PARKING PLANNING STUDY
BETHESOA
MEMORIAL
HOSPITAL
Boynton Beach
Florida
Parking Planning Study
Final Report
May, 2002
~
gIf.1;J
Rich and Associates, Inc.
Farkinq Con6u/tant6 - Architect6 - Enqineer6
T
Bethesda Memorial Hospital
Boynton Beach, Florida
Parking Planning Study
Final Report
May 2002
Rich and Associates, Inc.
Parking Consultants · Architects · Engineers
Southfield, Michigan
Table of Contents
Section 1 Executive Summary
Introduction .... .......... ............... ....... ............... .......... ............. ......................1-1
Methodology ................................................................................................ 1-1
Results .............. .............. ....................... .............. ......... ......................1-1
Figure A - Comparison of Observed Occupancy .........................................1-2
Table 1 - Summary Comparison of Parking Surplus / Deficit 1999 KH Study
And 2002 RA Study.................................................................1-4
Section 2 Survey Results
Introduction ................................................................................................ 2-1
Methodology ................................................................................................ 2-1
Table 2A - Induded Groups .........................................................................2-2
Results ................................................................................................ 2-2
Turnover Results.......................................................................................... 2-5
Section 2 Current Demand Analysis
Introduction ................................................................................................ 3-1
Table 3A
Map
Existing Parking Supply ..........................................................3-1
Campus Site Plan ...................................................................3-2
Parking Demand Determination - Comparative Day Condition....................3-3
Turnover/Occupancy Study.......................................................................... 3-3
Table 38 Comparative Day Parking Demand Table...............................3-4
Table 3C Occupancy Study Results .......................................................3-5
Table 3D Comparison of Calculated vs. Observed Parking Needs ........3-6
Comparative Day Demand Conclusion.........................................................3-7
Parking Demand Determination - Current Peak Day Condition ..................3-7
Parking Demand Concepts........................................................................... 3-7
Table 3E
Current Peak Day Parking Demand Table ..............................3-8
Figure 1
Current Peak Day Pooled Parking Demand Vs. Supply..........3-9
Table of Contents (Con't)
Table 3F Current Parking Needs using Various Parking Concepts......3-11
Section 4 Future Demand Analysis
Introduction ............................................................................................... .4-1
Future Demand Assumptions .......................................................................4-1
Future Parking Demand ................... ........................................................... .4-2
Figure 2 - Current Vs. Future Parking Demand (Pooled).............................4-2
Table 3A Future Peak Day Demand Table.............................................4-3
Future Demand Summary.......................................................................... ..4-5
Table 48 Future Surplus / Deficit Summary (Year 2010)........................4-6
Section 5 - Appendix - Detailed Survey Results
Exet.,Jtive Summary
Introduction
Rich and Associates have been tasked to design a parking facility for Bethesda Memorial
Hospital in Boynton Beach, Florida. As part of this project, the firm undertook an evaluation of the
current and future parking needs of the facility. This was completed using a proven methodology
that relates the parking needs on campus to activity at the hospital so that reasonable projections
can be made. The parking analysis conducted for Bethesda Memorial Hospital follows a study
performed by the firm of Kimley-Horn in 1 ggg.
Methodoloov
In order to complete the analysis, the firm performed various counts and surveys on the hospital
campus involving patients, visitors, staff, volunteers and physicians. These were conducted
primarily over a three-day period in mid-February 2002. Additionally, Rich and Associates
reviewed the utilization of parking on campus coincident with two of the survey dates so as to
have a means of comparing the "calculated" parking needs with the actual observed conditions.
A close correlation would lend confidence in the characteristics collected for application to future
parking needs.
Results
At the time of the analysis, 1,148 parking spaces were available for hospital use. This capacity
does not include the spaces on the Bethesda Medical Plaza property that was not included in the
. .
study. It was determined by the hospital and Rich was directed that the demand and parking
associated with the medical plaza be kept separate from the hospital. The capacity does include
however the 148 spaces in the Seacrest remote gated lot which is intended for use by hospital
staff.
As a result of the analysis conducted, Bethesda Memorial Hospital has a current peak day
planning demand of 1,346 spaces. This means that compared against the existing parking
supply (1,148 spaces) that the hospital has a current Dlannino deficit of 198 spaces. Projecting
the parking needs to the year 2010 with some assumed minor additional growth beyond the
provided values (as was done for the previous analysis conducted) Rich and Associates have
determined that the hospital will be as many as 693 spaces short of appropriately meeting its
parking needs. It must be noted however, that the projected deficit does not include the
potential added supply from the physicians' parking lot to be developed behind the hospital on
some recently acquired properties.
Both the 1 ggg analysis and the current study performed by Rich and Associates had as a
component a review of the existing utilization of the existing parking. Both studies used hourly
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May 2002 .
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Bethesda Memorial Hospital
Final Report
Exet.Jtive Summary
observations of the occupancy of the existing parking supply. At the time of the 1999 study there
were a total of 1,066 available spaces while during the Rich analysis the available parking supply
totaled 1,148 spaces. The Kimley-Horn (KH) analysis was conducted on Wednesday April 7,
1999 between 8:00 a.m. and 6:00 p.m. The Rich and Associates study ran from 9:00 a.m. until
4:00 (due to vehicle mechanical problems) on Wednesday, February 13th' Because of the
vehicle mechanical problems, the observations were conducted again on Thursday, February 14th
between 9:00 a.m. and 6:00 p.m. The graph below shows the relatively close correlation
between the KH study and Rich and Associates observations.
Comparison of Observed Occupancy 1999 . 2002
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Observation Period
1-417/1999 -2113/2002 -2114/20021
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.
EXf;_lltive Summary
Table 1 below compares the results of the 1999 Kimley Horn study with the current analysis
performed by Rich and Associates. The table shows that the previous study concluded a peak
need coinciding with Rich's pooled demand concept, was 1,216 spaces. Rich and Associates
have concluded a current (2002) peak need on this same basis of 1,213 spaces. The previous
study (appropriately) then added in an adjustment factor ranging from 5% to 10% to facilitate
ease of parking which increased the parking space needs to between 1,277 and 1,338 spaces
resulting in parking deficits (at that time) that ranged from 211 to 272 spaces.
Table 1
Kimley-Horn I Rich and Associates Parking Results Comparison
1999 Kimley-Horn Study 2002 Rich & Associates Study
Parking Supply 1,066 1,148
Current Demand
Pooled Parking Demand 1,216 1,250
Planning Demand 1,277 to 1,338 1,434
Parking Deficit 211 spaces short to 272 286 spaces short
spaces short
Future Demand Year 2010. Year 2010
Pooled Parking Demand 1,727 1,490
Planning Demand 1,813 to 1,900 1,693
Parking Supply 1,066 1,000
Parking Deficit 747 spaces to 834 spaces 693 spaces
Rich and Associates beginning with the pooled demand seeks to determine when specific groups
have their period of greatest need individually and then applies a .planning factor" of 5% for
employees and 10% for patient and visitor groups and physicians to this individual group's peak
need. This application of the planning factor resulted in Rich's planning demand being 1,434
spaces or a current deficit against the existing 1,148 space parking supply of 286 spaces.
