Editor’s note: This is the second in a two-part series of Parking Today articles by Greg Hladik. To read the first article, see “Transforming Campus Mobility: UT Arlington’s Year of Innovation,” pages 32-33 and 37, in the July 2024 issue.
At the University of Texas at Arlington (UTA), reserved parking spaces have long been the campus’s most prized real estate. It was surprising to discover how many tenured faculty and prestigious employees were willing to consider leaving if they couldn’t secure their reserved spots. However, our observations and consistent feedback revealed a troubling pattern: these coveted spaces were often underutilized, with occupancy rates below 25%, while the rest of the lot was packed.
Employees without reserved parking were forced to park farther away and endure long walks in the Texas heat, passing rows of empty reserved stalls. This situation highlighted a serious inefficiency. Despite the cost of reserved parking increasing each year, demand remained unaffected, with some employees willing to pay almost any price for the convenience. As construction projects further restricted parking options, it became clear that our approach needed rethinking.
Driven by specific data and observations, including low occupancy rates and consistent feedback from our customer service team, we eliminated 87% of UTA’s reserved parking spaces in 2023. This article explains how UTA achieved this critical accomplishment in a way that benefited employees, students, and the university by providing parking more efficiently and cost-effectively.
Pilot Program
Taking advantage of the presence of the many construction trailers on campus, we initiated a pilot project in one parking lot to test the concept that would become our Smart-Flex Reserved Zone Program.
Our rationale to employees was straightforward: Due to construction, parking spaces were limited, and we were testing a new program to address the problem. By transitioning to this pilot program, we could increase parking capacity without constructing new facilities while also reducing the cost of an annual employee parking permit by more than one-third. This outcome would enable everyone to park closer, at a lower cost, and provide a better overall experience.
We addressed initial feedback and concerns from employees through comprehensive education and communication. Detailed explanations of the new program, its benefits, and its temporary nature were provided to ensure everyone understood the changes and felt included in the process.
Effective Solution
Through years of monitoring reserved space occupancy, we know that not all employees are on campus at the same time. As a result, we estimated that by changing our permit type from exclusively reserved parking to a reserved-zone approach, we could likely fit 1.25 times the number of permitholders in the same footprint.
The new program co-mingled all the reserved parking spaces that were previously reserved for individual employees into a reserved-zone area within the same footprint. As part of this program, UTA also lowered the cost of the annual employee parking permit from $898 to $575 and allowed each permit holder the opportunity to park in any of the reserved-zone spaces within that zone.
We excluded a subset of employees reporting directly to the provost or president and offered them the opportunity to continue to purchase a reserved space permit. (These employees were exempted due to their high-level responsibilities and frequent need for convenient parking.)
Instead of being limited to a single space, participating employees could park in any space within their reserved zone. The proximity remained the same, their options increased, and their parking costs were reduced by 36%.
Best Use for Each Space
The program aims to ensure the best use for each parking space. To accomplish this, we needed the flexibility to grow or shrink a zone depending on permit demand. By selling more shared-zone permits and reallocating some unused reserved spaces back to the general employee parking, we could smartly “flex” the parking capacity to better meet each allocation’s demand without the need for new construction.
To ensure the success of the program, we closely monitored the occupancy rate of the new reserved zones, keeping it under 95% during peak times. We used real-time tracking tools and regular observations to manage and adjust parking availability as needed.
Initially, many employees preferred to keep their individual reserved spaces. However, after implementing the change and ensuring the reserved zone remained under 95% occupancy during peak times, we resurveyed the group. The response was overwhelmingly positive. Employees appreciated the reduced costs, increased options, and the end of their concerns that someone would park in their space. For our department, the change also meant fewer disruptions from having to tow vehicles from reserved spaces.
The impact of the Smart-Flex program on the overall parking experience for the university’s general employee population was significant. It led to noticeable improvements in parking availability and convenience, creating a better balance across all parking areas.
The Smart-Flex program proved to be an effective solution, balancing the needs of our employees while optimizing our parking resources. Looking ahead, we plan to expand and refine the program based on ongoing feedback and observations, ensuring it continues to meet the evolving needs of our campus community.
Top 10 Lessons Learned
The Smart-Flex Reserved Zone Program offered many lessons learned. Here are the top 10, in order of least to most important:
10. Embrace flexibility in implementation. No major initiative goes off without a hitch. Be ready to adjust your plans and processes on the fly to address unforeseen challenges and obstacles.
9. Communication is key. Regular updates, clear explanations, and open forums for obtaining feedback are essential. Keeping everyone informed helps build trust and smooths the transition.
8. Base decisions on data. Collect and analyze data before, during, and after implementation. This ensures that decisions are based on solid evidence and helps measure the success of the project.
7. Pilot projects are valuable. By starting with a pilot project, you can test the concept on a smaller scale, gather feedback, and make necessary adjustments before a full rollout.
6. Education is crucial. Providing thorough education about the changes helps users understand the benefits and reduces resistance. Highlight how the new system will improve their parking experience.
5. Collaboration is essential. Engaging various stakeholders — including faculty, staff, and students — fosters a sense of ownership and support. Collaboration with all affected parties leads to better outcomes.
4. Make limited exceptions. There are valid, strong cases for limited exceptions, whether it’s determining who qualifies to keep their space or making special accommodations. These exceptions help address specific needs without undermining the overall program.
3. Secure administration buy-in. It’s crucial to get the support and buy-in from your administration. This ensures that when employees escalate their concerns, higher administration communicates a consistent message about the reasons for the change and its benefits.
2. Increased flexibility is appreciated. Giving users more parking options within a reserved zone increases satisfaction. Employees appreciate the flexibility to park in any available space within the zone.
1. Expect opposition and emotional responses. The most important lesson learned is to expect opposition and emotional responses when dealing with something as personal as what many people think of as “my parking space.” Parking is an emotional issue, and changes can evoke strong reactions. Be prepared to handle this with empathy, clear communication, and a focus on the overall benefits of the change.
Don’t Be Afraid to Try New Things
Parking on campus often comes with low expectations, so there’s a great opportunity to exceed them by trying something new. Our customers often welcome innovative changes that improve the overall experience, so don’t hesitate to experiment and implement improvements.
The Smart-Flex Reserved Zone program has been a game-changer for UTA, transforming our approach to parking and setting a new standard for efficiency and flexibility. As enrollment and staffing levels continue to increase at UTA, our most convenient parking lots have added capacity without our having to build new parking lots. With the going rate of new construction, this practice has enabled us to avoid spending nearly $700,000 in equivalent construction costs.
Additionally, in the first semester, our employees saved more than $52,000 in permit expenses after we reduced the cost of the parking permit while keeping their parking experience nearly the same. The lessons we’ve learned along the way have improved our current operations and laid the groundwork for future innovations.
We are incredibly grateful for the great partners who have contributed to our success. Their expertise and support have been instrumental in helping UTA receive recognition and achieve these milestones. Our journey shows that with the right vision, collaboration, and willingness to embrace change, anything is possible. We encourage readers to step forward and embark on their own paths to innovation. If we can do it, so can you.
GREG HLADIK is the executive director of auxiliary services at the University of Texas at Arlington. He can be reached at hladik@uta.edu.
