminal. A feedback loop between the PGS sensors and passenger ticketing kiosks inside the terminal can assist airlines and the Transportation Security Administration by predicting staffing requirements.

A Unique Partnership
DFW International Airport partnered with the North Texas Tollway Authority to equip the airport with overhead and turnstile tolling to charge passengers for daily parking at various terminals. Implemented in late 2013, this system utilizes two plazas—one each at the north and south end of the airport—that act as access gates to the entire airport facility. Passengers take a ticket on the way in or have their TollTag scanned overhead as they pass through the parking plaza.

Once inside the airport, passengers can park in any terminal parking facility they choose. This appears to be a convenient way to pay for parking, but the ingenuity behind the system is much more subtle. When it comes time for passengers to leave the airport, they are able to pull directly out of any of the terminal parking garages, merge with traffic, and exit through either the north or south parking plaza using the overhead or turnstile payment. This means passengers aren’t getting clogged up attempting to exit a parking garage by inserting tickets and credit cards, which is a frequent issue with parking facilities on large campuses with high parking turnover rates. Instead, the point of transaction is moved to the plazas, which have upwards of 18 exit lanes each. The result is a flawless and efficient movement of passengers in and out of the airport’s parking structures.

MIKE ULDRICH, is a project director with McCarthy Building Companies, Inc. He can be reached at muldrich@mccarthy.com  

TPP-2016-10-A Soaring Success

 

UP TO SPEED

UP TO SPEED

Garage designers are embracing new door designs, for good reason.

As parking professionals know, during the past several decades parking structures have become a major design consideration for architects. Though many facilities are freestanding, a large number of parking garages are attached to buildings in urban areas, the suburbs, or exurbia, prompting designers to give these structures more style.

One iconic example is the 65-story Bertrand Goldberg–designed Marina City Towers in Chicago, Ill., shown in the opening to the 1970s “The Bob Newhart Show.” The building’s 19 floors of exposed spiral parking are clearly visible and integrated into the building’s twin cylindrical design.

For some time, parking structures were seen as minimal stand-alone buildings without human, aesthetic, or integrative considerations, giving parking a poor public perception and frequently disrupting the existing urban fabric. Today, however, many architects, engineers,and planners envision and construct far more attractive facilities that integrate structures better with their surroundings and serve the needs of their users.

The idea behind attaching a parking structure to a building is to provide convenience and security to tenants, employees, and visitors. Though not all buildings offer valet parking—an amenity of the Marina City Towers—an increasing number of parking structures are installing high-speed doors to improve security and convenience and to take advantage of other benefits these doors offer.

Today’s imaginative designs include attention to the doors that provide vehicle access to the building. While barrier gates are common for controlling access to a parking structure, building management for security and sustainability purposes are increasingly considering solid-panel doors, whose speed can fulfill both missions.

In today’s fast-paced world, everyone expects to move faster, and this includes when people want to get in and out of parking structures through the doorway. To hurry people along, high-speed metal slat doors and fabric panel doors are replacing slow solid-panel and rolling-grill doors. Though slower versions are still in use because of their lower cost, designers are discovering the advantages of high-performance, high-speed doors.

High-speed doors can open up to five times faster than conventional doors—some models as fast as 100 inches per second. This speed can have significant effect on a number of parking structure access issues.

Security
Parking structures can be more vulnerable to crime than other sorts of buildings. Their low foot-traffic areas, cars, pillars, and recessed areas provide hiding places and offer temptation for those with crime on their mind.

Garage entrance piggybacking can be a problem, enabling intruders to slip into the building behind an authorized vehicle. A slowly operating door adds to the temptation. The longer the door takes to close, the bigger the window of opportunity for unauthorized entrance. Slow doors can be open for many seconds after an authorized vehicle has passed.

Depending on the speed of an entering vehicle and the size of the opening, a high-speed door can be open for just seconds. When the vehicle is clear of the doorway, the building is completely secure. Many high-speed solid panel doors have latching mechanisms at the bottom for an extra measure of security.

Jim Zemski, principal with ZCA Residential, says, “Our firm recommends high-speed overhead doors on all of our urban/residential multifamily garages. This dictates that a high level of security is provided, which is solved by the rapid speed that prevents piggybacking and unauthorized pedestrians from entering the secure garage.”

