Data & Statistics

From the TPS Annual Report (November 2013)

Transportation & Parking Services’ mission is to support and promote the academic, research, business, and service objectives of Emory University and Emory Healthcare by providing effective and impactful parking and transportation services, facilities, and programs in a safe, reliable, efficient, customer-focused, and environmentally responsible manner.

Significant Achievements, FY2013

Transportation Hub Improvements and Kiss & Ride Implementation

A construction project was completed in FY13, enabling TPS to implement significant operational and routing improvements to the Emory transportation system.
  • Improvement of Woodruff Circle, the transportation hub on campus, aligned the circle with Uppergate Drive.  This location experiences the highest passenger activity on campus, with more than 750 bus trips into the circle each weekday.
  • The alignment with Uppergate shortened the trip for most passengers by 3 minutes on average, improving the overall service level.
  • With shorter trips, we were able to reallocate service hours from the C route to the Loop route, providing better connectivity for students and employees traveling to the quad area. 
  • The alignment with Uppergate provided the opportunity to partner with CHOA, eliminating their 6 buses providing employee transportation and remote parking.  The consolidation of services provided a benefit to both CHOA and Emory and is a far more sustainable approach to the transportation needs of the community. 
  • Improved pedestrian flow through this area, significantly improving the pedestrian flow and pedestrian experience while implementing multiple safety features for students moving from Woodruff Circle to the academic core of campus.

  • Along with the Woodruff Circle improvements, we implemented a Kiss & Ride in the adjacent area at
    the end of Means Drive.
    • Significantly improved safety in this area by removing 450 bus trips per weekday from an area with extremely high pedestrian traffic.
    • Enhanced alternative commute programs by designating a centralized area for carpoolers to safely and conveniently pick up and drop off partners.

    Lowergate Visitor/valet improvements

    The Lowergate parking structure was built in the late 1970’s and was not designed to today’s customer service industry standards. An operational review of Lowergate parking deck, the main parking location for Healthcare patients and visitors, revealed that the visitor section of the garage was operating at a level of service D, which was unacceptable. In addition, the Hospital Expansion Project was having an impact on valet operations and additional valet inventory was needed as well as additional patient loading and unloading areas. Several projects during FY13 were completed to address these various needs.

    The visitor section of the garage is now operating at a level of service C. Additional improvements planned in FY14 will improve it further to a level B. Improvements that have been made:
    • Traffic flow and crossover patterns were adjusted so that one of the three internal distribution ramps could be reallocated to the visitor section, significantly decreasing the loading and unloading times for patients and visitors.

    • A dedicated valet area was created, to include a patient waiting zone. This improved the level of service for patients, improved the valet operation, and provided an important surgery patient zone for Healthcare.

    • In partnership with Emory Healthcare, a visitor waiting area was created to provide a comfortable space for outpatient surgery families and patients to wait with their nurses for their vehicles.

  • Continued improvements in FY14:
    • Significant investment in a lighting project to improve the level of service for users and improve energy efficiency.
    • Pedestrian wayfinding project that will improve the level of service for visitors and patients.
    • Infrastructure improvements planned, some with aesthetic implications.

  • Transportation Services

  • Operated more than 95,600 hours of shuttle service in FY2012 and provided more than 2.9 million trips to the campus community. Every year since FY2009, the Cliff system has not only increased ridership but has increased in efficiency as well.






    Passenger Trips





    Hours of Service





    Passengers Trips per Service Hour





    Commute Alternative programs (CAP)

    • Emory commuters contributed to Emory’s overall sustainability goals and saved 29,344,805 pounds of greenhouse gas from entering the environment in FY2012 by participating in one of TPS’s commute alternative programs.

    1 mile driven = 1 pound of air pollution¹
    ²Calculation method developed by Center for Transportation & Environment for the Georgia Department of Transportation. Commute Average used for calculation based on regional average.

    Parking Services

    • One area that has been an ongoing area of improvement for four years is the visitor parking operation. The visitor parking operation is very important to the overall mission of Emory University and Emory Healthcare - over 1 million visitors park on campus each year for appointments, meetings, and events.

      Over the last four years, significant effort has been placed on optimizing the visitor parking operation, with the goal to make it as efficient as possible while maintaining a very high level of customer service, customer satisfaction and customer interaction.

      The ongoing effort to optimize this operation has resulted in an increase in revenue of 161% in the visitor parking operation since FY2008. The overall increase in revenue can be attributed to several changes implemented: to upgraded and improved equipment, to implementing additional controls and cash handling processes, to adjustments in parking policies and procedures, and to a small fee increase for the Healthcare operation only in FY09 to equalize the rates across campus. In addition, during the same time period, improved “Parking Ambassador” services were added to all locations as well for an overall increase in customer service.

    • AR2012_table4

    • Parking Services is also responsible for enforcement of parking rules and regulations on campus. The overall goal is to minimize the need for enforcement by educating the campus with respect to parking rules and regulations and also to promote voluntary compliance across campus. In FY2012 (September 1, 2011-August 31, 2012), Parking Services was able to reduce the number of citations issued through these efforts from a total of 9,971 in FY2011 to 8,218 in FY2012 and also increased the rate of fine collection from 53.8% to 62.6%.


    Fleet Services

    • In FY2012 (October 1, 2011), TPS took responsibility for the Emory Fleet Services operations. Emory’s fleet consists of 525 vehicles with 292 vehicles in Campus Services and 233 vehicles distributed throughout the rest of campus (including Healthcare).

      Currently, the average age of the Emory fleet is 12 years. The industry standard for fleet vehicles is an average age of 4-5 years with a maximum time in service of 8-10 years.

    Customer Service

    • TPS customer interactions increased by 20% to 774,711 interactions for the year. In response to customer desire, electronic options were enhanced in FY12. Consequently, the transactions conducted in person at the TPS office decreased by 26% as the campus community moved to electronic transactions in order to better serve customers. All electronic options for customer service increased. Overall, in FY2011/2012, 95% of customer’s needs were handled electronically, saving the customer a trip to the TPS office.


    The TPS team is engaged, focused on teamwork, dedicated to the department’s mission and to Emory’s overall mission. Emory’s TPS team members are transportation and/or parking professionals and leaders in their field.


    TPS provides a portfolio of services and programs designed to meet the diverse commute needs of Emory employees and students. These programs also contribute to the University sustainability goals through reductions in traffic congestion and improved air quality.

    TPS operates a financially self-sufficient parking operation that has been able to hold costs to users steady for three years, despite rising expenses. TPS has identified great opportunity to improve communication through enhanced use of technology and social media.


    The greatest challenge for TPS is maintaining effective and efficient communication with a large and very diverse customer base. TPS serves the entire campus; faculty, staff, students, doctors, Healthcare, patients, visitors, as well as customers outside the University community. It is increasingly challenging for TPS to meet the communication needs and expectations of each customer segment and this continues to be a specific focus for the future.

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