The previous study compared the number of inpatient beds occupied and the volume of
outpatients to the observed occupancy. It then applied the percentage change in the number of
inpatients and outpatients (+42%) to the peak demand (1,216 spaces) to derive the future peak
needs on campus under the pooled basis (1,727 spaces). The methodology then added the 5%
or 10% adjust to derive the future need that ranged from 1,813 spaces to 1,900 spaces resulting
in forecast deficits ranging from 747 to 834 spaces. Rich and Associates project the deficit in
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May 2002
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Bethesda Memorial Hospital
Final Report
Exec.ltive Summary
fiscal year 2010 to be 693 spaces based on provided outpatient and inpatient bed growth
scenarios resulting in a planninq demand of 1,693 spaces needed against the expected parking
supply of 1,000 spaces without factoring the proposed structure resulting in the 693 space deficit.
The parking demand determination recognizes that various groups exhibit their period of peak
parking need at different times of the day. The parking demand determination methodology also
recognizes that it is generally desirable to maintain separate parking for various groups such as
employee parking separate from patients and visitors as well as separate physician parking
areas. These intentions further recognize that given limited parking convenient to building
entrances that the most convenient parking is afforded patients and visitors and physicians while
hospital staff are generally directed to more distant or less convenient parking.
The 693-space deficit determined as a result of this current analysis does not include a small
addition of parking spaces that could be recouped in front of the hospital once the existing
construction process is completed. It also does not include the potential supply that would be
added should the hospital be successful in being able to develop an expanded physicians lot to
supplement the existing physicians parking which is woefully inadequate for providing for the
physicians parking needs.
Finally, one purpose of the analysis is to help determine the appropriate sizing of a parking facility
to be developed by the hospital to alleviate its existing and projected parking shortfall. The 693
space parking deficit is based on the existing on-campus surface lot capacity. Although there
are several alternative garage locations being considered, all involve at least some measure of
existing parking supply meaning the garage would be situated on what is existing parking.
Therefore, any garage capacity would have to include the 693 spaces noted above Dlus the
spaces that would be lost to the building footprint.
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Bethesda Memorial Hospital
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Survey Results
Introduction
In order to complete the analysis of the parking needs at Bethesda Memorial Hospital, a number
of counts and surveys were completed. This information in conjunction with data supplied by the
hospital relating occupancy statistics, patient volumes and staffing levels permitted the
determination of the current and future parking demand. The characteristics derived from the
surveys were "tested" by comparing the calculated parking demand that results from using the
statistics to the actual observed parking at the time of the data collection.
Methodoloqy
In order to accurately assess the current parking needs for the hospital, a series of counts and
surveys were conducted by Rich and Associates with the cooperation of the hospital. These
counts were completed on:
Tuesday
Wednesday
Thursday
February 12, 2001
February 13,2001
February 14, 2001
Various strategies and techniques were employed in order to assess the parking needs by time
of day for each of the various groups. Table 2A on the following page summarizes the groups
and data collection methods employed for each.
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May 2002
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Survey Results
# Grou
1 Em 10 ees
Visitors to
2 in atients
3
Admissions
4 Patients
Emergency
5 Patients
6 Ph sicians
7 Volunteers
Table 2A
Included Grou s
Methodolo
Staffing survey submitted to department managers or supervisors to report
the number of employees working Wednesday, February 13th. Rather
than survey individual employees an assumed empioyee drive and park of
95% was a lied.
Individuals coming to visit friends or family members who were inpatients
of the hospital were counted by the volunteers at the temporary main
entrance (outpatient entrance) and at the Emergency Desk in the main
hallway adjacent the emergency room. The number of visitors over the
three days was related to the number of beds occupied. The results of
the counts and survey process resulted in a visitor per occupied bed ratio
of 3.09 on the eak da but avera in 2.77 for the three da s.
Patients coming to the hospital for treatment were recorded either at the
front outpatient registration desk or in the case of some "series. patients at
their destination department. In addition, they were provided with a brief
survey to complete. During the three days of the survey, 560 patients
were recorded at the registration desk with an additional 423 patients
reported coming for radiation oncology treatment and an additional 182
atients com in for ambulato sur e .
Patients to be admitted were recorded with the outpatient registration logs
and noted as an inpatient admission. These patients were provided with a
brief admissions atient surve .
The number of patients visiting the emergency room of the hospital for
treatment was reported via the patient registration logs that noted the time
of E1R admission for each of the three da s.
A brief survey form was mailed to nearly 500 physicians requesting
information on days and times typically at the hospital. Nearly 160
surveys were returned with specific information on times at the hospital.
An additional 40 physicians returned their survey but could not report
s ecific times the are icall at the hos ital e1tin irre ular schedules.
The volunteer office provided the typical volunteer staffing schedule.
Additionally 140 volunteers completed a brief survey regarding their work
at the hos ital.
Results
The following section will detail some of the significant results from the surveys conducted of the
groups discussed above.
Visitors to inpatients - Visitors coming to the hospital to visit friends or family members were
counted and surveyed by the volunteers stationed at the information desk at the temporary main
entrance and at the information in the main hallway adjacent to the emergency room. Over the
course of the three survey dates, nearly 2500 visitors were counted. These were split fairly
evenly with 1300 at the "main entrance" and 1200 adjacent the emergency room. The number of
visitors is correlated to the bed occupancy on each date for development of a visitor per occupied
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Bethesda Memorial Hospital
Final Report
Survey Results
bed ratio. This ranged from a low of 2.32 on the Tuesday survey date to 3.09 on the Wednesday
survey averaging a reasonable 2.77 visitors per occupied bed for the three days.
Based on the brief surveys asked of visitors, 98% arrive by car with an average of 1.9 people per
car. The average visit lasted 1 hour and 16 minutes. All of these factors are within the range
that Rich and Associates consider normal for this demand group.
Outpatients - As noted in Table 2A above, 560 outpatients were counted at the registration desk
of which 169 (30% response rate) answered the brief survey. The survey results showed that
93% of outpatients arrive in a car that is subsequently parked on campus and only 7% are
dropped off with the car returning later. Forty-two percent (42%) of the respondents parked in
the Red Lot, 32% in the Blue lot and 16% used the valet service. The average stay for all
outpatient parked cars was 82 minutes.
Patients coming for radiation treatments were counted and surveyed separately at their
destination department. Given the relatively short nature of most visits, only 66 of the 423
patients counted (16%) responded to the survey. In this case, nearly 99% came by car, which
was then parked on campus. However, the average stay was only 37 minutes. Just under one-
quarter (23%) of the respondents used the valet service while 62% parked in the Red Lot.
Patients coming for ambulatory surgery procedures were also counted and surveyed separately
for the three survey days. Nearly half (48%) of the counted patients responded to the survey with
85% coming by car and parking on campus. Although the survey results showed an average stay
of 2 hours and 17 minutes, in calculating the ambulatory surgery patient parking needs a more
typical average stay of 4 Yz hours was applied. It should also be noted that adjacent the
ambulatory surgery entrance that there are 40 parking spaces designated for ambulatory surgery
patients. Application of the survey data however showed that on a peak day as many as 46
spaces could be needed. This result is consistent with the opinion expressed by the manager of
the department who indicated a need for more spaces to accommodate their patient load.
Admissions - Patients to be admitted reported to the same registration desk as outpatients in
the temporary main lobby of the hospital. The counts were maintained and showed a total of 28
"routine" admissions over the course of the three survey dates. Very few completed the survey
giving insignificant results. Therefore, "typical" admissions patient characteristics were applied in
the determination of the routine admission patient parking need.