Sustainability
In Northern-tier states and Canada, a number of attached parking structures provide heating during cold months. At an area of 8 by 10 feet or larger, the doorway provides an ample hole in the wall for air infiltration and costly energy loss. Both parking door speed and design can significantly reduce energy costs. A recent study conducted by the Door and Access Systems Manufacturers Association found that high-speed doors that are accessed frequently would save more energy than heavily insulated doors operating at slower speeds. By cycling in brief seconds, high-speed doors can significantly reduce the loss of heated air.

Once closed, high-speed doors tightly seal the doorway. Doors with anodized aluminum slats have a rubber membrane that covers the connecting hinges; together with a rubber weather seal, this keeps out the elements. This protection combines the seals around the full perimeter of the door, including the door guides that fully enclose the panel’s vertical edges, brush gaskets along the header, and floor-hugging gaskets on the bottom.

Convenience
Americans are always racing to beat the clock, especially in recent years as more demands are placed on their time. People hate to wait to pick up a morning coffee or to get into a parking facility. For people in a hurry, waiting for a slow door to open so they can get into or out of a garage can seem like an eternity. The slow-moving doors at workplace parking facilities can translate into decreased employee productivity. High-speed doors convey a respect for drivers’ time, which adds to the satisfaction with the facility and the business, building owner, or institution associated with it.

Maintenance
Door speed has a significant effect on the door’s useful life and repair costs. The slow speed of conventional doors invites collisions because impatient drivers can rush through the half-opened doorway and clip the bottom of a door that’s not yet fully open. These accidents can
take a door out of action, and worse, damage the car, leading to a very unhappy tenant.

At 60 inches per second or faster, a high-speed dooris too fast for a vehicle to catch up with. At facilities where a driver uses a keypad code and a security card for doorway access, the door is generally fully opened beforethe driver’s foot moves from brake pedal to gas pedal.

Though most high-speed parking garage doors have rigid slats, some facilities are using fabric-panel doors. The fabric-panel doors used at the GID Sovereign at Regent Square project, according to Robert Tullis, vice president and director of design for GID Development, “offer easy repair if they should ever get hit and knocked out of their tracks.”

He notes that his facility maintenance staff can put the fabric doors back in service by simply opening and closing the door, which rethreads the door into its guides. There is no need to call the door repair company, and there are no bent parts to replace. Advanced door controller technology and variable frequency drives on newer doors generate an energyefficient speed curve for smooth motion, soft starting, and soft stopping. These controllers continuously monitor all door activity and cycles and have self-diagnostic capabilities to simplify troubleshooting.

Very few people give much thought to the doors as they enter a parking facility until something goes wrong, either from a security incident or poor door performance. According to Josh Landry with Gables Residential, a developer of high-end multi-unit complexes, “Doors on the parking facility are one of the many items that tenants and owners don’t necessarily think about, but they can be part of the overall positive experience for both tenants and customers.”

MICHAEL WATKINS is vice president of marketing with Rytec Corporation. He can be reached at mwatkins@rytecdoors.com  

TPP-2016-10-Up to Speed

 

Big Events Big Challenges

How sport safety and security are greatly enhanced by parking and now, by IPI.tpp-2016-05-big-events-big-challenges_page_1

SOME OF THE BIGGEST SPECIAL EVENTS IN THE WORLD HAPPEN IN SPORTS, and perhaps nowhere are there more people parking in a compact area at a single time. Sporting events bring unique security challenges, and many start right in the parking area.

The National Center for Spectator Sports Safety and Security (NCS4) at the University of Southern Mississippi supports the advancement of sports safety and security through training, professional development, academic programs, and research. The organization works with professional leagues, collegiate athletics, and professional associations, private firms, and government agencies to promote special-event security.

NCS4’s director, Lou Marciani, is the principal investigator in more than $9.4 million in externally funded grants through the  Mississippi Office of Homeland Security and U.S Department of Education. He has an extensive background in sports management, was executive director of two sports governing bodies for the U.S. Olympic Committee, and is an expert in sports event safety and security. He recently talked with The Parking Professional about security at sporting events and the critical role played by parking and IPI.

The Parking Professional: How did NCS4 get its start?
Lou Marciani: In 2005, faculty members initiated research in sport security. We began with grants from the Office of Mississippi Homeland Security and the U.S. Department of Homeland Security to study risk assessment, simulation modeling for evacuations, and training. As a result of our research, The National Center for Spectator Sports Safety and Security was established in 2006. The purpose of the national center is to support the advancement of sport safety and security through training, professional development, academic programs, and research. NCS4 collaborates with professional leagues, open-access events, intercollegiate and interscholastic athletics, along with professional associations, private-sector firms, and government agencies.

