Tag Archives: innovation

Managing and Thriving Amid Disruption

Line drawing of man jumping over missing step in staircaseBy Brett Wood, CAPP, PE

The past 15 months have taught us many valuable lessons, including some aroudn increased awareness and adapting to change. Our industry has certainly managed this change in its own unique way, with parking and mobility programs implementing improvements that were rooted in being proactive and using policy, operations, technology, and service as a means of strengthening our communities and promoting wellness and accessibility without compromising safety.

As we leave the final stages of the pandemic and move into the full stages of recovery, the lessons learned from the pandemic era will serve us well as we encounter new and different disruptions along the way. From the immediate effects of changing commutes to the longer-term impacts of climate change and a transportation system shifting to autonomy and shared-fleet services, our industry will continue to face disruption. And the last year has proven we don’t really know what’s in store for us.

At next week’s virtual IPMI Mobility and Innovation Summit, the IPMI Research & Innovation Task Force has assembled a panel of parking and mobility professionals who are facing immediate and long-term disruptions head on and moving their communities forward with transformational projects, pilots, and policy changes:

  • Jeff Petry from Eugene, Ore., is implementing community-based changes to promote equity in the community and support re-opening efforts.
  • Phil Garcia of Facebook is preparing the campus for a return to work with innovative practices to support changing commutes.
  • Perry Eggleston, CAPP, DPA, of UC Davis is implementing a new payment structure rooted in transportation demand management and flexible options for changing commutes.

We hope you’ll join us for the Summit and this particular discussion on Wednesday June 30, at 4:15 p.m. Eastern. And we hope you’ll continue to prepare yourself and your community for change in a positive way!

Brett Wood, CAPP, PE, is president of Wood Solutions Group.

The Global Automotive & Mobility Innovation Challenge

By Ben Wesley, CAPP

Since 2008, when SAE and the Michigan Innovation Alliance first partnered to become what is now the Global Automotive & Mobility Innovation Challenge (GAMIC), hundreds of technical, creative entrepreneurs have competed to earn exposure, commercialization services, and cash stipends. GAMIC is “a challenge to see if early start-up companies have what it takes to get their businesses to the next level.” “Award winners and finalists have gone on to sign OEM / Tier I contracts; enter serial production; reach licensing, ink strategic partnership or research agreements; and/or raise millions in investment capital.”

This year was my first attendance of the virtual GAMIC Event and I was impressed. The judges are prestigious and the competitors share brief investor pitch decks during the course of the six-hour event. The problems were often quite complex and the technology was even more so.

These four winners were deemed to have the most polished presentations, with solutions being the most viable and nearest to go-to-market stage (Descriptions are largely in their own words.):

  • KUHMUTE: A universal charging infrastructure for micro-mobility, able to park & charge shared and personally owned versions of any e-scooter, e-bike, delivery robot, wheelchair, and more.
  • ReJoule: Fast battery diagnostics enable a more accurate measurement of the battery’s health. As batteries power more of our cars and buildings, more advanced diagnostics help bring battery costs down and accelerate electrification.
  • Monk AI: AI software solution. The company uses computer vision and deep learning techniques to detect damages, evaluate the condition of a car, and assess the cost of repair.
  • Biolive: produces and sells bioplastic granules from olive seed waste used in the electronics and automotive industry.

I recommend keeping an eye out for these winners and the Annual GAMIC!

Ben Wesley, CAPP, is market president, Nashville, with Premium Parking.

October 20, 2021 IPMI Webinar: How U.S. Cities Can Learn from Smart City Innovations in Europe. Presented by David Parker, Cleverciti.


View webinar description, learning objectives, and speaker details, and register for free today. 

We have launched your new IPMI member portal.  Click here to login, reset your password, and register for these free trainings. If you have questions, or need assistance, please contact us here.

  • Member Rate: $35 per webinar, or $379 for the entire annual series.
  • Non-member rate: $85 per webinar.  Click the register link above to attend as a non-member.
  • Join today and find out more about member benefits here.
  • Offers one CAPP Credit towards application or certifications.  Learn more about CAPP today. 

Member News: Flowbird Unveils ‘Park & Sanitize’ Solution to Support Communities Emerging from COVID-19 Lockdown

Flowbird Group Park & SanitizeJune 26th, 2020

Moorestown, NJ —  Flowbird has launched a ‘no touch’ automatic hand sanitizer technology to help safeguard potentially millions of motorists and transport passengers around the world in conjunction with reduced COVID-19 lockdowns.

