Parking leaders from Atlanta’s 1996 Olympics reflect on the strategies and technologies that can shape Los Angeles’ success in 2028.
By Ellis Miller
In the summer of 1996, the world turned its gaze to Atlanta, Georgia, as it hosted the Summer Olympic Games. Behind the scenes, a monumental effort unfolded to manage the logistics of parking for millions of visitors. Extensive planning, data gathering, coordination, and staff training, together with an effective public transportation awareness campaign to minimize vehicle use, resulted in a highly successful parking management outcome during one of the world’s largest, most visible events.
With Los Angeles scheduled to host the Summer Olympic Games in 2028, two participants who were involved in managing parking during the 1996 Games in Atlanta — Lia Reyes, the president of LVR International, and Susana Chavez, an executive vice president for Park Place, formerly known as the Parking Company of America (PCA) — recalled the experience, reflected on the lessons learned, and highlighted the approaches and technologies that can help ensure that Los Angeles has a similarly positive parking experience when it hosts the Games.
Early planning and vision
The planning for the Olympics began years in advance, with Atlanta positioning itself as a vibrant host city ready to showcase its hospitality and infrastructure. Recognizing the potential impact of the Games on local transportation, city officials initiated discussions with key stakeholders early on, including parking operators, transportation agencies, and community leaders.
“We started by understanding the scope of the event and its implications for traffic, shuttle buses, and parking,” said Reyes, who was a parking consultant and troubleshooter for LVR International. The city planned to encourage attendees not to bring vehicles. This vision laid the groundwork for a comprehensive operational plan to minimize vehicles and congestion and ensure smooth access to venues throughout the event.
Comprehensive data gathering
With limited technology available in the mid-1990s, Reyes and her team relied heavily on traditional data-gathering methods to inform their strategies. “It was crucial to gather as much data as possible to create a realistic picture of expected demand,” she explained. “We collected data based on expected ticket sales from the event stadiums and collected expected vehicle arrival projections from the American Automobile Association to assist in estimating vehicle numbers. The city of Atlanta encouraged limited vehicle entry, so we had to pivot our focus to shuttles and walking routes.”
Despite the lack of advanced tools, the team managed to gather essential information that would inform its parking strategies. The reliance on traditional data collection methods highlighted the limitations of the time but also showcased the ingenuity required to adapt.
Collaboration and coordination
One of the cornerstones of the preparation ahead of the Games was the collaboration between various stakeholders. Reyes emphasized the importance of working closely with local agencies and the transportation authority. “We developed an overall operational and shuttle plan that involved coordinating with public transit, parking lots, and event venues,” she said.
This collaboration extended beyond traditional boundaries, as the team engaged local businesses and community organizations to ensure everyone was aligned and prepared for the upcoming influx of visitors. The team also engaged with the local community to garner support and address concerns. By involving residents in discussions about parking and transportation strategies, it fostered goodwill and created a sense of community ownership regarding the event.
Navigating the complexities of parking management during this high-stakes event led to innovative strategies, said Chavez, who worked for PCA at the time. Chavez’s experience highlighted the importance of preparation and adaptability, emphasizing how collaboration with local stakeholders can lead to unexpected successes. “Many residents chose to rent out their homes, and those who stayed engaged positively with visitors,” she noted. This engagement eased logistical challenges and enriched the Games' cultural atmosphere.
Chavez also managed parking at the Atlanta International Airport, which included an impressive 30,000 parking spaces along with around 2,000 spaces downtown. Proximity to the games was important, and she noted that "many [parking lots] were located immediately adjacent to the venue or half a mile away.”
As part of the transit park and ride preparations, the team recognized the critical need for adequate staffing to effectively manage shuttle buses and parking operations. Reyes assisted in planning for and training transportation shuttle staff for the Olympics, encompassing everything from shuttle routes, stops, and scheduling. “With an owner-operator background, I was focused on planning shuttles, parking solutions, training staff, and ensuring everyone was on the same page,” she recalled.
Infrastructure improvements
In preparation for the Games, Atlanta made significant infrastructure improvements to manage increased traffic and enhance the visitor experience. These improvements included upgrades to existing parking facilities and the establishment of temporary lots in strategic locations.
“Most of the parking lots that were located immediately adjacent to the heart of downtown were not used for parking but were used for other purposes such as hospitality tents or marketplaces for the attendees,” Chavez noted. These enhancements were vital for reducing congestion and ensuring smooth traffic flow during the event. There was a concerted effort to discourage driving into downtown. Visitors were encouraged to park in designated areas outside the central district and use shuttles to reach the Olympic venues, significantly reducing the number of vehicles entering the urban core.
The event involved more than just sports: Art and culture were threaded throughout and around the Games, an outcome that parking facilities helped to facilitate. Instead of being used for vehicles, parking facilities located closest to the Games were used for other purposes. For example, Reyes recalled, one facility hosted an “African Village” that displayed handicrafts and created a unique cultural setting across from Centennial Olympic Park. "It was a very interesting experience," she said, emphasizing the connections and cultural immersion formed during the event.
Public transportation awareness campaigns
To prepare the public and visitors alike, Atlanta launched extensive media campaigns aimed at promoting alternative transportation options. This included encouraging the use of shuttles, public transit, and ride-sharing services to minimize vehicle congestion. “Atlanta had a robust media program telling people not to drive into the area,” Chavez explained.