TPP: What are some of the safety concerns NCS4 has dealt with?
LM: Since 2006, we have worked with the sport industry assisting with their safety and security issues for stadiums, arenas, and outdoor events. The emphasis has been on terrorist activity. Research has indicated many common vulnerabilities in terrorist activities as well as all-hazard incidents. To protect facilities against threats and to mitigate the effect of an attack, we have been assisting sport organizations with the following countermeasures:

  • Planning and preparedness.
  • Personnel development and training.
  • Access control strategies.
  • Barrier protection.
  • Communication and notification.
  • Monitoring, surveillance, and inspection.
  • Infrastructure interdependencies.
  • Cybersecurity.
  • Incident response.

TPP: What obstacles do sports venue have to implementing certain safety solutions?
LM: The No. 1 obstacle is funding for physical security measures that include equipment, personnel, and procedures. In addition, educating administrations on the importance of enhancing security measures can be a challenge.

TPP: How has event safety evolved over the years?
LM: Event safety and security has evolved since 9/11. Providing a safe and secure environment is a priority for all stakeholders involved in delivering a sporting event. The increasing profile of sport and event properties has resulted in increased exposure to risks that affect spectators, participants, and other entities. High-profile sport events provide a perfect target for terrorists. It is important for sport managers responsible for safety and security planning to be able to detect, deter, respond to, and recover from a catastrophic incident, be it natural or man-made.

TPP: What effect does parking have in providing a safe environment at sporting events?
LM: Parking plays a much greater role today than in the past. We have seen a dramatic change in parking at sport centers. Both on the collegiate and professional levels, parking is a place for congregation before and after contests or events. We have witnessed an increase in tailgating that’s put additional importance on securing these parking lots. These congregations create additional safety and security issues such as alcohol, pedestrian/vehicular traffic, and ingress/egress issues.

TPP: What role can a parking professional have in providing a safe environment at sporting events?
LM: At most events, the parking attendant is the first person to greet the customer. In order to enhance the safety and security for customers, it’s very important to have good perimeter protection. Thanks to a new collaboration, the sports industry has an opportunity to reach out to the International Parking Institute. The entire sports industry will benefit from IPI’s members, manufacturers, and suppliers of products and equipment, as well as professional planners and consultants, architects, and engineers to provide insight into creating more enhanced safe environments.

TPP: What do you hope will come from a relationship with IPI?
LM: With major sporting events bringing together tens of thousands of spectators in a confined space, security challenges can be daunting. NCS4 has developed industryleading programs to ensure high levels of security at such events, while IPI’s members, manufacturers and suppliers of products and equipment, as well as professional planners and consultants, architects, and engineers, continuously strive to provide safe environments for their customers. We hope to address the unique security challenges through information sharing, support of each other’s programs, and interaction between the organizations’ respective members.

NCS4 and IPI members share the common goal of protecting spectators and employees at sport centers from crime and terrorist attack. Both organizations are committed to developing clear channels of communication between their members that will educate to mitigate risk and to enhance response. We hope to promote collaboration between the organizations to address the unique security challenges facing sport centers.

TPP: Is training a core component of NCS4?
LM: Yes, NCS4 offers comprehensive sports safety and security training focused on building capabilities for multi-agency collaboration pertaining to risk management, incident management, evacuation training and exercise, and crisis management. The intact security teams from professional programs, intercollegiate, and interscholastic athletics, as well as open-access events, learn the concepts relative to planning, training and exercise, and recovery/business continuity through scenario-based training modules. Training is delivered by specialists from law enforcement, facility management, event management, emergency management, fire/hazmat, emergency medical/health services, and public relations.

TPP: Can a person earn a degree in sport safety and security?
LM: Yes. There is a master of business administration degree with an emphasis in sport security management program. As the only program of its kind in the U.S., the University of Southern Mississippi College of Business and the NCS4 are proud to offer this new program, designed for those who currently work (or aspire to work) in management or leadership positions in the sport safety and security industry in a face-to-face or online format.

Today, it is essential for individuals seeking top management positions in the sport security industry to possess the business knowledge needed to manage operations, including the ability to present a business case for return on investment for security and management solutions. By supplementing the MBA with an emphasis in sport security management, graduates will be able to differentiate themselves by gaining the standard principles of business in conjunction with real-world experience necessary for security practitioners.

TPP: Does NCS4 offer certifications?
LM: Yes, NCS4 offers certifications to ensure individuals responsible for the secure and safe
operations of sport venues have the adequate knowledge, skills, and abilities to successfully perform duties. NCS4 offers two certifications: Certified Sport Venue Staff (CSVS) and Certified Sport Security Professional (CSSP).