The company has developed ‘Park & Sanitize’ – a contactless hydroalcoholic gel dispenser that attaches to Flowbird parking pay stations and transport ticket vending machines and provides hand sanitizer on demand to help combat the risks associated with coronavirus. The system is automatically triggered once a transaction is complete and a sensor releases a pre-set dosage of gel when hands are placed underneath the unit.

Flowbird partners with more than 5,000 customers in 80 countries around the world, with over 100 million people interacting with the company’s mobility solutions every week. As such, Flowbird is ideally placed to support urban centers, university campuses, and parks locations with measures that will help citizens adapt to a post-lockdown environment.

“As lockdowns start to ease, urban authorities and operators will look to innovators such as Flowbird to help them reassure communities by making daily routines, such as parking a car or riding a bus, train, tram or ferry, as easy and safe as possible,” said Bertrand Barthelemy, Flowbird Group’s president.

“Park & Sanitize, it’s an innovation that will help cities and operators build confidence among people who need to travel for work, for family, or other reasons”, said Barthelemy.

Authorities will be able to monitor sanitizer volumes remotely through Flowbird’s back-office management system and replenish gel as needed.

Park & Sanitize aims to provide confidence for customers. The product, the first of its kind, is an important addition to the Flowbird portfolio, which also includes remote payment options for parking and travel, such as the Flowbird app or account-based ticketing.

Flowbird has been at the forefront of urban intelligence for more than 60 years, developing innovative and inclusive solutions to help towns and cities manage traffic flows, improve access to public transit and enhance the end-user experience. Each year, the company invests between 8% to 10% of revenue in research and development – Park & Sanitize is one of the latest examples of its commitment to value-added innovation.


Flowbird US Media Contact

Sean Renn – Vice President of Marketing & Communications


About Flowbird Group:

Flowbird Group is helping customers to push the boundaries of innovation in transportation hardware, software, sensor systems, machine-learning and AI, information security and mobile development.

Every week around the world, thanks to our pay stations, mobile applications and online services, we contribute to improving the living environment of our 100 million users by helping to reduce air pollution, optimize traffic, simplify payments and make cities more secure and economically dynamic.


2020 IPMI Professional Excellence Award – Innovation: David Wallace

David WallaceDavid Wallace

Parking & Transportation Services, University of Arizona

David Wallace has been with the University of Arizona Parking & Transportation Services for over three years. He started as a website designer and developer, updating internal and external webpages. As a senior website designer and developer, he has designed and developed several programs and apps for different parking section heads that have improved efficiency tremendously in a wide variety of areas. The apps have reduced the need for paperwork and redundancy, helping better serve customers.

Paperwork is no longer required when officers go out to assist customers. Instead, the app on the officers’ tablets allows customers to sign the consent form electronically. Officers can now do boots and tows and provide motor assist without carrying around all the paperwork that was once linked to those tasks.

Wallace also created a program that tracks the equipment employees check out. This is also on a tablet that requires filling out only a few fields. Wallace recently created a check-in/out form for special events employees. The program logs the time employees sign in so they can get to their stations faster. Plus, it cuts down on the congestion of 80–100 employees trying to log in at the same time.

Wallace created an online shuttle request form for the Cat Tran Shuttles rental, again eliminating paperwork and improving speed. Another project he created was a program that bills a hotel that uses one of the university garages for their guests. The program is based on a contract with the hotel that stipulates that it pays extra for any spaces its guests use over 50. The new program tracks the guests’ ins and outs and bills accordingly.

Beyond these new developments, Wallace has also created several dashboards for the different parking sections. One allows that section’s employees to go to one spot for all their announcements, training, time reporting, and operational documents. It includes a section for supervisors to post daily briefings and tasks for employees. The dashboard includes a report that list trends and other stats.

Wallace has taken every task he has been given and created and improved upon each one. He has illustrated that he can find creative solutions to solve problems. Furthermore, he’s always available to lend a hand to his co-workers and has excellent listening skills, which are critical as he works with co-workers and supervisors to come up with the best solutions to the problems they are trying to solve.