This proactive communication was essential in shaping public perceptions and behaviors, ensuring that visitors understood their transportation options ahead of time. Among these options were park-and-ride shuttle locations outside the core city and the rail system operated by MARTA, the transit provider for the Atlanta metropolitan area.
As the games commenced, the necessity for real-time monitoring became evident. “Our communication was mostly manual,” Reyes said. “We used radios and cell phones. Hand-held walkie-talkies were our lifeline for sharing information on the availability of shuttles and parking [at park-and-ride locations].” Although basic, this system enabled effective management of parking logistics amid the chaos of the Olympic Games.
Automation and analytics
During the 1996 Olympics, some automation did exist, albeit in a rudimentary form. For example, Reyes recalled that PCA’s airport operations “used cameras to view license plates and match them with tickets,” she said. “Each evening, the auditors conducted manual counts of vehicles to calibrate our records.”
Today, however, predictive analytics can ensure guaranteed parking revenue and streamline the entire process by coordinating sales linked to event ticket purchases. Software continues to be developed to integrate data that can determine peak demands, road uses, and the expected number of people and cars, which can help operators and emergency staff plan and schedule accordingly.
Sustainability was a significant consideration even in 1996, primarily through the city’s encouragement of shuttle usage to minimize vehicle congestion. “The focus was on reducing greenhouse gas emissions and promoting alternative modes of transportation,” Reyes said. “Today, attendees can be directed to optimal parking spots, further enhancing sustainability efforts.”
With the rapid evolution of technology since the 1996 Games, the user experience has also transformed. “A seamless, frictionless parking experience is vital,” Reyes noted. “By allowing customers to buy event tickets, parking, and food in one location, we can significantly improve satisfaction and reduce stress for visitors.”
Future technology that includes QR or bar code reading of tickets for trains and buses, events, license plates, and prepaid online reservation validations could play a key role in expediting entrances and exits for people and vehicles, providing a more seamless functionality and minimizing congestion.
Staffing challenges and strategies
Managing large parking assets during the Olympics was not an easy feat. Finding an adequate workforce for such a large-scale event was crucial. "We brought in additional staff, managers, and auditors from other cities to assist," Chavez said. They also hired a few local college students, displaying a commitment to community engagement. Preparation was key. "We moved our offices just outside of the downtown area," Chavez said, emphasizing that this decision enabled staff to "easily get to the office before being deployed to their post."
The tragic bombing at Centennial Olympic Park presented an unforeseen challenge that tested the resilience of everyone involved with the Games, including the parking management team. In response to this crisis, the PCA team demonstrated exceptional adaptability and commitment. It quickly adjusted its operations, restricted access to certain areas for safety, and ensured that communications remained clear and effective.
“This was both frightening and also showed the resilience of a city,” Chavez recalled. “The Games did not stop, and neither did Atlanta.” The ability to respond effectively in a crisis underscored the importance of having a well-prepared and adaptable team.
The dynamic nature of the Olympic Games required the parking management team to be agile and responsive. As attendance fluctuated and certain events drew larger crowds than anticipated, the team was able to pivot quickly. For example, when specific venues experienced a surge in visitors, a need to adapt parking operations to accommodate the increased demand was critical.
“We learned that staying adaptable during the whole experience allowed us to operate successfully amidst the dynamic environment,” Chavez said. This flexibility was key to maintaining a positive experience for visitors, even during peak times.
Measurement of success
Success during the 1996 Olympics was not only about meeting logistical challenges but also about measuring outcomes effectively. The team established metrics for success that included customer satisfaction, revenue generation, and operational efficiency. The team conducted surveys and gathered feedback from attendees, which provided insights into their experiences and highlighted areas for improvement.
“Customer experience, revenue generation, and being intact once the Olympics were over were key indicators of our success,” Chavez explained. This commitment to evaluation allowed the team to refine its practices for future events.
Looking ahead to Los Angeles 2028
As the world gears up for the upcoming 2028 Olympic Games in Los Angeles, the city can apply the valuable lessons learned from the 1996 Atlanta Olympics, especially considering Los Angeles’ similar “No Car Policy,” which aims to promote sustainability through transit options, while minimizing vehicle traffic congestion.
“Lessons learned from planning and managing parking and mobility from the 1996 Atlanta Olympics can help the 2028 Los Angeles Olympics,” Reyes said. “There are many innovative technologies and apps today that can help offer a comprehensive approach for an excellent parking and transit user experience at the Olympics. Developing a seamless solution that combines the purchase of event tickets with parking, transit, and even food can help project arrivals, manage peaks, and minimize vehicles from circling the area just to find parking.”
LA Metro, the entity responsible for transit in the Los Angeles metropolitan area, has developed new parking standards for the upcoming Olympic games, according to minutes from meetings of its board. LA Metro will utilize a park-and-ride method to handle the immense traffic that the Olympic games will bring. Additionally, metro stations will serve as transit mobility hubs for parking infrastructure.
By prioritizing public transportation, leveraging technology, promoting sustainability, and fostering collaboration, Los Angeles can set a new standard for large-scale events. The no-car policy not only reflects opportunities to incorporate greener options but also aims to create a more enjoyable, accessible experience for all attendees. Through the art of innovation and planning in parking and mobility, Los Angeles can ensure that the 2028 Games are not just an athletic spectacle but a model for smart sustainable urban transportation.
ELLIS MILLER is the innovation analyst with LVR International. He can be reached at emiller@lvrintl.com.