CSVS is designed for an organization’s front-line staff. The targeted roles are ushers, ticket takers, gate security, concession staff, retail associates, parking attendants, guest services, and cleaning attendants. The candidates receive fundamental basic and role-specific
competencies as well as background screening.

The CSSP certification program is designed to establish standardized competencies among individuals holding leadership positions in the sports security industry and to ensure that the most current techniques, strategies, and solutions are used to mitigate safety and security risks inherent to spectator sport venues. The CSSP certification focuses on advancing the sports safety and security industry by addressing the competency
requirements of current security professionals and those related professionals.

TPP: Does NCS4 offer risk management assessments?
LM: Yes, NCS4 offers a security management assessment process designed to promote a standardized methodology for security planning at sporting venues and events. The goal of Sport Event Security Aware (SESA) is to provide a tool to facilitate a comprehensive approach to security planning, management, and operations. A SESA designation recognizes organizations that have embarked on a process to provide a safe and secure facility/event environment based on research, current best practices, and lessons learned.

TPP: Tell us about NCS4’s National Sport Security Laboratory?
LM: The goals of the laboratory are to offer opportunism for security observation and practice; technology tests and experimentation; and investigations of feasible robust security solutions applicable to sports venue operations. The primary mission is to advance global sports security by serving as the epicenter for the enhancement of technology, training, and research.

TPP: What does NCS4 offer in other professional development areas?
LM: NCS4 works very closely with professional leagues, open-access events, intercollegiate and interscholastic athletics, and professional associations, private sector firms, and government agencies in providing a platform to gather knowledge, technology, and strategies to deal with today’s sports safety and security challenges and solutions.

On an annual basis, NCS4 sponsors the National Sports Safety and Security Conference. The conference is the gathering of top professionals in the field to provide a wholesome environment dedicated to security/safety technologies, products, services, and education for safeguarding the assets and spectators we are charged to protect.

The target audience consists of sports venue and event operators, managers, security and safety staff, first responders, and law enforcement. These are representatives from the following levels: professional leagues, intercollegiate athletics, interscholastic athletics, and marathon/endurance events.

NCS4 also conducts four Annual Summits: Intercollegiate Athletics, Interscholastic Athletics, Professional Sport Facilities, and Marathons. The main objective of these summits is to address the critical safety and security challenges facing these sport organizations that results in enhancing or modifying their current national safety
and security best practices.

TPP-2016-05-Big Events Big Challenges

Parking Safety by Design

by Khurshid Hoda

Crime prevention through environmental design boosts safety with relatively easy steps for both new builds and existing-structure retrofits.tpp-2016-05-parking-safety-by-design_page_1

SAFETY AND SECURITY are important aspects of operating a successful parking structure. Part of developing an effective parking structure includes helping ensure that design elements support a safe and secure environment for patrons and their vehicles. Promoting a safe and secure environment is important for the businesses within the facility and the future success of the parking facility.

If the facility should experience criminal activities, the negative effect on the business and its patrons can greatly damage the parking organization’s reputation. Once a negative impression is publicly released in the media, it is difficult to reverse its effect on the businesses and gain back the trust of parking patrons.

Parking facilities, especially multi-level structures, encompass large land areas but have a low activity level compared to the businesses they support. Typically, the building and the businesses within the building are where patrons congregate, and there is a small percentage of individuals in the parking facility compared to those inside the building. Although there are various factors to consider, such as location, parking facilities can often be at risk for “opportunity” crime, given the relatively low occupancy. A non-scientific review of crime data shows that among all types of real estate (excluding residential), parking facilities can be prone to larceny and violent crimes. The data also show that a majority of individuals assaulted in parking structures are women walking alone to their vehicles.

Inherent Challenges
There are some characteristics inherent in parking facilities that make ensuring safety and security for parking patrons and their vehicles a challenge. A criminal’s vehicle looks like nearly every other vehicle so it would likely not be noticed in a parking facility. Additionally, blind corners, sightline obstructions, and parked vehicles can provide a hiding place for a criminal and potentially block the lighting in the area where a criminal could hide.

Often, a parking patron’s ability to see and be seen is reduced because parking structures are partially or fully enclosed, elevated, have multiple levels, or include ramps that provide vehicular access to multiple floors of the facility. Although there is no one perfect solution when determining how to address the security of a parking structure, providing reasonable safety and security in the parking facility is in the best interest of the owner and the traveling public. Reasonable security measures will help to deter and prevent criminal activity.