2020 IPMI Professional Excellence Award – Innovation: Jannette Benefee

Jannette_BenefeeJannette Benefee

Dallas/Fort Worth International Airport

Jannette Benefee is at the forefront of innovation through use of business intelligence tools and facilitating development of new business solutions. She led the Dallas/ Fort Worth (DFW) International Airport Transportation Business Unit (TBU) in two critical innovative efforts recently. The airport is partnering with the U.S. Department of Energy on the Advancing Transportation Hub Efficiency Using Novel Analytics project. The objective of this three-year study is to leverage mobility data to optimize efficiency and reduce the cost of both passenger and freight movement at and around transportation hubs. Benefee has worked closely with the National Renewable Energy Laboratory and Oak Ridge National Laboratory, providing input and ensuring that DFW provides accurate and applicable data to fit the needs of this project.

Benefee has also created and fostered the internal Transportation Business Intelligence (TBI) team, with the motto “Data that makes sense.” This team disseminates essential and usable data throughout the organization to optimize the customer experience and operational excellence. Collaborating with the DFW Information Technology Services business intelligence team, she has developed a custom training series that used actual parking information to enable trainees to internalize their training experience and expose them to reporting and data dashboards. This training created a group of “citizen analysts” consisting of staff at all levels and job descriptions. Each citizen analyst acts on behalf of his or her section to create data solutions and informational displays specific to the individual sections and provide section management the ability to quickly access information and identify trends.

During her first year on the job, she led TBU business intelligence efforts, collaborating with TBU leadership, IT, and finance to enhance and update the TBU business intelligence mobile dashboard and ensure the data integrity of its contents. This dashboard provides essential decision-making data to staff.

When a software update to the revenue control system created data gaps, Benefee identified the gaps and collaborated with IT to make corrections and re-map data tables and views. She also employed tactics to ensure the data needs of all sections of the TBU were addressed.

Benefee identified future data requirements and partnered with DFW IT to develop custom training for the parking and transportation team. Additionally, she collaborated with the TBU operations team to improve occupancy measurements and with DFW Intelligent Transportation System to build a mobile input screen to update and display lot occupancy information more efficiently. She also led the creation of a mobile app to display comparatives of DFW parking options and was able to resolve issues that prevented the curbside team from automating taxi dispatching and regulation.

IPMI News: IPMI Partners with City Tech to Launch the Millennium Gateway Innovation Lab

City Tech collaborative logoIPMI Partners with City Tech to Launch the Millennium Gateway Innovation Lab, a Cross-Sector Collaboration to Help Shape the Future of the Parking Industry

May 6, 2020

In partnership with the International Parking & Mobility Institute, City Tech Collaborative is launching a new Millennium Gateway Innovation Lab, a cross-sector consortium that will transform urban parking facilities – including Millennium Garages, which spans 3.8 million square feet beneath downtown Chicago – into testbeds to envision and implement new technology-enabled solutions and business models to help shape the future of the parking industry.

Founding Members of the Lab include Millennium GaragesSP+, and Arrive. As the world’s largest association of professionals in parking, transportation, and mobility, IPMI is a Strategic Partner to the effort.

The Millennium Gateway seeks to more fully integrate parking into the broader mobility landscape – including public transit, ride- and vehicle-sharing, electrification, and automation – as well as to explore innovative facility management, freight and logistics hub opportunities, and other creative space uses. City Tech will showcase the partnership at the IPMI Parking & Mobility Virtual Conference & Expo on June 1-2, 2020.

City Tech is an urban solutions accelerator that tackles problems too big for any single sector or organization to solve alone. The Millennium Gateway Innovation Lab is part of City Tech’s Advanced Mobility Initiative, which includes 25+ corporate, municipal, and civic partners working to create a more seamless, accessible, and far-reaching urban transportation systems. Learn more at CityTech.org.


About the Millennium Gateway Innovation Lab:

The Millennium Gateway Innovation Lab is a groundbreaking partnership to shape the future of the parking industry and urban mobility. As a consortium of asset owners, parking and mobility operators, technology providers, policymakers, and other thought leaders, Lab participants work to integrate parking more fully into urban transportation systems, develop tech-enabled solutions for smart infrastructure management, and cultivate value-added services and space uses.

The Lab is part of the Advanced Mobility Initiative at City Tech Collaborative, an urban solutions accelerator that tackles problems too big for any single sector or organization to solve alone.  Founding members and strategic partners of the Millennium Gateway Innovation Lab include Millennium Garages, SP+, Arrive, the National Parking Association, the International Parking & Mobility Institute, and the City of Chicago. Learn more at www.CityTech.org/Parking-Innovation.