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Bethesda Memorial Hospital
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Emergency Patients - Patients coming to the Emergency Room of Bethesda Memorial Hospital
are also typically recorded. The patient volume statistics (counts) were provided to Rich and
Associates and showed that over the three days a totai of 265 patients arrived between 6:00 a.m.
and 8:00 p.m. (daytime hours) very evenly distributed over the three dates. An additional 147
patients arrived (again over three days) between the hours of 8:00 p.m. and 6:00 a.m., (nighttime
hours) also fairly evenly distributed. The proportion of daytime to nighttime was applied to the
annual volumes provided by the hospital to distribute the number of emergency patient parking
spaces. Here again, an insignificant number elected to complete the survey.
Physicians - As Table 2A mentioned above, approximately 160 physicians responded to the
surveys mailed to them with typical times that they are at the hospital. This information was
tabulated to demonstrate the time of day and day of week that physicians would be on campus.
The results showed that on a Tuesday that 140 physicians came to the hospital at some time
during the day and that at peak time approximately 113 of them were at the hospital. On a typicai
Wednesday (which coincided with the occupancy study conducted on campus) 137 physicians
said that they came to campus at some time during the day and there were 110 there at peak
(8:30 a.m. - 9:00 a.m.).
The table also mentioned that there were an additional 40 physician respondents who indicated
on their survey that they couldn't give definitive responses to the times that they were on campus
since their schedule was much more irregular. Therefore, an assumed 25% of these physicians
were prorated in the same pattern as the other physicians to reflect their potential parking needs
Volunteers - Volunteers working at the hospital were also asked to complete a brief survey
during the fieldwork period to provide important characteristics for this group. Based on the 140
responses, 90% of the volunteers drive and park themselves when coming to perform services for
the hospital. The average distance they are traveling is just over 6 miles. One-half (52%) were
parking in the Red Lot, 19% in the Blue Lot that is immediately adjacent the temporary main
entrance and 11 % used the valet service. More than half the responding volunteers indicated
that they work on average one day per week. Based on the survey results the average volunteer
contribution is 5 Y. days per month.
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May 2002
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Bethesda Memorial Hospital
Final Report
3urvey Results
Turnover Results
Another aspect of the study was the parking utilization review that was conducted coincident with
two of the surveys as a means of validating the collected characteristics, The occupancy results
will be discussed in Section 3. However, in the Red and Blue Lots, the physicians' lot and the
Yellow (handicap parking) lot, a license plate survey was conducted on the Wednesday survey
date to assess parking turnover. The surveys were conducted once per hour by Rich and
Associates staff.
Parking turnover is defined as a ratio of the number of different vehicles that use a parking space
during a defined time period. For example, if a parking lot has 100 spaces and during the survey
period, 300 different cars are recorded (via the license plate) then the parking lot is said to have
a 3.0 time turnover. Higher turnovers thus indicate high utilization of relatively short duration
while a lot with a lower turnover can result both from longer stays or lower utilization, I.e. spaces
empty.
Results for the Red Lot that is the primary patient/visitor parking location had 503 different
vehicles parked in the 185 spaces (includes two "Illegal" spaces at the end of two rows) resulting
in an average turnover of 2.72 times. This is considered reasonable for patient/visitor parking
lot.
The Blue Lot that is most convenient to the temporary main entrance had 138 different vehicles
parked in its 52 parking spaces giving an average turnover of 2.65. Here the average occupancy
was 92% of the spaces filled over the 7 hours of the survey.
The Physicians' Lot in the back of the hospital had an average turnover of 1.89 times. This would
seem to indicate a relatively long length of stay considering the average occupancy of 80%.
The Yellow Lot that is adjacent the emergency room had been reallocated as all handicap spaces
at the time of the field data collection. This lot has a capacity of 20 spaces but do to habitual use
of some "illegal" parking a capacity of 25 spaces was recorded. The average occupancy over
the 7 survey hours was 90% with an average turnover of 3.5 times indicating relatively short
duration trips.
Rich and Associates, Jne
May 2002
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Bethesda Memorial Hospital
Final Report
Curren. Jemand Analysis
Introduction
The parking demand analysis prepared for Bethesda Memorial Hospital demonstrates the parking
needs under several different conditions and in several different ways. This section will show the
calculated parking needs for the current conditions reflecting the parking demand at the time of the
data collection (referred to as the comparative day demand). The comparative day demand table
was prepared simply to validate the collected characteristics and to ensure that the demand derived
as a result of application of these characteristics, accurately reflects the parking needs as observed at
that same time. A second table has also been prepared using the validated characteristics but
extrapolating the parking demand to demonstrate a current peak day condition.
Existin!! Parkin!! Supply
Table 3A below deflnes the current parking supply that was available at the time of this analysis.
Table 3A
Bethesda Memorial Hospital
Existing Parking Supply
February 2002
Parking Area Capacity
Red Lot 183
Blue Lot 47
Yellow Lot 20
Green Lot
Employee Spaces 240
Signed Physician Spaces
(temporary) 33
Ambulatory Surgery Spaces 40
Total Green Lot 313
Employee Lot (North of Red Lot) 71
Valet Parking 40
West Employee Lot 248
North Tree-line Parking (Employees) 16
South Tree-line Parking (Physicians) 24
Physicians Lot 38
Sea crest Remote Lot 148
Total Parking Supply 1,148
Map 1 on the following page details the parking supply.
Rich and Associates, Inc
May 2002
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Bethesda Memorial Hospital
Final Report
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Currer,. ;Jemand Analysis
Parkina Demand Determination - Comparative Dav Condition
As stated previously, the parking needs for Bethesda Memorial Hospital have been determined for
several different periods. In order to have a basis of comparing the collected characteristics and
volumes, the parking needs for a 'comparative day' condition have been calculated. This demand
table uses the volumes as reported on one survey date. Using the characteristics as collected from
the counts and surveys, the parking needs were calculated for comparison to the observed parking
utilization (described below). A close correlation between the calculated parking demand and the
observed use lends confidence in the characteristics collected and substantiates the use of the
characteristics in the determination of peak day needs. Table 38 on the following page, shows the
comparative day demand table.
Turnover/Occupancv Studv
Another important aspect of the parking planning study was a turnover/occupancy study conducted
on campus. This analysis was conducted on Wednesday, February 13'h and involved an hourly count
of the number of parking spaces occupied in each parking lot. Typically, Rich and Associates
conducts this analysis between about 9:00 a.m. and 6:00 p.m. Unfortunately, on the selected survey
date, mechanical trouble with the car used by the Rich and Associates surveyor for circulating
through the parking lots resulted in the inability to complete the survey past 4:00 p.m. However,
comparison of the hourly-observed occupancy for the hours that were completed and the demand as
calculated for this same date and time period shows a close correlation. Table 3C showing the
occupancy study results for each parking area is on page 3-5
Rich and Associates, Inc
May 2002
3-3
Bethesda Memorial Hospital
Final Report
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Curren "Jemand Analysis
Turnover/OccuDancv Study
As just mentioned, the observed parking utilization was compared to the comparative day parking
demand table by applying the collected parking characteristics to the volumes for this same date.
Table 3D and the graph below demonstrate the comparison between the calculated and observed
conditions.