For a security measure to be a deterrent, it has to have a psychological effect on a criminal. It should discourage potential criminals from committing a criminal act. Examples of deterrence are adequate lighting, closed-circuit TV (CCTV) monitoring, and signs posted indicating security patrols within and around the facility.

The opportunities for criminal activity in a parking facility can be significantly reduced by properly planning and implementing security measures in the design and construction of the parking facility. The security measures should seek to affect both the psyche of the criminal mind and the parking patron, as well as improve the physical conditions within the facility with proven security enhancements.

By Design
Incorporating security features in the design of a parking structure is one of the best examples of crime prevention through environmental design (CPTED). This approach deters criminals by making them feel trapped, out of place, exposed, and concerned that others inside and are many design elements that enhance the CPTED approach—we’ll discuss them shortly.

Any measure or technique not requiring human interaction or response, including lighting, glass-backed elevators, open or glass-enclosed stairs, etc., is defined as passive security. Passive security features also can be referred to as security-by-design. This approach refers to specific parking facility design elements, features, materials, and systems that can enhance the overall security of the facility without active human interaction. Passive security measures are cost-effective and last the life of the parking facility. If these measures are implemented and maintained well, they significantly contribute to patrons’ feeling of safety and comfort within the parking facility.

Based on input received from various owners, parking consultants, and this author’s experience, the following five passive security features have a significant positive effect on parking structure security:

1. Lighting Design. Parking and security consultants strongly agree that adequate and uniform lighting is the first line of defense and most effective deterrent against criminal activities in parking facilities. Several studies have been conducted by security experts that prove sufficient lighting has reduced crime in an area.

Eliminating dark areas deters crime, promotes enhanced user comfort, and improves the overall perception of safety. Ample lighting helps encourage safe movement of pedestrians and vehicles within the parking facility and improves internal wayfinding.

Lighting levels are generally not mandated by building codes, other than certain minimum levels required for emergency egress. The industry guidelines for parking facility lighting are established by the Illuminating Engineering Society of North America (IESNA). These guidelines are not legal building codes, but failure to comply with IESNA recommendations does carry significant liability risks.

For improved safety and increased customer security in parking facilities, it is suggested that these lighting levels be increased by 50 percent and motion-sensor controlled lighting be installed. The security experts agree that motion-sensor systems will further enhance patrons’ safety and reduce energy costs. In high-crime areas, some security experts suggest increasing the IESNA light levels by 100 percent. Of course, these suggestions are based on the understanding that the project budget could support the cost of higher light levels (first and operating and maintenance [O&M] costs). However, with advancements in energy-saving light fixtures and building management systems, it is expected the O&M costs would be significantly lower than those of older fixtures and systems.

Lighting fixtures should be paired in each parking bay. The paired-fixture approach improves lighting uniformity and provides a certain level of redundancy should a single lamp failure occur. Additionally, this will minimize shadows created by parked vehicles, as well as reduce the lighting glare in the drive aisles. The paired fixture approach is also beneficial if a CCTV system is used.

Staining ceiling and beams of parking facilities is a way of increasing reflectance of concrete surfaces, thus increasing overall brightness and improving overall parking environment. This approach also improves overall lighting uniformity because stained concrete uniformly reflects light on the driving surface. Staining or painting walls may encourage graffiti and will become a regular maintenance issue. Therefore, wall staining is not recommended.

2. Clear-Span Construction. Clear-span construction technique reduces the number of columns within the parking facility, creating an open environment, better visibility, and minimizing potential hiding places.

One of the factors that should be evaluated is the structural system. Structural beams in cast-in-place (CIP) systems are generally located at more than 25 feet apart. The wider span provides for a higher ceiling perception, which provides more open space, better lighting from fewer fixtures, and better visibility of signage. All these factors improve visibility, thus enhancing the safety of patrons and their vehicles.

3. Glass-backed elevators and open stairs. The more open and visible parking areas can be made, the better they are for passive security purposes. The theory behind this is that criminals are less likely to assault a parking patron in front of a clear glass window or open stairs than in an enclosed area. Therefore, it is recommended that parking structures have glass-backed elevators and open stairs.

4. Landscape design. Almost all parking structure projects include some level of landscape design. Inappropriate placement of shrubbery, hedges, and trees can restrict line of sight for pedestrian and vehicular traffic and may negatively affect parking safety and security. Therefore, landscaping should be kept low to the ground to minimize potential hiding places around the parking facility. It is important to properly maintain landscaping elements because if they are allowed to grow too tall, they may cause safety and security concerns.