Member News: ParkHelp Merges with Parking Sense, Expands Product Line

ParkHelp Logo(Porirua, New Zealand – 4/28/20) ParkHelp and Parking Sense, leading providers of parking guidance solutions, recently announced the merger of the two companies to create the world’s leading provider of parking sensors and guidance systems for indoor and outdoor parking lots and structures.

The new company, ParkHelp Technologies, has significantly expanded its reach and product lines, creating the widest and most unified range of parking sensors available to customers on the market today.

ParkHelp, a parking guidance system company and early pioneer in single-space parking sensors for both indoor and outdoor parking facilities, was founded in Barcelona, Spain in 2004 by Alexis Puig. Parking Sense, the newer of the two companies, disrupted the the parking industry by offering a cost-effective, comprehensive, and easy to install suite of intelligent parking solutions.

The combined entity of ParkHelp Technologies is expected to exceed 1 million spaces under management in 2020.

News of the merger follows the appointment of Ed Robinson as CEO and executive director earlier this year, as well as Matt Taub being appointed Executive Vice President of Sales. Both Robinson and Taub will continue in their respective roles under ParkHelp Technologies. Alexis Puig, ParkHelp’s founder and CEO, joins ParkHelp Technologies’ executive team as Founder and General Manager EMEA and LATAM, and leads the design of next generation hardware and connected systems.

“This merger has proven to be a tremendous cultural and technological match,” said ParkHelp Technologies CEO Ed Robinson. “We now have super accurate single-space sensors for covered and uncovered parking, from desert to snowy conditions.”

ParkHelp Technologies’ combined set of sensors, including ultrasonic indoor sensors, outdoor wireless sensors, and car counters, will be immediately available to all existing customers and position the company as the premier provider of parking guidance systems.

In addition, ParkHelp Technologies is planning a Q2 release an improved outdoor sensor and a next generation parking camera to address critical gaps in smart parking technology as well as upgrading all sensors with Bluetooth capabilities.

Moving forward, ParkHelp Technologies will continue to invest in the depth and breadth of its product line as they lead the disruption of the parking industry.

“The future of parking will be built on the back of a robust network of sensors and an integrated technology platform combined with superior customer service—and we are very excited to be joining forces to help lead this change,” said Alexis Puig, ParkHelp’s founder and CEO.

The parking industry is estimated to be worth between $11 and $20 billion in the US alone, yet the smart/automated parking segment is still in the early stages of growth, with some researchers projecting an aggressive 13.4% CAGR between 2019 and 2025. With new leadership in place and as a result of this strategic merger, ParkHelp Technologies is well positioned to lead the industry through an exciting period of innovation and growth.

About ParkHelp Technologies:

ParkHelp Technologies, the product of the 2019 merger of two international parking system companies – ParkHelp (Est. 2004 in Spain) & Parking Sense (Est. 2014 in New Zealand) – offers the widest and most unified range of parking sensors available on the market today.

Headquartered in New Zealand, ParkHelp Technologies has regional offices in Spain, Brazil and the United States, with 42 employees worldwide, and is currently partnering with 400+ customers, in 50+ countries and is expected to exceed 1 million spaces under management in 2020. For more information, visit http://www.parkhelp.com.


Looking Ahead: Moving Faster

The changing mobility ecosystem and its effects on the parking industry.

By Nathan Berry

THE TRANSPORTATION INDUSTRY has been transformed in the past few years, and 19-08 Looking Ahead: Moving Fasterinnovation shows no signs of slowing down. There are many new forms of transpor­tation, and citizens have dozens of options at their fingertips—public transit, electric scooters, dockless bikes, ride-hailing services, personal and shared vehicles—and autonomous vehicles are on the horizon. All of these modes are competing for valuable curb space, creating new challenges for cities to manage.
With all of these unprecedented changes and the As new modes of mobility are introduced, a new set fast pace of innovation, private companies, cities, and of challenges is forthcoming that expands beyond the universities are striving to stay on top of the trends traditional parking environment. Through conversa­and lead the industry by implementing more technolo-tions with city and mobility leaders, I have identified gy to improve and better manage their complex mobil-a few common themes organizations are trying to ad­ity ecosystems. dress as they strive to decrease congestion and create
more livable communities:

  • Managing the curb.
  • Collaborating among modes (parking, transit, micro-mobility, etc.).
  • Dealing with the introduction of scooters and dock-less bikes.
  • Leveraging technology for mobility management.

