Impacting Transportation Equity
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May 1, 2024
Transportation equity requires understanding the needs of every person potentially
How do you plan and budget for creativity and innovation in your operations? What will you budget for in the next three-year cycle to drive progress, desired program outcomes, and greater efficiency?
Irma Henderson, CAPP
Director of Transportation Services
University of California, Riverside
“In a union environment, sometimes it’s about allowing employees to work on projects outside of their traditional scope of work. Instead of having a job description having “10% other duties as assigned”, define that 10% as “assists in the review of operations and services to identify efficiencies and integrate “best practices”; coordinates and/or participates in special projects and assignments, the scope of which may extend beyond day-to-day operations.” Now, the employee can be utilized for eight hours every two weeks to work on anything in your organization.”
David Parker
CEO
Cleverciti
“
We’ve worked closely with several of our clients to identify unique and creative innovations that optimize operations, enhance the customer experience, improve revenue growth, and assist in adapting to new trends and technologies. Valuable pilots and programs to consider include technology upgrades, sustainability and green initiatives, customer support programs, employee training, community engagement, and data analytics and insights. The USDOT SMART grant program has provided a great avenue for funding innovative parking strategies at scale to reduce congestion and emissions and improve quality of life.”
Andrew Stewart
Associate Director
University of California, Riverside
“
There are two elements I have found essential to creating an environment that fosters creativity. You need to plan and fund travel to conferences and trade shows for staff at all levels. Include time allowance in job descriptions that support cross-training and learning experiences for your staff. Don’t forget to listen to your staff and consider their ideas.”
Debbie Lollar, CAPP
Executive Director
Texas A&M University, College Station
“
We contracted to develop both a strategic plan and a mobility master plan to direct our spending and actions. Our implementation teams work with our executive leadership to prioritize projects so the associated costs can be incorporated into our budget. Many initiatives will consume part of our usual operating budget, but we have dedicated over $1M for new initiatives and have contracted to get help identifying and applying for related grants to drive progress.”
Matthew Inman
General Manager
MasPark and Mobility LLC
“
After reviewing performance, customer and stakeholder concerns, and new technologies and trends, we conduct annual strategic planning meetings with our board members to determine appropriate priorities and budgetary needs. Projects for the next few years include an on-demand local area mobility service, EV charging station management improvements, mobile license plate enforcement, and lot cameras for improved data collection.”
HAVE A QUESTION? Send it to editor@parking-mobility.org and watch this space for answers from the experts.
The opinions and thoughts expressed by the contributors do not necessarily reflect the opinions and viewpoints of the International Parking & Mobility Institute or official policies of IPMI.
This article has been written and/or compiled by the staff of Parking & Mobility magazine.
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