Tag Archives: IPMI

Out of Danger

Parking & Mobility cover, November 2019 issueIt’s a scenario heard too often:Just doing his or her job, a parking enforcement officer is screamed at, threatened, berated, chased down, or, in a worst case, attacked by an irate driver with a weapon. Nobody likes getting a parking citation, but sometimes people get so angry that the situation blows up out of control. And few PEOs are trained to effectively defuse a bad situation, much less defend themselves without making things worse.

Richard Dollhoph, manager of parking enforcement for the City of Milwaukee, Wisc., is a former police lieutenant and knows full well the dangers faced by PEOs–and the limitations of what they knew to do to react. Rather than wait for another bad situation, he reached out to Vistelar, which has partnered with IPMI to offer unique staff training that teaches deescalation and, for that worst-case scenario, physical self defense and escape techniques. Since then, his reports of violence toward parking officers have plummeted and his people are much more confident about doing their jobs and staying safe.

The IPMI partnership and Vistelar training are explained in the November issue of Parking & Mobility magazine, including what’s taught, how it’s taught, and how parking officers can be trained no matter where they are to calm a bad situation before it spirals out of control, and get out should that happen. Read the whole story and get the details here.

More to Give

By Shawn Conrad, CAE

When I graduated from college, I was eager to find a job, earn a paycheck, and see what opportunities might lie ahead. It had to be the right company and the right career, because I knew I would be there a long time; my father and his four brothers worked for one company an average of 35+ years. They set the example of what I thought a career was.

On the first day of my new job, I was introduced to Richard, who said something that has stuck with me since that day. He told me he had 14 years, three months, and 21 days left until he could retire. This was how he greeted a new staff member. I thought it was odd at the time, but the more I thought about that statement, the more I realized that he probably spent the better part of his day counting down the time until he could stop working. Truth is, after getting to know him better, I believe he stopped working full-time long before he made that statement.

Fast-forward 38 years and four “careers” later, I am reminded of Richard but in a completely different way. A few weeks ago, IPMI closed our Call for Volunteers–volunteers who share their expertise and passion to better their industry. A groundswell of parking and mobility professionals checked the box of a committee or project they were eager to work on. What amazed me was that the list included many people in the beginning phases of their careers, but a strong number were seasoned professionals in the latter parts of their careers. By the look of things, they still had more to give, more to share, and a desire to learn more from their peers. They certainly were not counting down the hours to their retirement. For that and more, we are grateful.

Shawn Conrad, CAE, is IPMI’s CEO.

Leading Mobility

By Bridgette Brady, CAPP

MOBILITY HAS ALWAYS BEEN a part of our lives. Howev­er, the recent and swift evolution of interconnectivity, mobility-as-a-service, curb management, and so many other holistic approaches to transforming the facilita­tion of movement means the industry needs to pause and understand its foundation. As with any paradigm shift, understanding what we know now—the foundation of existing ­conditions—is critical.

At its core, mobility is about people, not a marketplace for mobility goods. Of course, the market provides the options in which to serve various mobility needs, but it is paramount we remember the human element belongs at the beginning of the process as we visualize mobility impacts.

Mobility Leaders

If mobility is about people, it is also about the need for strong, adaptable leaders at every level. In a recent constructive and in-depth conversation with a cus­tomer base group, I was enlightened by a comment. A very astute individual with a distinctly different background in infor­mation science remarked that it appeared that our jobs as leaders in the mobility space isn’t as much about vehicles or the reductions thereof, but rather about change management.

What does the leader of mobility change look like to both internal and ex­ternal customers? How does this leader help the foundation of mobility—people—maneuver the swiftly evolving changes of opportunities and challenges in their needs to get where they want or need to be? Here are a few ideas:

  • Use data-driven processes to quantify the benefits and opportunities that will occur with the implementation of new mobility initiatives.
  • Use case studies as examples to identi­fy the intended outcomes and change associated with new mobility invest­ments, identifying relatable real-world examples.
  • Use open and continuous communi­cation to support change by helping people along at their pace, which will help them adapt more naturally.


Leading Change

Change-capable leadership requires the ability to influence and enthuse, in addi­tion to the ability to make knowledge­able, data-based, and strategic decisions. It isn’t surprising that communication is at the top of the list of essentials to be­ing a successful leader of change. A few opportunities for communication in the change-management realm:

  • Internal program workshops to discuss the intentions of changing mobility and how to educate customers and end users.
  • Community-driven outreach focused at educating users how mobility deci­sions can improve commute, access, and movement.
  • On-the-ground conversations aimed at promoting use of alternate mobil­ity options and enabling better daily decision-making.

What is different from strictly strate­gic leadership is not only explaining the “what” but also explaining the “why.” Collaboration in many forms is necessary, most importantly with engaging employ­ees early in the decision-making process. Change-capable leaders will need the courage to commit to the “why” and perhaps stretch outside of their comfort zones.

Getting There

IPMI has a wonderful start on developing leaders in the industry with its Leader­ship Summit and various trainings aimed at developing the leaders of tomorrow’s parking and mobility industry. The as­sociation has also been arming leaders with knowledge and resources from the formation of the organization. A few examples of IPMI’s industry-leading resources include:

  • “A Guide to Parking,” the first textbook for the parking and transportation industry, which provides the foundation for greater mobility research (parking-mobility.org/textbook).
  • Cutting-edge education on trends and tech that are trans­forming and disrupting the industry, including specific resources and best practices shaping curb management (­parking-mobility.org/education).
  • Unique partnerships designed to expand and grow our shared knowledge and expertise, such as our relationships with the Alliance for Parking Data Standards, the U.S. Green Building Council, the Transportation Research Board, and multiple uni­versity relationships, to foster new research.