Curbside Management
In the past, parking departments have had a primary focus on managing the rates and rules for parking and making sure drivers had a way to pay. But changes in the industry now require parking leaders to think about the bigger picture and how their operations can better manage the curb. It is no longer just about on-street parking and the choice of paying with a meter or a mobile phone; today’s leaders are facing challenges with electric scooters crowding the sidewalk and ride-hailing vehicles stopping at the curb to pick up and drop off riders. To make cities more livable for their citizens and continue driving economic growth, city and parking leaders need a way to understand and manage their unique mobility ecosystems.
As cities make way for the future of mobility, it will be critical to consider autonomous vehicles and other innovations that will require digital systems for operations. Currently in many areas, the curb is managed offline as rules, rates, and regulations live on physical signage or on non-connected systems, which can lead to confusion for drivers and enforcement officers. As new modes of transportation use the curb, centralized digital man­agement is becoming a necessity. Cities can better understand what’s happening on their streets and make decisions to im­prove congestion and centralize the issuance and validation of access to the curb (parking rights, essentially) in order to make the city more livable, efficient, and equitable.

Coordinating this exchange of information, which often requires collaboration with private companies, requires the city to play a new role. To ensure access without stalling in­novation, municipalities have to start leveraging technology to centralize data across modes of transportation so they can make data-driven decisions about how to provide equitable transportation options.

One successful example of effective curbside management is a pilot program with Lyft in San Fran­cisco, Calif. Riders who requested a Lyft on Valencia Street—one of the busiest When cities and parking leaders areas in the city—were directed to a have more control, they can side street to meet their rides instead of manage a complex mobility
blocking the curb on the main street. As a result, average vehicle speed on Valencia
increased, improving the flow of traffic. This small behavior shift for each indi­vidual, amplified across the thousands of people using Lyft in this area, has creat­ed a larger positive outcome for the city.

Mix-modal Collaboration
With so many possibilities for getting around a city, citizens can use multiple modes of transportation to get from point A to point B, but they are forced to manage each mode separately. Agencies are recognizing this trend and shifting from mode-oriented to user-oriented services.
The shift to mix-modal is well-demonstrated by Miami-Dade’s Department of Transportation and Public Works in Florida. In 2016, Miami-Dade reorganized its entire trans­portation system under one umbrella agency to embrace the idea of mobility management and improve the transportation experience for citizens. More cities are considering a similar consolidation and approach as they understand that when parking, transit, and micro-mobility are managed collectively, it leads to more collaboration and provides a holistic view of mo­bility challenges and opportunities. With more data available, leaders can make better decisions for positive city outcomes.
We’re also seeing a convergence of transportation options that focus on the user journey, especially when it comes to first mile/last mile solutions. In April 2018, the Charlotte Area Transit System (CATS) in North Carolina, announced a partner­ship with Lyft to offer subsidized rides for users of its CATSPass app. Passengers who originate or terminate a trip at specific sta­tion locations receive a contribution toward their Lyft fare. With this partnership, CATS was able to increase public transit usage in the city by providing options to use multiple forms of trans­portation in a single journey, streamlining the user experience.

Scooters and Micro-mobility
In 2018, scooter companies dropped thousands of scooters in cit­ies across North America, creating great excitement and debate among citizens, city leaders, and mobility companies. With both Lime and Bird boasting more than 10 million scooter rides taken to date and the continued expansion into more cities in the U.S. and abroad, micro-mobility management has risen to the top of challenges that city and parking leaders face.
Many cities responded initially by implementing systems and rules intended to minimize disruption by limit­ing access to their curbs and streets. But by focusing on the challenges, cities risked missing the opportunity to incorporate new modes of transportation to make their cities more equitable and livable. In the subsequent months, cities have begun the process of building systems to co­ordinate fleets of micro-mobility vehicles, including the creation of data standards and data-sharing agreements with scooter pro­viders. As those initiatives mature, cities will need to use shared data to ensure the alignment of incentives between public and private sector participants.

