APO accreditation is more than an achievement—it’s a transformative journey. In this Accreditation Board Perspective, Chris Austin, PTMP, Director of Parking & Transportation Services for the University at Buffalo, tells us how the process fosters collaboration, expands professional knowledge, strengthens organizational culture, and builds lasting excellence. Discover why as an Accreditation Board member, Chris believes the journey itself can be every bit as valuable as earning the designation.
The Value of Accreditation: A Journey and a Destination
As a member of the Accreditation Board, I’ve had the privilege of seeing the accreditation process from multiple perspectives. Before going through the process myself, I viewed accreditation primarily as a validation of organizational excellence. While it certainly accomplishes that goal, I came away with a much deeper appreciation of its ability to educate, connect, and strengthen the people involved in the journey.
For the University at Buffalo, the APO designation process became an unexpected catalyst for collaboration and professional growth by bringing our team together in ways I hadn’t fully anticipated. The accreditation criteria required participation from individuals across departments and functional areas, creating opportunities for conversations that might not have otherwise occurred. Team members gained a deeper understanding of the work their colleagues perform every day and how those individual responsibilities contribute to the success of the organization as a whole.
That broader understanding is one of the program’s most valuable outcomes. In many organizations, it’s easy to become focused on the specific responsibilities of our own role. The APO process encourages participants to step back and view their operation through a much wider lens. By working through more than 100 criteria spanning 11 distinct topic areas, staff are exposed to disciplines and best practices that often fall outside their normal day-to-day duties.
Whether someone’s expertise lies in customer service, enforcement, maintenance, technology, finance, transportation demand management, sustainability, leadership or administration, the process creates an opportunity to better understand how all the pieces fit together. In many ways, accreditation serves as a comprehensive self-study of both an organization and the parking and mobility profession itself. Participants are challenged not only to document what they do, but also to understand why they do it and how their work aligns with industry standards and leading practices. That experience expands knowledge, broadens perspective, and helps staff develop a more holistic view of our industry and their role within it, which can pave the way for the creation of future best practices. It also sparks opportunities for mentorship, cross-functional learning, and leadership development that can continue well beyond the accreditation cycle.
Accreditation also provides significant external value. Organizations that achieve APO accreditation demonstrate a commitment to excellence, accountability, and continuous improvement. The designation implicitly lends credibility, reassuring stakeholders that the organization has undergone a rigorous review against established industry standards. The accreditation framework helps illustrate the breadth and complexity of what it takes to operate a successful parking and mobility program, much of which often occur behind the scenes and out of public view.
As an Accreditation Board member, I’m proud of the rigor and credibility the program represents. As a leader of a parking and mobility operation, however, I’ve come to value something even more: the way the process broadens perspectives, strengthens teams, and helps people understand and appreciate not only what they do, but how their work contributes to a larger mission. That’s an impact that lasts long after accreditation is achieved, and it’s why I believe the journey through APO can be every bit as valuable as the designation itself.