Table 3D
Bethesda Memorial Hospital
Observed Vs. Calculated Occupancy Comparison
Wednesday 2/13/02
Time
Observed
OccuDanCy
Calculated
OccuDanCy
Difference
% Oiff
9:00 - 10:00
10:00 -11:00
11:00 -12:00
12:00 -1:00
1:00 - 2:00
2:00 - 3:00
3:00 - 4:00
991
1,048
1,056
1,047
1,050
1,010
917
1,003
1,055
1,104
1,068
1,033
1,018
949
12
7
48
21
(17)
8
32
1%
1%
5%
2%
-2%
1%
4%
Bethesda Memorial Hospital - Wed Observed vs
Calculated Occupancy
l
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[
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f/j
Gl
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me.
m"
c "
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CL
1,200
1,000
800
600
400
200
o
9:00 -
10:00
10:00-
11:00
11:00 -
12:00
12:00 -
'1:00
1:00 -
2:00
2:00 .
3:00
3:00-
4:00
Observation Period
_ Observed Occupancy -Calculated Occupancy
Rich and Associates, Inc
May 2002
3-6
Bethesda Memorial Hospital
Final Report
....
Curre. . Demand Analysis
Comparative Dav Demand Conclusion
The close correlation in the parking demand as calculated at the time of the parking surveys and the
observed utilization of parking at that same time supports the use of the characteristics in the
determination of the current and projected future peak day needs.
ParkinQ Demand Determination. Current "Peak Dav" Condition
In evaluating the parking needs on the Bethesda campus it is recognized that the selected dates for
the data collection may not necessarily reflect existing peak day conditions on campus. Therefore, a
second 'currenr day is calculated using the validated characteristics but applied to expected higher
outpatient volumes (261 patients on a 'peak" day versus the 183 patients experienced at the time of
the analysis) and the maximum expected bed utilization (95% occupancy versus the 91 %
experienced with the comparative day conditions table). The peak day table also adjusts the number
of staff likely to be on campus because of the higher bed utilization. This second parking demand
table on page 3-8 (Table 3E) demonstrates current peak day conditions.
ParkinQ Demand Concepts
There are several concepts or ways of looking at parking which are important to understanding
parking demand on a hospital campus. These concepts are:
1) Pooled Parking Demand
2) Allocated Parking Demand
3) Planning Demand
The demand tables prepared show the number of parking spaces needed by each group by time of
day. The parking needs calculated are a function of the individual groups' arrival pattern as collected,
the percentage of individuals coming by car and parking, the length of stay and scheduling patterns.
)
Pooled Parking Demand
From the demand table prepared, if one were to simply add together the calculated parking needs for
all groups at anyone-time period of the day (for example at 9:00 a.m.) then this would demonstrate
the "pooled parkinQ" demand concept. The sum of the parking needs shows the number of parking
spaces that would be needed assuming all parking is open and available on a first-come, first-served
basis. There would be no reserved or designated parking for any group. The presumption under this
concept is that as any space becomes available, it may be used by whoever arrives and needs
parking be it a physician, employee or patient. As such, under this concept, patients could be
relegated to less convenient parking than employees since that may be where the space is available
when they arrive.
Rich and Associates Inc
May 2002 .
3-7
Bethesda Memorial Hospital
Final Report
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Curre. . Demand Analysis
The adjacent graph
demonstrates the "pooled
parking" demand with the solid
blue line showing the number
of parking spaces needed at
any time of the day and the
red line reflects the hospital
total parking supply.
Current "Peak Day" Parking Demand V5. Supply
(Pooled)
..
. '~I
fEr-
0.
>:~:',-I
. ,
!:> !:> ." !:> !:> -" -" !:> !:> !:> !:> !:> !:> !:>
.;"? ,,"? ~?" ~"? ,.',;"? ,,~?" <(,?" ,,"? 'f,"? OJ''? ","? <;"? .;"? ,,"?
Half.hour Ending
I-Total Hospital Campus -Total Spaces I
Figure 1 .Pooled parking demand vs. supply for the current peak day condition
Allocated Parking Demand
The second concept of parking analysis is "allocated parking demand". This concept considers more
realistic conditions on a hospital campus where specific groups are provided with separate or
designated parking areas. This means separate parking for patients and visitors as well as separate
physician and employee parking lots. In the allocated demand concept, similar groups are taken
together such as employees only, physicians only or patients and visitors only. Table 3E
demonstrated on the previous page how the parking needs are shown individually for each group and
then summarized at the bottom of the table in lines 37 through 40. The summary lines show how
the needs for similar groups are combined such as employees and students only (line 37), physicians
only (line 38), patients and visitors only (line 39) and finally emergency room patients and visitors (line
40). The boxed values on these lines demonstrate the extent and timing of when the particular
group has their period of greatest parking demand. These lines then show that employees and
students peak at 931 spaces needed between 2:30 and 3:00 p.m. while physicians peak at 135
spaces needed much earlier in the day between 8:30 and 9:00 a.m. Patients and visitors, on the
other hand, have their peak need between these other groups at between 11 :30 and 12:00 noon
when 241 spaces are required. Finally, the emergency room patients and visitors need 39 spaces
between 6:00 and 6:30 p.m.
By considering the extent and timing of individual group peaks and then adding these totals together
a more realistic need of parking begins to be developed. In this case, the allocated parking demand
concept shows that 1,346 parking spaces should be provided since patients and visitors do not park
in the same parking areas as physicians nor do they share parking with employees at this time of the
day. Comparing the parking need under the allocated demand concept with the currently available
Rich and Associates, Inc
May 2002
3.9
Bethesda Memorial Hospital
Final Report
Curre.
Demand Analysis
parking supply on campus plus the Seacrest remote lot would mean there is a current deficit of 198
spaces. If the 148 spaces on the Seacrest lot were not included (since the hospital has expressed a
desire to eliminate this lot and consolidate all their parking on campus) then the deficit would be 346
spaces under the allocated demand basis. Table 3F on page 3-11 summarizes the parking needs
under the pooled and allocated basis and demonstrates the third concept in analyzing parking needs
on a hospital campus that being "planning demand".
PlanninQ Demand
The planning demand concept of parking analysis overcomes a shortcoming with the allocated basis
of demand determination that becomes evident when only the number of spaces called for in the
allocated demand basis are provided for each group. The problem is that once the designated
parking for a particular group (for example patients and visitors) is full or nearly full, any later arriving
patients or visitors would have to either wait for a parking space to open up from someone leaving or
would likely have to "hunr for a parking space, potentially in one of several designated parking areas.
The need to "hunr for a parking space gives the parking patron the perception that the parking is full
even though space may be available. The planning demand concept seeks to overcome this
problem by recognizing at what level this perception becomes apparent and providing sufficient
capacity to overcome it. In the case of patients and visitors this perception is generally recognized
as occurring at about 90% of spaces being full. Therefore, in the case of patients and visitors (as well
as physicians) a planning factor of 10% is added to the peak "allocated" parking need to arrive at the
planning demand requirement. A factor of 5% is added to the employee allocated need because of
the employees' greater familiarity with the parking. As table 3F demonstrates, the allocated demand
as determined for each group is adjusted by the appropriate "planning factor" to arrive at the planning
demand which is then compared against the designated parking supply for that group. This column
also shows that the campus would be 286 spaces short reflecting a current peak day condition. If
the 148 spaces available on the Seacrest lot were eliminated for the reasons mentioned previously,
then the current supply would be reduced to 1,000 spaces. This would mean a current peak day
deficit of 434 spaces.