Cities and micro-mobility companies have an interest in creating a system in which all parties—end-users, the city, and the micro-mobility companies—can benefit. With a shared data system that can help scooter companies balance supply and demand, citizens will have greater access to transportation op­tions, cities can better control and manage the scooters on their streets, and micro-mobility companies can optimize the number of vehicles available.

Leveraging Technology
The new innovations in our industry have the potential to posi­tively affect cities and their citizens, but the missing piece is of­ten having the right technology to implement desired solutions. Organizations are looking to implement technology that creates simpler and more efficient systems for drivers, enforcement officials, and city leaders, while providing unprecedented access to data about parking trends, behaviors, payments, enforcement officer routes, and more, all in real time. This information is the key to tackling broader city initiatives, such as ensuring equi­ty, reducing congestion, and fostering innovation, and allows transportation leaders to make data-driven decisions for better mobility management.

Parking and transportation leaders understand the impor­tance of technology, but there are many options to consider. The first step is to help leaders better understand mobility trends by leveraging technology to manage all forms of trans­portation in one place. A mobility platform is the solution, al­lowing cities to connect multiple mobility services (mobile pay for parking, digital permits, parking enforcement, meters, mi­cro-mobility, ride-hailing services, and more) in a centralized hub. Cities then have real-time access to data to help identify trends, make informed policy decisions, and effectively code the curb. The platform can also house information about rates, rules, and regulations, which can then be pushed out to all of the connected services.

With a more connected system, it becomes easier for cities to make adjustments, big and small, that will influence the daily decisions citizens make about how to travel throughout the city. When cities and parking leaders have more control, they can manage a complex mobility ecosystem and ultimately, provide a positive experience for their citizens and promote economic growth in a sustainable way.

The bottom line is that cities, universities, and agencies are facing many of the same challenges, regardless of their organi­zation’s size or location. Innovation is not slowing down, and the changes that will affect our industry this year and in the years to come are unknown, which is why there needs to be an estab­lished system of collaboration between private and public sec­tors. Private and public organizations will lead the way with new technology and developments, making it critical that the public sector has the tools necessary to keep up and stay on pace. With greater collaboration, organizations can share best practices that can help everyone be successful.

Read the article here.

NATHAN BERRY is regional sales director at Passport. He can be reached at nathan.berry@ passportinc.com.


The Parking Professional: Building Well

Strategies, linkages, and lessons for the parking, transportation and mobility industry.

2018-12 Building Well 18-12 Building Well


The United States Green Building Council (USGBC) and the Green Business Certification Institute (GBCI) administer multiple certification standards in addition to LEED standards. One of these standards will be familiar to our readers: Parksmart. The Parksmart program promotes sustainable and high-performing garages and parking garages through certification at multiple levels.

GBCI also administers certification and credentialing for a relatively new certification standard dedicated to promoting buildings that maximize the opportunities for both human health and environmental sustainability: the International WELL Building Institute™ (IWBI™).

Those familiar with the triple-bottom line of people, planet, and profit, will recognize the importance of human health and wellness in this concept. Our health and wellness intersect with the environments where we spend most of our time. LEED criteria address these concepts in many cases, examining air quality, lighting, comfort, and general environment through multiple strategies to improve our experience in residential, office, and other property types.

Over the course of a 30-year building lifecycle, personnel costs account for more than 90 percent of costs, dwarfing design and construction costs of 2 percent and operations and maintenance costs of 6 percent. No matter what industry, those numbers are telling—and addressing human health and wellness to the benefit of both individuals and organizations makes financial sense, as well as good stewardship of our most important asset—our people.

Fundamentals of the WELL Building Standard
WELL addresses buildings and the features that have impacts to human health and wellness. Given that we spend nearly 90 percent of our time indoors, the impact of the quality of our natural environment as well as the quality of our built environment cannot be understated.

The standard is an “independently verified, per­formance-based system for measuring, certifying and monitoring features of buildings that impact human health and well-being.” More than 100 features ad­dress areas including nutrition, fitness, mood, sleep patterns, productivity and performance. These fea­tures may deal with operations and design, of the im­pact to human behavior. Certification may be achieved at silver, gold, or platinum levels.
More than 100 million square feet have been reg­istered or WELL-certified, including projects in the U.S., Canada, Mexico, the UAE, Europe, and Australia. WELL is flexible across multiple building types and offers pilot programs for multifamily residential, edu­cation, retail, restaurant, and more.