After much conversation with IPMI’s strategic partners about preparing for the future, it’s clear that a resounding understand­ing that reliance on research and reputable resources must be a foundation to advance the profession. As industry leaders in parking, transportation, and mobility, it’s incumbent upon us to help drive change in a meaningful way, using our understand­ing of parking and mobility to help our customers, employees, and colleagues make decisions that improve their lives and the environment around them. As change leaders, we should be prepared to:

  1. Lead by example, making decisions related to the intersection between parking and mobility that influence a better tomor­row and promote a more balanced transportation system.
  2. Focus on the people who are influenced by mobility decisions and help them understand the importance of change and the positive benefits of their decisions.
  3. Use data and real information to define change and influence decision-making.
  4. Create strong and open communication plans to help educate our constituents and promote change.
  5. Lean on IPMI to help develop supportive research and metrics to drive change and support industry growth.


Read the article here.

BRIDGETTE BRADY, CAPP, is senior director of transportation and delivery services at Cornell University and co-chair of the IPMI Research Committee. She can be reached at bb635@cornell.edu.


Are You an Only at Work?


We can always learn from other people. I was blessed to find a mentor in my early days as a young marketing coordinator in Philadelphia. I interviewed with her, and even though I didn’t take the job, I made a lifelong friend, mentor, and confidant.  (Leaving out names to protect the innocent, and selfishly, make sure she always has time for me!)

This story reminded me of my experience. Although I don’t know what it’s like to be a young woman of color in an almost all-male environment, I do keenly remember being a young woman in the architecture, engineering, and construction (A/E/C) industry. I found my mentor(s), and then I found a tribe in the marketing world–by joining a chapter and an association for marketing in the A/E/C world. Marketers (like parking, transportation, and mobility professionals) may be in position as “lone wolves”–they don’t always have a team or a staff to back them up or brainstorm with. That extended work family became my greatest resource at that point in my career. When I transitioned from straight up A/E to the parking industry, it made beautiful sense to jump right into our association, IPMI. Encouraged to be active in the organization, I jumped right into whatever I could, and I gained far more than I can ever say I contributed.

At IPMI we aim to bring you the greatest member benefit possible–access to an engaged, educated, and friendly community of professionals who GET you. That happens at Conference, it happens every day on the Forum, it happens on Facebook, it happens through volunteering and sharing your experience, and a million other ways.

So come on, friends, jump on in. Find your mentor, find your tribe (and if you aren’t sure where to start, send me a note!).

Rachel  Yoka, CAPP, LEED AP BD+C, WELL AP, is IPMI’s vice president of program development.


The 2018 IPMI Leadership Summit Educates and Entertains

DENVER, COLO., WAS THE PLACE FOR PARKING AND MOBILITY professionals to be in October, when IPMI’s second Leadership Summit brought together a fantastic group for professional development, net­working, and fun.

Small by design, the Leadership Summit saw 100 professionals from all career stages gather together to learn and make important connections during sessions and social events and the opportunity to ask questions and learn during topic-specific Knowledge and Networking Hubs. Keynoter Josh Allison from THINK CAFÉ offered a thought-provoking talk about sustain­able strategies for leaders to survive and thrive in the workplace. Sessions ranged from mitigating conflict through email, to employee engagement, to maintaining balance, to ethical leadership, with more around every corner.

Summit attendees also enjoyed getting to know each other and making valuable network connections during a variety of events. Team-building lunch hours, a game night (complete with gi­ant Jenga), a fun and relaxed welcome reception, and the chance to update their photos with professional head­shots were all hits.

Many thanks to this year’s Leader­ship Summit sponsors: Marlyn Group, T2, ParkMobile, Parkhub, Parksmart, Curbway, TimHaahs, Premium Park­ing, Southland Printing, Toledo Ticket, and Flowbird.

Ready to experience the Leadership Summit yourself? Save the date: Octo­ber 3–4, 2019, in Pittsburgh, Pa., for 100 industry professionals. We can’t wait!

Read the article here.

Welcome to IPMI

New name reflects interconnectedness of parking, transportation, and mobility industries and expanded role of parking and parking professionals

The world’s largest association of parking professionals, formerly known as the International Parking Institute (IPI), has changed its name to the International Parking & Mobility Institute (IPMI). The change reflects the interconnected, choice-driven network that now encompasses parking, transportation, and mobility.

The decision was made by the Board of Directors at a meeting in Denver yesterday.

As the results of IPI’s 2018 Emerging Trends in Parking survey revealed, there has been a major shift in the past decade that has blurred the distinctions between the industries. The explosive growth of ride-hailing/transportation network companies such as Uber and Lyft, car- and bike-sharing, and effective mass-transit systems, coupled with the growing consciousness of environmentally friendly choices and sustainability, have transformed the way we get around.

More than 90 percent of those surveyed feel that “parking and transportation or mobility professionals” is a more apt description of their jobs, which today encompass such tasks as curb management, alternative commuting methods, data collection, and much more.

“Our broadened name signifies changes in the industry and what is happening in the larger sphere, where mobility is emerging as a more inclusive term for the expanding role of parking professionals,” says IPMI CEO Shawn Conrad, CAE. “We feel the new name provides an umbrella that incorporates parking and mobility and thus will better serve our members by ensuring future opportunities for growth.”

IPMI’s monthly magazine, The Parking Professional, will be renamed Momentum beginning in January 2019. Some changes will be phased in. Although the organization’s current website and email addresses will continue to function for some time, the new internet address will be parking-mobility.org, and staff email addresses will change to the domain parking-mobility.org. Its current governance structure, staff, and contacts will remain the same.