Rich and Associates, Inc
May 2002
3.10
Bethesda Memorial Hospital
Final Report
Currel. Demand Analysis
Table 3F
Bethesda Memorial Hospital
Current Parking Demand using Various Parking Demand Concepts
Pooled
Parking
Demand Allocated Surplus
(11:30 am.. Pea~ Time that group Planning Planning Deficit bl
12:00 noon) Demand exhibits peak need Factor Demand Grou~
Emplovee & Student
Demand 916 931 2:30 . 3:00 PM 50/0 978
Total Employee
Supply 756
Employee Surplus!
Deficit) (222\ (222
Physicians Demand 78 135 8:30 - 9:00 AM 10% 149
Total Physician
Supply 62
Physician Surplus!
Deficit) (87' (87
Patients! Visitors
Demand 241 241 11 :30 . 12:00 Noon 10% 265
Total Patient! Visitor
Supply 330
Patient! Visitor
Surplus! (Deficit) 65 65
Emergency Patients!
Visitors Demand 15 39 6:00 - 6:30 PM 10% 43
Designated EtR
Supply 0 (43)
Total Demand 1,250 1,346 1,434
Total Supply 1,148 1,148 1,148
Surplus! (Deficit) (102) (198) (286)
OnCampus Supply
Only 1,000 1,000 1,000
Campus Surplus!
(Deficit) (250) (346) (434)
Rich and Associates, lnc
May 2002
3.11
Bethesda Memorial Hospital
Final Report
Curn t Demand Analysis
As table 3F shows, the planning demand parking requirement (1,434 spaces) is 184 spaces more
than the 1,250 spaces called for in the inappropriate method of measuring parking of pooled demand.
Another aspect that the current peak day table demonstrates is that the greatest shortfall is in
employee and physician parking.
Rich and Associates, Inc
May 2002
3-12
Bethesda Memorial Hospital
Final Report
Future. .emand Analysis
Introduction
A major focus and intent of this parking demand analysis is the parking needs as they are likely to
exist during future years. The future years parking demand is a function of anticipated growth in
services on campus particularly the volume of outpatients, bed capacity and occupancy and staff
on campus. The demand tables also factor for the condition exhibited by many Florida hospitals
of a significant rise in utilization during the peak winter months.
Future Demand Assumptions
The determination of the future parking needs for Bethesda Memorial Hospital is based on the
following growth assumptions.
1. Outpatients - Hospital outpatient volume will increase from the current 131,774 annual
patients (2002) to a projected 199,020 annual patients by calendar year 2006. These figures
exclude the outpatients (primarily rehab patients) visiting departments in the Bethesda
Medical Plaza that is totally excluded from the analysis. The Kimley.Horn parking analysis
forecast parking needs to the year 2010. Therefore, Rich and Associates have assumed a
1 % annual increase from the 2006 patient volumes to project the needs to 2010. This would
mean an annual outpatient volume of 207,101 outpatients coming to the hospital by 2010.
2. Bed CaDacitv/Occupancv - The hospital is currently licensed for 362 beds of which only
339 are currently staffed. The future assumption is the addition of 28 beds bringing the
complement to 390 licensed and staffed beds. The future demand (2006) is based on these
390 beds at peak occupancy of 97% or 380 occupied beds. This figure is consistent with the
values assumed in the Kimley-Horn study.
3. Emplovees - Consistent with the bed occupancy utilization noted above, it would be
expected that coincident with the higher bed occupancy that more staff would have to be on
campus to care for the increased patient load. Ratio's determined from the existing utilization
at the time of the data collection showed an average of 2.81 1 'I shift full-time staff per
occupied bed and various lower ratios for 2nd and 3"' shift'. The appropriate ratio was applied
to the 380-peak day bed occupancy to derive the number of staff on campus that was then
prorated based on the currently determined staffing patterns. For example, full-time first shift
staff would increase by about 202 persons at the higher bed complement and utilization rate.
, See appendix for specific ratio's calculated for each group as determined from the current
condition.
Rich and Associates, Inc.
May 2002
4-1
Bethesda Memorial Hospital
Final Report
Future.. -emand Analysis
4. Emerqency Patients - Information provided by the hospital projected the emergency patient
volume to increase from the current 63,579 patients presently to 66,989 patients by the year
2006. Rich and Associates have assumed an additional 1 % annual increase between year
2006 and year 2010. This rate of increase would result in a projected annual volume of
69,709 patients by 2010. Information collected during the study showed an average of 112
patients arriving between about 6:00 a.m. and 8:00 pm on a current peak day. Given the
growth assumptions noted, the patient volume would increase to 118 patients per day during
this same period by 2006 and 123 patients per day by 2010.
5. Physicians - No change projected
6. Volunteers - No change projected
7. Community Education - No change projected
Future Parkinq Demand
Given the growth assumptions noted above, Table 4A (the future parking demand table) on the
following page has been prepared. The table again demonstrates the parking needs by time of
day for each of the various demand classifications on the Bethesda Hospital campus. The table
shows that the pooled peak for the campus occurs between 11 :30 a.m. and 12:00 noon when
1,490 spaces are required. Given the hospitals desire to consolidate their parking supply on
campus, the available supply would total about 1,000 spaces. This would mean that the hospital
would be 490 spaces short on the pooled basis. Recall however that this is an inappropriate
method of measuring parking needs because of the possibility of less convenient parking for
patients than for
employees or others.
Figure 2 at right
compares the periodic
parking needs as
determined for the
current (2002) peak day
condition and the future
(2010) peak day
condition against the Q!l:
campus parking supply
of 1,000 spaces.
Rich and Associates, Inc.
May 2002
Current VS.Future "Pooled" Parking Demand
1.600
.. 1,400
11 1,200
[ 1,000
III 800
D>
.!: 600
'"
:; 400
Q.
200
o
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./- "
,'" ,,-
,..." "
T "
, ....
1-2002 Campus -2010 Campus -Total Spaces I
Fiqure 2- Current YS. Future Pooled Parkinq Demand
4.2
Bethesda Memorial Hospital
Final Report
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Future.... emand Analysis
As before, the boxed values represent the peak demand for the various groups. As a result of
the higher bed capacity (and thus staffing), the total employee parking demand (shown by line 7)
is increased from 907 spaces needed at the peak period in 2002 to 1,071 spaces required at
peak time by 2010. The higher bed capacity also affects the visitors demand (line 14) although
certainly not to the same extent increasing it from 63 to 74 spaces at the group peak period
(11:30 a.m. -12:00 noon).
The projected growth in the outpatient volume and the higher bed count results in the composite
patient and visitor parking need (line 39) increasing from the 241 spaces shown for 2002 to the
320 spaces needed by 2010. Finally, the projected minor increase in the daily emergency
patient volume has no real effect on the total parking needs when factored across the spectrum of
daytime hours.
Although the assumption is that the number of physician parking spaces required would be held
constant from 2002 figures this could be affected should additional physicians be recruited on
staff. It will also be noted that several other categories such as volunteers, community
education and nursing student demand has been held constant from the current peak day values
although conceivably these groups could increase as well.
Rich and Associates, Inc.
May 2002
4-4
Bethesda Memorial Hospital
Final Report
Future ~ emand Analysis
Table 46 on the following page summarizes the parking demand versus the available parking
supply by group for fiscal year 2010 under the three parking analysis concepts of pooled demand,
allocated demand and planning demand. As stated previously, the pooled shortfall is projected
to be about 490 spaces in 2010 assuming the forecast growth and given the existing on-camous
parking supply vaiues. Considering the individual peak needs periods, the demand under the
allocated basis is 1,589 spaces that increase the forecast parking deficit to 589 spaces. Under
the planning demand concept, the demand would be 1,693 spaces meaning the future shortfall
under this basis wouid be as many as 693 spaces.