The standard addresses seven concepts: air, wa­ter, nourishment, light, fitness, comfort, and mind. These concepts provide the top-level structure for the certification program. (For comparison pur­poses, Parksmart contains four primary categories: Management, Programs, Design and Technology, Innovation). In WELL, these seven concepts include more than features, which may be considered compa­rable to Parksmart measures. Each feature includes multiple parts that may be reviewed in the certification standard.

LEED or Parksmart
Both programs are initiated with registration through an online platform and applicants provide documenta­tion to substantiate features (or measures).
One key difference is that WELL requires perfor­mance verification, which is a series of onsite, post-­occupancy performance tests to monitor building per­formance after occupants have moved in. Certification is earned once the project has documented compliance with selected features and passed performance verifica­tion. A second key difference at this time is that recer­tification is required after three years to make sure that the building maintains the desired level of design, main­tenance, and operations. This is a critical step to ensure that buildings are functioning as they were designed to and that the desired behaviors of occupants match the planned outcomes, allowing operations to be recalibrat­ed if those results don’t match what is planned.

WELL breaks up certification standards into three primary groupings:

  • Core and Shell
  • New and Existing Interiors.
  • New and Existing Buildings.

The first two apply to different owner/tenant splits depending on how much of the building remains in the control of the building owner. New and Existing Buildings will be most familiar in the parking, trans­portation, and mobility industry, addressing the entire scope of design and construction, and some elements of operations.

Point Structure
Preconditions, which are known as prerequisites in LEED, must be achieved and may be considered non-negotiable. Similarities exist to IPMI’s Accredited Parking Organization (APO) program; the accredita­tion mandates that 25 required criteria are achieved as a baseline. Optimizations, known as measures in Parksmart, are selected and documented from a total of 59 available choices.

New and Existing Buildings must achieve 41 pre­conditions in the certification system for Silver Certifi­cation. The system includes 59 possible optimizations. Buildings that meet 40 percent of the applicable op­timizations earn Gold, and 80 percent earn Platinum. Pilot programs (including communities and multifam­ily residential and educational building types) offer similar point structures.

Preconditions in the New and Existing Building category include aspects such as air quality standards, construction pollution management, fundamental wa­ter quality, visual lighting design, interior fitness circu­lation, activity incentive programs, accessible design, post-occupancy surveys, and beauty and design.

Optimizations include air quality monitoring and feedback, water treatment, responsible food produc­tion, daylight modeling, exterior active design, physical activity spaces, and adaptable spaces, as well as inno­vation points.

Of the seven concepts in the system, the parking, trans­portation, and mobility industry may find the features provided in the fitness section most relevant. This concept supports the “integration of physical activity into everyday life by providing opportunities and sup­port for an active lifestyle and discouraging sedentary behaviors.” There are multiple linkages where as an industry we can apply WELL strategies, including:

  • Interior fitness circulation.
  • Activity incentive programs.
  • Exterior active design.
  • Physical activity spaces.
  • Active transportation support.

The next section addresses each of these five ele­ments and their potential adaption to our industry and its facilities.

Interior fitness circulation
This precondition addresses stair accessibility and pro­motion as well as design. One staircase in buildings with two to four floors should be accessible to building occu­pants and provide wayfinding and visual prompts and should be both clearly visible and within 25 feet of the primary entrance, lobby, or welcome area. Stair width must be 56 inches between handrails and or allowable by code. In addition, this addresses aesthetics; two of the following must be included: artwork, music, daylighting, view windows, designated lighting levels, or biophilic elements. (Biophilia, as defined by Wikipedia, is the in­herent human inclination to affiliate with nature.)

The design of staircases and related wayfinding is a natural fit for our parking and transportation facilities and may be simply applied to new designs. This con­cept can and should be extended to potential walking and biking trails to and from parking facilities to the desired destinations.

Stairwell exemplifies interior fitness circulation element through its daylighting and biophilic views.

Activity incentive programs
For this precondition, the project must implement two programs for all full-time employees (FTEs). Although not a comprehensive list, most relevant to our industry are tax-exempt payroll deductions relating to active transportation or mass transit or subsidies towards annual bicycle share membership.

The widespread adoption and promotion of transportation demand management (TDM) policies and programs in the parking and mobility industry relates directly to this feature. Please see page 34 for a detailed summary of TDM in this issue, or download the resource in the IPMI resource center at parking-mobility.org/resource-center.