5. Human activity. Legitimate human activity in any parking facility improves the safety and security of patrons and their vehicles. However, it is difficult to establish appropriate and legitimate human activity in a parking structure. To some extent, locating a parking office in a parking facility achieves this purpose. Additionally, providing pedestrian access to mixed-use elements (if available) through the parking structure, without sacrificing pedestrian safety, may also achieve human activity in parking structures. These features will assist in improving patron and vehicle safety.

Other Security Enhancements
Depending on the use and type of parking structures, the following measures may be implemented to further enhance parking security:

  • The addition of escalators (generally used in parking structures at airports and large malls) provides vertical movement for pedestrians with a high visibility, which is an excellent passive security feature inside a parking structure.
  • Security screens protect potential hiding places, such as areas below the first flight of stairs.
  • The addition of convex mirrors in elevator cabs allows patrons to see if anyone is hiding inside the cab before they enter.
  • Glass panels in stairwell doors improve visibility.
  • Curbs and wheel-stops should be minimized as they are potential trip hazards. For enhanced visibility, faces and tops of curbs/ wheel stops should be painted yellow.
  • Signs should not impede drivers’ vision or create hiding places for intruders.

The above discussion and suggestions are by no means a complete list of measures for all parking structures. For each parking structure, a site-specific safety and security evaluation should be conducted, and appropriate measures should be implemented including “active” security measures (if needed) during design and construction phases.

KHURSHID HODA is a parking practice builder with Kimley-Horn and Associates. He can be reached at khurshid.hoda@kimley-horn.com.

TPP-2016-05-Parking Safety by Design

More Than Acronyms

by Mark D. Napier, CAPP

Why parking professionals need to understand NIMS and ICS and what each can do in a disaster.tpp-2016-05-more-than-acronyms_page_1

It is important for all parking professionals to understand the basic tenants of the National Incident Management System (NIMS) and the Incident Command System (ICS). The fundamentals of each are relevant to the parking industry, and the implementation of NIMS or the activation of an ICS structure are not limited to large-scale crisis events such as terrorism or natural disasters.

The terms NIMS and ICS are often incorrectly used interchangeably. ICS is in fact a component of NIMS. So what does each do, and how are they relevant to parking professionals? Read on.

NIMS

The events of Sept. 11, 2001, and the hurricane seasons of 2004 and 2005 increased our awareness that we needed to focus on improving our emergency management, incident coordination, and our capabilities across a full spectrum of potential incidents. We needed to put in place a national framework to prevent and handle significant events that potentially involve cross-jurisdictional government resources and participation by many other stakeholders. NIMS arose out of that need and establishes a national-approach framework.

NIMS provides a systematic, proactive approach to guide departments and agencies at all levels of government and the private sector to work seamlessly to prevent, protect against, respond to, recover from, and mitigate the effects of incidents, regardless of cause, size, location, or complexity, to reduce the loss of life and property and harm to the environment. While it is true that perhaps only the federal government could design such a run-on sentence as a statement of purpose, we should find instructive what it indicates. NIMS’ intent is not to be limited only to government agencies and is not designed to be only reactive. NIMS also speaks to the need for multiple stakeholders to work together to reduce critical incidents and be able to effectively respond to them.

NIMS is comprised of four components that work together in a flexible and systematic manner:

1. Preparedness. This involves a host of activities conducted on an ongoing basis in advance of any potential incident—training, planning, establishing procedures, examining personnel qualifications, maintaining an inventory of equipment resources, and completing a scan of the environment to determine potential vulnerabilities. A parking professional should address at a minimum the following with respect to preparedness:

  • What are your total personnel resources?
  • Are your personnel ready to respond to a significant event?
  • Do you have an accurate inventory of your equipment resources?
  • Do you have up-to-date policies and procedures for handling significant events?
  • Have you conducted an assessment of potential vulnerabilities or other factors in the environment of your operation that could pose a threat (weather, nearby targets, etc.)?
  • Have you conducted exercises/drills to test your preparedness?

2. Communications and information management. Emergency management and incident response rely on the ability to communicate and access information systems. We need to assess in advance of an incident our capabilities with respect to this component. The significant error is to not consider the failure of systems during a significant event—it is probable that many of the systems relied upon during normal business would be dysfunctional. Consider what alternatives or potentials for redundancy might be available given a wide array of system compromises. The end result should be the development of reliable and scalable alternatives.