Summary
The deficit figures noted above reflect the shortfall given the projected 1,000 surface spaces
available on campus which reflects the condition of the number counted at the time of the
fieldwork 1,148) less the 148 spaces in the Seacrest remote lot that the hospital wishes to
eliminate. There is however several issues that will affect this final surface supply value.
1. At the time of the fieldwork the hospital was in the midst of significant construction of
a new patient tower and main entrance. As such, some spaces within the
construction zone were not available. Our understanding is that the existing surface
supply could increase by approximately 35 spaces that would come back on line
once everything was completed.
2. There is on-going pianning to expand the existing physicians parking lot, which is
woefully inadequate to provide for the physicians parking requirements. The
preferred location is in the same area since most of the physicians' initial destinations
are nearby. The additional physician's lot capacity is subject to the final design yet to
be approved.
3. Plans to address the existing and projected parking shortfall include development of
a parking structure. Although there are several alternative locations on campus
under consideration, all involve removing at least some measure of existing parking
supply to accommodate the building footprint. As such, the number of spaces lost to
the footprint of the building would have to be added back into the capacity of the
structure. For example, the deficit figure noted above of 693 spaces means that
should a parking facility be constructed and the footprint takes up 150 spaces then
the facility would need to be approximately 843 spaces to accommodate the
projected parking demand plus make up for the spaces lost at grade.
Rich and Associates. Inc.
May 2002
4-5
Bethesda Memorial Hospital
Final Report
f
Futurt:.Jemand Analysis
Table 4B
Bethesda Memorial Hospital
Future Surplus I Deficit Summary (By Group)
Year 2010
Pooled
Parking
Demand Allocated Surplus
(11:30 am.. Pea~ Time that group Planning Planning Deficit b\
12:00 noon Demand exhibits peak need Facto Demand Grou~
Emolovee & Student
Demand 1,077 1,095 2:30 - 3:00 PM 5% 1,150
n-otal Employee
Supply 608
Employee Surplus I (542
Deficitl (542
Physicians Demand 78 135 8:30 - 9:00 AM 10% 14E
Total Physician
Supply 62
Physician Surplus I (87
Deficitl (87
Patients I Visitors
Demand 320 320 11 :30 - 12:00 Noon 10% 352
IT otal Patient I Visitor
Supply 330
Patient I Visitor
Surplus I (Deficit) (22 (22
Emergency Patients
Visitors Demand 15 39 6:00 - 6:30 PM 100,{ 43
Designated EIR
Supply 0
Patient I Visitor
Surplus I (Deficitl (43 (43
rota I Demand 1,490 1,589 1,693
trotal Supply 1,000 1,000 1,OOC
Campus Surplus I (589
Deficit) (490 (693)
Rich and Associates, Inc.
May 2002
4-6
Bethesda Memorial Hospital
Final Report
Table A-1
Bethesda Memorial Hospital
Visitor Survey Results
Composite
Total
How did you Arrive at the Hospital Today?
Drove and Parked
Valet Parked
Passenger, Car Parked
Dropped Off, Car Left
Bus or Cab
Walked
Total
297 (87.6%)
30 (8.8%)
3 (0.9%)
4 (1.2%)
2 (0.6%)
3 (0.9%)
339 (100.0%)
How Many Adult Passengers Did you Bring with you other than yourself?
One
Two
Three
Four or More
Total
152 (81.7%)
31 (16.7%)
1 (0.5%)
2 (1.1%)
186 (100.0%)
~~-Iili'@tii--_......_-----"~~---~.~~-~,.,,,,"-=-~
;Y.r.< "" I ..'." d . "". _ - - . . _ . .~
~-Ll ~p ( , ,_; - ^ - . ^ " ~ - - - ,
~.'F.'x~'~~ . "".~;"" '.~. ,'. -, .' ::.-
~~~_""";",,--_--,,.~-:o.~~""........~.....~~~...........
Where did you Park?
Red Lot
Blue Lot
Green Lot
Valet
Other
Total
162 (67.5%)
48 (20.0%)
10 (4.2%)
4 (1.7%)
16 (6.7%)
240 (100.0%)
How long do you think you will stay Today?
1 - 30 Minutes
31 - 60 Minutes
1 Hour - 1 1/2 Hours
1 1/2 Hours - 2 Hours
More than 2 Hours
Total
101 (36.6%)
64 (23.2%)
35 (12.7%)
15 (5.4%)
61 (22.1%)
276 (100.0%)
Av.eri!ge~13tliy!.lfi!Mi!i~tiis~~.r. -
;""l'~-''''''''IO''''''':~'''''''--6
~j.~~~~~~1'. "~'.~~'~
Source: Rich and Associates Fieldwork, February 2002
5-1
Parking Planning Study
Final Report
Exhibit A-2
Bethesda Memorial Hospital
Visitor Traffic Survey
Composite
Tuesday Wednesday Thursday
2/12/2002 2/13/2002 2/14/2002 Total
TIME OF ARRIVAL
8:00 - 8:30 16 9 14 39
8:30 - 9:00 15 27 22 64
9:00 - 9:30 25 22 28 75
9:30 - 10:00 34 38 37 109
10:00 - 10:30 30 49 43 122
10:30 - 11:00 27 61 33 121
11:00 - 11:30 36 43 29 108
11 :30 - 12:00 33 50 50 133
12:00 - 12:30 31 38 35 104
12:30 -1:00 46 38 36 120
1:00 -1:30 49 30 36 115
1 :30 - 2:00 47 42 49 138
2:00 - 2:30 18 53 29 100
2:30 - 3:00 28 37 29 94
3:00 - 3:30 27 28 31 86
3:30 -4:00 25 25 47 97
4:00 - 4:30 33 36 35 104
4:30 - 5:00 33 45 28 106
5:00 - 5:30 26 42 28 96
5:30 - 6:00 27 54 42 123
6:00 - 6:30 29 46 43 118
6:30 - 7:00 34 42 31 107
7:00 - 7:30 17 48 40 105
7:30 - 8:00 25 50 33 108
TOTAL 711 953 828 2492
% OF TOTAL 28.5% 38.2% 33.2% 100.0%
Inpatient Beds Available 339 339 339 1017
Inpatient Beds Occupied 307 308 285 900
% Occupancy 90.6% 90.9% 84.1% 88.5%
VisitoT PeT Occupied Bed 2.32 3.09 2.91 2.77
Source: Rich and Associates Fieldwork, February 2002
5-2
Parking Planning Study
Final Report
Source: Rich and Associates Fieldwork, February 2002
5-3
Parking Planning Study
Final Report
Exhibit A-4
Bethesda Memorial Hospital
Visitor Traffic Survey
Emergency Desk
Tuesday Wednesday Thursday
2/12/2002 2/13/2002 2/14/2002 Total
TIME OF ARRIVAL
8:00 - 8:30 3 4 4 11
8:30 - 9:00 9 15 14 38
9:00 - 9:30 16 7 13 36
9:30 - 10:00 17 17 19 53
10:00 - 10:30 13 11 31 55
10:30 -11:00 13 27 20 60
11 :00 - 11 :30 17 12 15 44
11 :30 - 12:00 13 20 29 62
12:00 - 12:30 16 13 16 45
12:30 -1:00 19 22 20 61
1:00 -1:30 27 17 17 61
1 :30 - 2:00 23 21 26 70
2:00 - 2:30 7 20 23 50
2:30 - 3:00 11 11 17 39
3:00 - 3:30 10 12 12 34
3:30 - 4:00 14 9 29 52
4:00 - 4:30 19 13 12 44
4:30 - 5:00 19 3o. 17 66
5:00 - 5:30 11 20 7 38
5:30 - 6:00 11 33 23 67
6:00 - 6:30 15 25 22 62
6:30 - 7:00 14 22 19 55
7:00 - 7:30 10 32 21 63
7:30 - 8:00 10 33 20 63
TOTAL 337 446 446 1229
% OF TOTAL 27.4% 36.3% 36.3% 100.0%
Source: Rich and Associates Fieldwork, February 2002
5.4
Parking Planning Study
Final Report
Exhibit A-S
Bethesda Memorial Hospital
Outpatient Parking Survey Results
How did you arrive at the Hospital today?
