Parking Enforcement at the University of Texas at Austin

From 11 September 2023 until 16 January 2026, I was employed as a parking enforcement officer at the University of Texas (Austin). 

The absolute best part of the job was the occasional postings to the Pickle Research Center because the food was excellent; I worked alone; and the population there was even a little smarter than the community at the main campus. They made it easy to be lenient, helpful, and informative; and I could still issue ten citations on any day. 

On the main campus, I enjoyed the outreach tables
to give insulated drink mugs along with other merch and swag
to anyone who came up and asked a question.

This was my longest run of W-2 employment since 1991-1993 at Kawasaki Robotics USA, following 1973-1975 with Montgomery Ward & Co; both of those lasting 1 year and 50 weeks. My theory of labor value was informed by Harry Browne’s How I Found Freedom in an Unfree World (1973) and John Brunner’s The Shockwave Rider (1975). My time at Kawasaki, where I taught robot operations and programming, derived from having read (in 1989) William Gibson’s Neuromancer and Count Zero.

Job Description Summary

• Provides university parking services by enforcing University rules and regulations. 
• Ensures that parking regulations are enforced and assists the public with information, such as directions to buildings and offices. 
• Provides assistance to the public by giving parking directions and checking parking permits on vehicles entering the parking lots. 
• Directs flow of traffic and parking of cars. 
• Issues pass-through or visitor's permits when needed. Issues traffic and parking violation citations. 
• Acts as Relief Guard to perform a combination of kiosk guard duties and parking enforcement assistant (PEA) or ticket writer functions. 
• Performs preventative maintenance checks on vehicles. 
• Installs and removes immobilization devices. 
• Controls parking access to surface lots during special events and other university sponsored activities. 
• Resolves or refers parking issues as appropriate. 
• May provide security functions at Pickle Research Center (PRC) to include patrolling buildings and grounds on foot or in vehicles to check for prowlers, fires, water leaks, and general building security.  
• May report all irregularities, emergencies, or suspicious activity to the University Police Office. 
• May be required to rotate locations across campus, including satellite locations.  Other duties as assigned.
• WORKING CONDITIONS: Exposure to variable weather conditions and shift work with varying days off, occasional weekend and overtime.

Despite claiming to be a major research university and even after then-UT president Jay Hatzell declared academic year 2024-25 to be “The Year of AI” the societal dominance of the UT sports cartel is one of the reasons that I left. In our department, we wore UT blood orange tops on Fridays. It was allowed on other days but basic blue was always encouraged. During the football season, we were allowed to wear team jerseys and other UT-branded tops. I wore a “Texas Economics” t-shirt and was told that it did not meet standards because it had no collar. On a following Friday, I put a “Texas Science” t-shirt over a collared blood orange top and was told flat out by the manager who encouraged the football jerseys that this was not within the guidelines for dress. I replied, “It’s spirit day. We can wear UT gear.” His reply: “There are no spirit days.” The diminution of spirit was a constant problem for me.

I found people with a good sense of life at UT, for example at the Texas Science and Natural History Museum and the College of Fine Arts. I enjoyed interacting with them, even when writing citations for the students at the Sarah and Ernest Butler School of Music. When I volunteered at the Museum of Science everyone on the staff was enthusiastic, even when acknowledging the existence of unsolved problems at their desk. However, in the parking department eudaimonia was scarce.

This is how student athletes, especially football players, spend their NIL money. 

See recent college athlete valuations at Fox Sports here. 

It is like any other game: there are rules and penalties and everyone knows

what they are. The athletes enjoy being able to scoff at the fines 

so that in a community of 55,000 students and 22,000 staff and faculty

served by 13,000 parking spaces they can park wherever they want.

In 1982, Nobel laureate Steven Weinberg moved from Harvard to UT. In 2005, when Weinberg was reputed to be the highest paid professor at $400,000 football coach Mack Brown was paid $2.1 million. [In 2023], coach Steve Sarkisian was paid $10.6 million and quarterback Arch Manning earned $1.6 million from Name Image and Likeness (NIL) under NCAA rules in place since 2021. Weinberg was awarded a $3 million Breakthrough Prize in 2020 just one of several such honors over the years. (NecessaryFacts; January 21, 2025.) 

Ahead of the 2025 playing seaon, Arch Manning’s NIL payments were tallied at $6.8 million. (https://www.foxsports.com/stories/college-football/top-25-college-athletes-highest-nil-valuations) That being as it is, the fact remains that an undergraduate playing football earns three times more than the best paid professors and eight times more than the average professor’s salary. (See: https://texascollegesalaries.com/institution/17)

[I believe that Stanford science and Harvard economics put into proper context their very successful footballers. See “Stanford Alumni in the NFL Playoffs” here and football at Harvard here.  

See also Harvard Players Health Study ]

These performing arts students called in a complaint
on a professor who parked in the wrong space.
The citation is on the windshield.

The Human Resources department sent me a questionnaire about my separation. “On a scale of 1 to 10…” Most of it was for academics and managers. Some was for me and mine. At the end were two short essay questions. 