3. Resource management. This component involves two distinct facets: First, what are your current resources, and where are the gaps in what might be required to address a significant event? This includes both personnel and physical resources. Second, in a
significant event, how would resources be mobilized, tracked, and recovered? In a recent significant event, a parking operator felt comfortable that available cones and barricades were sufficient until he realized that there was no reliable system to transport them from a remote site to where they were needed. During Hurricane Katrina, dozens of New Orleans school buses sat in flooded parking lots after failing to be deployed to assist with evacuations.

4. Command and management. This component involves the ability to effectively and efficiently manage incidents through a standardized incident management structure—the Incident Command System (ICS). The preceding three steps should occur before an incident. This one ensures that we can appropriately respond when there is an incident.

5. Ongoing management and maintenance. We can think of this component as how we stay ready and prepared. Too often, we get excited about a new concept or program and then steadily lose interest over time. Unfortunately, this can lead to tragic results when we finally need to respond to significant event. We cannot look at NIMS as a one-and-done project. NIMS has to become a part of how we do business and something that is revisited and refreshed on a regular basis. This can be done through exercises, drills, refresher training, and effective debriefing of incidents when they occur. Another effective technique is reviewing critical events that happened in other locations, assessing how your operation would have responded under similar circumstances, and embracing a lessons-learned mindset.

Remember that the first three components are important. These are components that you must engage before an incident occurs. No matter how skilled you are at ICS or capable you might be with respect to command and management, you simply will fail if you have not paid attention to preparedness, communication and information management, and resource management ahead of an event.

There are tremendous resources and information under the “independent study” tab at training.fema.gov/is/. They are free of charge and content-rich.

ICS
There is a huge misconception in our industry that ICS only applies to first responders and extremely large crisis events. This is simply not the case. The parking professional needs to understand the fundamentals of ICS for two reasons: Our operations might be affected by the implementation of ICS during a significant event. Parking operations are not located in the middle of empty cornfields. Parking exists in congested areas, central business districts, college campuses, airports, and around critical infrastructure. All of these areas are prime locations for producing significant events.

There is also a great likelihood that parking operations will become part of the implementation of ICS activation. A knowledgeable parking professional can be an asset to handling the event instead of an uninformed bystander, or worse, an impediment to operations.

ICS as a structure is scalable and adaptable to address events from the relatively small to the catastrophic and highly relevant to the unique structure of parking. Using ICS for every incident, planned or unplanned, helps hone and maintain the skills needed for addressing large-scale and serious incidents.

Incident Command Structure
Structure and the integrity of structure are important elements to the successful implementation of ICS. For ICS implementation to lead to the successful handling of an incident, each member in the structure must understand his/her roles and responsibilities and have the discipline to stay within his or her confines. This often takes a much higher level of discipline than is present in our day-to-day operations and may be something many team members are entirely unaccustomed to.

The Incident Commander
When an incident spans only a single jurisdictional or operational area, there should be only one incident commander (IC). When an incident is so large as to span multiple jurisdictions or several operational areas, you might establish an incident management team (IMT) that is comprised of ICs from each jurisdiction or operational area. Most often, there will be a single IC who will assume responsibility over an incident, develop incident objectives, and serve as the central decision-maker for action plan implementation.

The IC should be the person with the greatest understanding of the incident, the incident environment, and the available resources. This person might also be selected based on training and supervisory/command abilities:

  • A command staff supporting the IC is comprised of a public information officer, a safety officer, and a liaison officer. The IC alone gives direction to his or her command staff.
  • The public information officer is responsible for interfacing with the media, public, and outside agencies with incident-related information.
  • The safety officer monitors the incident operations and notifies the IC of any health/safety issues that might affect incident personnel.
  • The liaison officer is the IC’s point of contact for representatives of other agencies and organizations that might support incident operations or be affected by them.

ICS General Staff
The operations section is responsible for carrying out the activities directed by the incident objectives at the direction of the IC. It does not freelance its activities. Any activity engaged in is at the expressed direction of the IC unless there exists an immediate unanticipated threat to life or property. The operations section may be subdivided to branches based on function or geographic disbursement.

The planning section is responsible for the collection and dissemination of incident situation information and intelligence to the IC. This section may compile status reports, display situation information, and prepare other documentation with input from the operations section chief for the IC. The planning section is further divided into support sections that report directly to the planning section chief:

  • Resources unit. Responsible for recording the status of resources committed to the incident. This unit also evaluates resources committed currently to the incident, the effects additional responding resources will have on the incident, and anticipated resource needs.
  • Situation unit. Responsible for the collection, organization, and analysis of incident status information and for analysis of the situation as it progresses.
  • Demobilization unit. Responsible for ensuring orderly, safe, and efficient demobilization of incident resources.
  • Documentation unit. Responsible for collecting, recording, and safeguarding all documents relevant to the incident.
  • Technical specialists. Personnel with special skills that can be used anywhere within the ICS organization.