Drove and Parked
Passenger, Driver Parked Car
Dropped Off, Driver Left
Bus
Taxi
Walked
Total
133 (78.7)
24 (14.2)
12 (7.1)
o (0.0)
o (0.0)
o 10.0)
169 (100.0)
lP'@imifIDj~~!!~)l
If you drove or were driven, where did you park?
Green Lot
Red Lot
Blue Lot
Valet Parked
On-Street
Other
Total
4 (2.6)
65 (41.9)
49 (31.6)
25 (16.1)
4 (2.6)
8 ~
155 (100.0)
How long will the car that brought you to the Hospital be parked on Campus?
1 - 30 Minutes
31 - 60 Minutes
1 Hour - 1 1/2 Hours
1 1/2 Hours - 2 Hours
More than 2 hours
Total
21 (14.3)
42 (28.6)
51 (34.7)
23 (15.6)
10 16.8)
147 (100.0)
Source: Rich and Associates Fieldwork. February 2002
5-5
Parking Planning Study
Final Report
Exhibit A-6
Bethesda Memorial Hospital
Outpatient Traffic Survey
Composite
Tuesday Wednesday Thursday
2/12/2002 2/13/2002 2/14/2002 Total
TIME OF ARRIVAL
HN H HN H HN H HN H
6:00 - 6:30 0 0 2 0 0 0 2 0
6:30 - 7:00 3 0 0 0 2 0 5 0
7:00 - 7:30 3 0 5 0 6 0 14 0
7:30 - 8:00 7 0 11 0 14 0 32 0
8:00 - 8:30 10 0 10 0 7 0 27 0
8:30 - 9:00 14 0 8 0 12 0 34 0
9:00 - 9:30 10 0 11 0 9 0 30 0
9:30 - 10:00 13 0 10 0 9 0 32 0
10:00 - 10:30 11 0 14 0 14 0 39 0
10:30 - 11 :00 13 0 5 0 8 0 26 0
11:00 -11:30 10 0 9 0 13 0 32 0
11:30 - 12:00 7 0 10 0 6 0 23 0
12:00 - 12:30 5 0 10 0 6 0 21 0
12:30 -1:00 11 0 9 0 8 0 28 0
1:00 - 1:30 6 0 8 0 15 0 29 0
1 :30 - 2:00 11 0 11 0 10 0 32 0
2:00 - 2:30 7 0 6 0 6 0 19 0
2:30 - 3:00 11 0 8 0 9 0 28 0
3:00 - 3:30 4 0 8 0 5 0 17 0
3:30 - 4:00 5 0 9 0 13 0 27 0
4:00 - 4:30 3 0 5 0 6 0 14 0
4:30 - 5:00 9 0 6 0 4 0 19 0
5:00 - 5:30 4 0 4 0 7 0 15 0
5:30 - 6:00 2 0 4 0 8 0 14 0
6:00 - 6:30 0 0 0 0 1 0 1 0
6:30 - 7:00 0 0 0 0 0 0 0 0
7:00 - 7:30 0 0 0 0 0 0 0 0
7:30 - 8:00 0 0 0 0 0 0 0 0
TOTAL 179 0 183 0 198 0 560 0
% OF TOTAL 32.0% 0.0% 32.7% 0.0% 35.4% 0.0% 100.0% 0.0%
Stops/Patient 1.00 1.00 1.00 1.00
Source: Rich and Associates Fieldwork,February 2002
5-6
Parking Planning Study
Final Report
Exhibit A-7
Bethesda Memorial Hospital
Radiation Oncology Patient Parking Survey Results
How did you arrive at the Hospital today?
Drove and Parked
Passenger, Driver Parked Car
Dropped Off, Driver Left
Bus
Taxi
Walked
Total
53 (80.3)
12 (18.2)
1 (1.5)
o (0.0)
o (0.0)
o 10.0)
66 (100.0)
--
If you drove or were driven, where did you park?
Green Lot
Red Lot
Blue Lot
Valet Parked
On-Street
Other
Total
1 (1.5)
40 (61.5)
3 (4.6)
15 (23.1)
o (0.0)
6 (9.2)
65 (100.0)
How long will the car that brought you to the Hospital be parked on Campus?
1 - 30 Minutes
31 - 60 Minutes
1 Hour - 1 1/2 Hours
1 1/2 Hours - 2 Hours
More than 2 hours
Total
52 (81.3)
11 (17.2)
o (0.0)
1 (1.6)
o (O.O)
64 (100.0)
1~~Q.@g~1.&Ji!9t(I.!imiD~!.i!"f!J_ll
Source: Rich and Associates Fieldwork, February 2002
5-7
Parking Planning Study
Final Report
Exhibit A-8
Bethesda Memorial Hospital
Outpatient Traffic Survey
Radiation Oncology
Tuesday Wednesday Thursday
2/12/2002 2/13/2002 2/14/2002 Total
TIME OF ARRIVAL
HN H HN H HN H HN H
6:00 - 6:30 0 0
6:30 - 7:00 0 0
7:00 - 7:30 0 0
7:30 - 8:00 0 0
8:00 - 8:30 4 5 6 15 0
8:30 - 9:00 10 9 6 25 0
9:00 - 9:30 5 7 5 17 0
9:30 - 10:00 11 10 8 29 0
10:00-10:30 5 6 9 20 0
10:30 - 11 :00 13 11 10 34 0
11 :00 . 11 :30 4 9 10 23 0
11:30 - 12:00 12 8 9 29 0
12:00 - 12:30 2 1 1 4 0
12:30 - 1 :00 0 2 3 5 0
1:00 -1:30 3 6 8 17 0
1 :30 - 2:00 11 9 9 29 0
2:00 - 2:30 4 8 7 19 0
2:30 - 3:00 11 10 9 30 0
3:00 - 3:30 3 8 6 17 0
3:30 - 4:00 11 11 9 31 0
4:00 - 4:30 1 8 5 14 0
4:30 - 5:00 6 4 4 14 0
5:00 . 5:30 4 4 4 12 0
5:30 - 6:00 4 4 3 11 0
6:00 - 6:30 3 4 3 10 0
6:30 - 7:00 3 4 3 10 0
7:00 - 7:30 2 3 1 6 0
7:30 - 8:00 1 1 2 0
0 0
TOTAL 133 0 152 0 138 0 423 0
% OF TOTAL 31.4% 0.0% 35.9% 0.0% 32.6% 0.0% 100.0% 0.0%
Source: Rich and Associates Fieldwork, February 2002
5-8
Parking Planning Study
Final Report
Exhibit A-9
Bethesda Memorial Hospital
Ambulatory Surgery Patient Parking Survey
How did you arrive at the Hospital today?