Exterior active design
This optimization (to reiterate, these optimizations are potential, and not required), addresses pedestrian ame­nities, pedestrian promotion, and neighborhood connec­tivity. Pedestrian amenities include benches, clusters of movable furniture for outdoor seating, drinking fountains, or water stations. To promote active pedestrian circula­tion, elements include water features, plazas or open-air courtyards, gardens and landscaped elements, and public art. Neighborhood connectivity incorporates high Walk Scores® and additional diverse uses as identified by LEED BD+C within a half-mile.

Some of our members’ facility designs take these concepts to the next level; Park(ing) Day culminates in these expressions on an annual basis. The image on the next page showcases both exterior active design as well as other criteria addressed in this article.

Physical activity spaces
This optimization aims to promote physical activity through designated free indoor exercise space as well as external opportunities for exercise. External spaces must be complimentary and within a half-mile walking distance:

  • Green spaces/parks with playground features.
  • Workout station or fitness zone.
  • Trail network.
  • Accessible body of water or public swimming pool.
  • Gym or fitness center.
  • Recreational fields.

The more recent application of rooftop fields and similar spaces on parking facilities provides a terrific opportunity to place these facilities in close proximity to the building seeking WELL certification.

Active transportation support
The Centers for Disease Control defines active trans­portation as “any self-propelled, human-powered mode of transportation, such as walking or bicycling.” This optimization covers bicycle storage and support, addressing distances to the main entrance as well as bicycle maintenance tools and bicycle storage. Storage must be provided for at least five percent of regular building occupants, in addition to shorter-term storage for 2.5 percent of peak visitors. Post commute/fitness facilities are also addressed in this part, requiring both showers and lockers.  TDM programming, LEED, APO, and Parksmart di­rectly address active transportation support, especially in the form of bicycling facilities and bike-share.

Additional Considerations
One of the core concepts in the standard is Mind. This concept addresses the complex connection between mental health and building design. A building may be designed to support and reinforce a health mental state.

Beauty and design
This required precondition’s intent is “to thought­fully create unique and culturally-rich spaces.” More qualitative than quantitative in its approach, the proj­ect must contain features that promote human delight; celebration of culture, spirit, and place; and integration of public art.

Design in our buildings can use or mimic natural elements. This optimization addresses how to incor­porate nature through the development of a biophilia plan (environmental elements, lighting, and space layout), the incorporation of natural patterns, and op­portunities for interactions between people and nature both indoors and outdoors. An addition optimization addresses this concept further in the areas of outdoor biophilia (landscaped areas or accessible rooftop gar­dens) indoor biophilia (wall and potted plantings in interior spaces), and multiple water features.

This optimization covers charitable activities through the provision of paid time on or off the clock for vol­unteer opportunities, as well as financial contribu­tions. Our community is well-versed in the benefits of connection to charitable causes for both employees and patrons; The Parking Professional has featured the generous Donations for Citations and related program­ming showcased by our IPMI members; see p. 27 in the November 2017 issue for more.

The innovation concept allows for greater creativity and expansion of the WELL standard into the future. Both LEED and Parksmart offer innovation points to address aspects not covered in the current version of the standards. Innovation proposals may extend beyond the current requirements or thresholds, or con­tain a new concept.

Takeways and Next Steps
This overview of the WELL standard merely touches the concepts of human health and wellness, our built environment, and relevance to the parking, transpor­tation, and mobility industry. However, there are two key takeaways that we as an industry can utilize as a starting point.

1.Our human health is inextricably linked to our physical environment. As parking, transportation, and mobility professionals, we have the ability—and the opportunity—to make a massive impact on the health and wellness of our communities through our planning, design, operations, and programming.

2.The IPMI Accredited Parking Organization program, TDM, LEED, Parksmart, and WELL all pursue similar, related, and intertwined out­comes. High-performing buildings are sustainable. High-performing operations are profitable. Healthy, productive, and high-performing people are both. We should as an industry continue to explore these concepts and magnify these programs’ collective impacts together—to maximize our positive and profound impact on our individual communities.

Read the article here.

To find out more about WELL, visit wellcertified.com.

To jump in the fray and explore what these concepts mean for us in the future, contact me. I can’t wait to hear your feedback.

RACHEL YOKA, CAPP, LEED AP BD+C, is IPMI’s vice president for program development. She can be reached at  yoka@parking-mobility.org.