The logistics section is responsible for all service support requirements needed to facilitate effective incident management. This section also provides facilities, transportation, supplies, equipment, and all other resources required to address the incident. In the activation of ICS, parking resources would most likely fall in the logistics section.

The logistics section is further divided into support sections:

  • Supply unit. Orders, receives, stores, and processes all incident-related resources, personnel, and supplies.
  • Ground support unit. Provides all ground transportation during an incident; also responsible for maintaining and supplying vehicles, keeping usage records, and developing incident traffic plans.
  • Facilities unit. Sets up, maintains, and demobilizes all facilities used in support of incident operations. The unit also provides facility maintenance and security services required to support incident operations.
  • Food unit. Determines food and water requirements, plans menus, orders food, provides cooking facilities, cooks, serves, maintains food service areas, and manages food security and safety concerns.
  • Communications unit. Major responsibilities include effective communications planning as well as acquiring, setting up, maintaining, and accounting for communications equipment.
  • Medical unit. Responsible for the effective and efficient provision of medical services to incident personnel.

The finance/administration section is only activated when the incident management is of such a scale as to require incident specific finance or administrative support.

ICS Implementation
It is easy to see that the ICS structure provides a comprehensive approach to handling significant incidents. However, to limit it to only those events is a lost opportunity to improve performance. How often have you approached a problem or challenge occurring in your parking operation to wonder if the right hand knows what the left hand is doing? ICS implementation clarifies roles and responsibilities while providing a structure that ensures coordination, communication, and a comprehensive approach. You need not implement every element of the ICS structure to derive significant benefit from it as a tool. Moreover, using it for smaller challenges or minor events is excellent practice for a major event.

Many forward-thinking parking professionals understand the power of ICS and do not wait for an incident or challenge to occur. They have regular tabletop exercises to simulate ICS implementation at a significant event. Some have gone as far as to have a topic presented for brief discussion at every weekly staff meeting. The more we practice with ICS, the more it becomes a part of how we operate and the more skilled we become at its implementation. Ideally, it should be second nature. You simply cannot wait until a significant event occurs and then hope for the best.

Additional ICS Considerations
Your parking operation may become part of the incident environment of an outside entity’s ICS activation. Being educated in ICS, you will better understand where your operation might fit in the incident environment and how decisions are made in the structure.

Recently, a large campus’ university police department got a call of a possible active shooter near the center of campus. Police activated ICS, and the IC decided that while the area search was conducted by operations, all personnel in the area should shelter in place. The supervisor of a parking garage in the area made the decision to open all the garage gates so people could escape the area. This interjected congestion into the area and caused people following the shelter-in-place order to believe there was a change and leave shelter. This could have led to tragic results. The parking professional needs to be aware of ICS and where decision-making resides during significant incidents.

A fundamental aspect of ICS implementation is the requirement for a debriefing. A debriefing allows us to reflect on performance and identify areas for improvement. Rank and organizational status must be left at the door for these to be effective. A debriefing should allow for very frank and direct conversations. The best of these can be incredibly uncomfortable. Remember, that practice does not make perfect; perfect practice makes perfect.

Finally, parking leadership should meet regularly with law enforcement and first responders in their area. We can be viewed as a valued partner because of the assets, both in terms of facilities and personnel, we can bring to an ICS activation. We should request to be included in exercises and drills. This connects us to the logistics section and identifies our resources under NIMS. We also will develop lines of communications and professional relationships that have meaningful value should we need assistance in addressing a significant event localized to our operations.

Back to NIMS
ICS is how we respond to incidents. NIMS is the global way we prepare for incidents, with ICS being one component thereof. Do not neglect the other components of NIMS.

We need to put the tools of NIMS and ICS in our toolbox but ensure they do not rust there. Conduct exercises and implement ICS on small events and for challenges that are more typical. When a major incident occurs, we should hope our people fall into the ICS structure with calm professional demeanor, without being prompting, and bring credit to our industry through competent incident resolution and valued collaboration with local first responders.

MARK D. NAPIER, CAPP, is associate director, parking and transportation services, at the
University of Arizona. He can be reached at mnapier@email.

TPP-2016-05-More than Acronyms