On a scale of 0 to 10, how likely am I to recommend UT as a place to work. I gave it a 3. 

• About a decade before I came to the University of Texas, I was earning my degrees while working part time for a multinational corporation headquartered in Europe. I knew that no one there knew who I was or cared. What mattered most was my boss, my co-workers, and our clients and their customers. The University of Texas is like that: 55,000 students; 22,000 staff and faculty; deep in the Heart of Texas. All that mattered was the supervisors I could talk to on a first name basis, my team, and the community which we served. 

Is there anything else you would like to share about your experience at the University?

• I loved the museums and I really will miss the libraries. The semester-long checkouts made both research and casual reading very easy, whether writing about the history of physical science and its intersection with the fine arts or catching up on nineteenth century essayists. Occasionally, my daily work let me chat with students and faculty in the performing arts; they are always so interesting. All of that can be hard to find in one place in the private sector. But in the free market, I can make my own opportunities. Here, the paths were fewer and somewhat tangled with undergrowth.

Signage often provided an opportunity
to discuss semantics and sociology. 

I applied for eight other openings on campus, three of them in my own department, and I never got an interview. I adhere to Maslow's Hierarchy. I work for (1) transcendence and (2) self-actualization, (3) my team and (4) our clients, and then I consider (5) the money. This was not the best environment for me and there is more money elsewhere.

PREVIOUSLY ON NECESSARY FACTS

The Lightbulb Does Not Need to be Changed

AFK: Parking Enforcement 

Minimizing the Likelihood of Bad Cops 

Shifting the Paradigm of Private Security 

Physics for Astronomers: The Works of Steven Weinberg 

The Panopticon Overrules Active Fire

The death of Renee Good in Minneapolis on 7 January 2026 was unnecessary. As the subsequent news stories show, we live in the Panopticon, a society of all-seeing authority. Theorized 1785-1791 by Jeremy Bentham as a design for prisons, the conceptual model was expanded by Michel Foucault in his book Discipline and Punish (1975). The "authority" need not be legalistic, but can be (and often is) social. Cameras are everywhere. Therefore, the police practices of active engagement and relentless pursuit are antiquated and largely irrelevant.

Criminologists Marcus Felson and Lawrence Cohen published their "routine activity theory" in 1979. It found common acceptance and, of course, criticism. The elements of crime are a (1) willing perpetrator (2) an available victim and (3) the absence of a capable guardian. The theories of community policing rest in part on the fact that the "capable guardian" might need only to be a grandmother in a rocking chair on the front porch as a visible deterrent, 

The known failures of eye witness testimony are now countered by the plurality of immediate independent recordings. 

In 2006, while earning an associate's degree in criminal justice, I was working the night shift as a campus security officer at Washtenaw Community College. My partner had completed his bachelor's at Eastern Michigan University and had returned to WCC for their MCOLES academy. (The standards are commonly required and are TCOLE here in Texas.) I had viewed a training video from the Los Angeles police department on relentless pursuit. You are on patrol with your partner and you pull up to a jewelry store being robbed. The criminals open fire. Your partner goes down. They jump in their car and drive off. What do you do next? LAPD said that you pursue. You call for medical attention for your partner, but you do not stay there. LAPD advocated relentless pursuit. My partner's voice was bitter. "Thanks, Mike. Now I know where you stand." But what about relentless pursuit? I asked. "Look," he replied. "In this day you cannot harm any protective service, not even a school crossing guard, and not have every law enforcement agency after you. Where are you going to go?" 

https://en.wikipedia.org/wiki/Killing_of_Ren%C3%A9e_Good

That underscores another fact about punishment as a deterrent to crime. Punishment has three aspects: swift, certain, and severe. All that counts is "certain." If a perpetrator is conscious of the fact that they will be punished, if certainty is assured, the crime does not happen. Yes, there are exceptions, especially when emotions are high in the heat of the moment. But premeditated crime is prevented by the certainty of punishment: If you can't do the time, don't do the crime. Severity is not just unimportant: it is counter-productive because publicity of severe punishment (public hangings, for example) only cause more violence later as the witnesses are affected by the violent event.

That fact explains so-called copycat crimes and the repetition and expansion of violent acts that are widely publicized, such as shootings at schools, or spontaneous protests. Violence becomes normal. 

The normalization of violence was also factor in the actions of ICE agent Jonathan Ross, who as of this date was identified as the officer who killed Renee Good. Ross began his career as a soldier in Iraq, just as very many other police officers have served in the armed forces before wearing a badge. The problem is that the civilian police perceive themselves and then become an occupying army surrounded by a hostile populace.    

Community policing and community courts are common remedies offered by academic criminologists and sociologists. As with Granny in the rocker, there is empirical truth underlying the theories. One problem with community policing is that it makes everyone an informant for the State. This is the underlying power of the totalitarian regime which rules because the populace practices habitual self-enforcement. Things are quiet because there is no liberty.

Previously on Necessary Facts

Eye Witness Testimony: Popper, Wittgenstein, and the Innocence Project 

Alternatives to Prison Part 3 of 3 

Integrating Criminologies 

Minimizing the Likelihood of Bad Cops