Drove and Parked
Passenger, Driver Parked Car
Dropped Off, Driver Left
Bus
Taxi
Walked
Total
61 (69.3)
14 (15.9)
13 (14.8)
o (0.0)
o (0.0)
o (0.0)
88 (100.0)
If you drove or were driven, where did you park?
Green Lot
Red Lot
Blue Lot
Valet Parked
On-Street
Other
Total
67 (88.2)
o (0.0)
5 (6.6)
3 (3.9)
1 (1.3)
o (0.0)
76 (100.0)
How long will the car that brought you to the Hospital be parked on Campus?
1 - 30 Minutes
31 - 60 Minutes
1 Hour - 1 1/2 Hours
1 1/2 Hours - 2 Hours
More than 2 hours
Total
5 (6.6)
1 (1.3)
4 (5.3)
3 (3.9)
63 182.9)
76 (100.0)
IA'v""rsla'''U1''M'''-til:f)_371
~.v~r.~g~.,__. ",n\QL_Hll:t__~~ d. ., ,'. ___n_ " , _ '. _'.~_
Source: Rich and Associates Fieldwork, February 2002
5-9
Parking Planning Study
Final Report
Exhibit A-10
Bethesda Memorial Hospital
Outpatient Traffic Survey
Ambulatory Surgery Unit
Tuesday Wednesday Thursday
2/12/2002 2/13/2002 2/14/2002 Total
TIME OF ARRIVAL
HN H HN H HN H HN H
6:00 - 6:30 7 11 10 28 0
6:30 - 7:00 5 2 8 15 0
7:00 - 7:30 3 6 5 14 0
7:30 - 8:00 6 1 5 2 5 16 3
8:00 - 8:30 6 1 3 3 12 1
8:30 - 9:00 4 2 2 8 1
9:00 - 9:30 2 3 2 7 0
9:30 - 10:00 2 2 6 1 10 1
10:00 - 10:30 2 2 2 6 0
10:30 - 11 :00 2 1 4 7 0
11:00 -11:30 4 1 4 3 11 2
11:30 -12:00 3 1 2 6 0
12:00 - 12:30 4 2 1 7 0
12:30 -1:00 2 1 5 8 0
1 :00 - 1 :30 3 3 3 9 0
1 :30 - 2:00 6 6 0
2:00 - 2:30 1 1 0
2:30 - 3:00 0 0
3:00 - 3:30 1 1 0
3:30 - 4:00 1 2 3 0
4:00 - 4:30 2 2 0
4:30 - 5:00 1 1 2 0
5:00 - 5:30 1 2 3 0
5:30 - 6:00 0 0
6:00 - 6:30 0 0
6:30 - 7:00 0 0
7:00 - 7:30 0 0
7:30 - 8:00 0 0
0 0
TOTAL 60 3 50 4 72 1 182 8
% OF TOTAL 33.0% 37.5% 27.5% 50.0% 39.6% 12.5% 100.0% 100.0%
Source: Rich and Associates Fieldwork. February 2002
5-10
Parking Planning Study
Final Report
Exhibit A-11
Bethesda Memorial Hospital
Admission Traffic Survey
6:00 AM to 8:00 PM
Tuesday Wednesday Thursday
2/12/2002 2/13/2002 2/14/2002 Total
TIME OF ARRIVAL Routine Routine Routine Routine
6:00 - 6:30 0 0 0 0
6:30 - 7:00 0 0 0 0
7:00 - 7:30 0 0 0 0
7:30 - 8:00 0 0 0 0
8:00 - 8:30 0 0 0 0
8:30 - 9:00 0 0 0 0
9:00 - 9:30 0 0 0 0
9:30 - 10:00 0 0 2 2
10:00 - 10:30 1 1 0 2
10:30 - 11 :00 1 0 0 1
11:00 -11:30 1 1 0 2
11:30 -12:00 0 0 0 0
12:00 - 12:30 1 1 0 2
12:30 - 1 :00 0 1 1 2
1:00 -1:30 0 1 0 1
1 :30 - 2:00 0 2 0 2
2:00 - 2:30 0 1 0 1
2:30 - 3:00 0 0 1 1
3:00 - 3:30 2 0 0 2
3:30 - 4:00 0 0 2 2
4:00 - 4:30 0 0 0 0
4:30 - 5:00 1 1 0 2
5:00 - 5:30 1 1 1 3
5:30 - 6:00 0 0 3 3
6:00 - 6:30 0 0 0 0
6:30 - 7:00 0 0 0 0
7:00 - 7:30 0 0 0 0
7:30 - 8:00 0 0 0 0
TOTAL 8 10 10 28
% OF TOTAL 28.6% 35.7% 35.7% 100.0%
Source; Rich and Associates Fieldwork, February 2002
5-11
Parking Planning Study
Final Report
Exhibit A-12
Bethesda Memorial Hospital
Emergency Patient Traffic Survey
6:00 AM - 8:00 PM
Tuesday Wednesday Thursday
2/12/2002 2/13/2002 2/14/2002 Total
TIME OF ARRIVAL
6:00 - 6:30 2 0 0 2
6:30 - 7:00 3 5 1 9
7:00 - 7:30 2 0 0 2
7:30 - 8:00 3 3 2 8
8:00 - 8:30 1 5 2 8
8:30 - 9:00 1 6 2 9
9:00 - 9:30 3 1 2 6
9:30 - 10:00 1 3 3 7
10:00 - 10:30 3 3 2 8
10:30 -11:00 5 2 7 14
11:00 -11:30 2 1 4 7
11 :30 - 12:00 3 2 6 11
12:00 - 12:30 4 3 3 10
12:30 -1:00 6 3 4 13
1:00 -1:30 3 4 2 9
1 :30 - 2:00 1 2 2 5
2:00 - 2:30 4 2 2 8
2:30 - 3:00 1 2 3 6
3:00 - 3:30 3 2 5 10
3:30 - 4:00 4 5 1 10
4:00 - 4:30 4 7 4 15
4:30 - 5:00 2 4 9 15
5:00 - 5:30 5 5 2 12
5:30 - 6:00 5 4 5 14
6:00 - 6:30 6 6 4 16
6:30 - 7:00 2 4 7 13
7:00 - 7:30 6 3 1 10
7:30 - B:OO 1 4 3 B
TOTAL 86 91 88 265
Source; Rich and Associates Fieldwork, February 2002
5-12
Parking Planning Study
Final Report
Exhibit A.13
Bethesda Memorial Hospital
Emergency Patient Traffic Survey
8:00 PM .6:00 AM
Tuesday Wednesday Thursday
2/12/2002 2/13/2002 2/14/2002 Total
TIME OF ARRIVAl
8:00 - 8:30 7 7 7 21
8:30. 9:00 4 1 4 9
9:00 - 9:30 4 6 4 14
9:30.10:00 2 2 1 5
10:00 - 10:30 4 7 1 12
10:30.11 :00 4 5 2 11
11:00 -11:30 5 1 4 10
11:30 - 12:00 3 2 0 5
12:00 - 12:30 1 1 1 3
12:30 -1:00 3 0 4 7
1:00.1:30 0 1 2 3
1 :30 - 2:00 1 1 1 3
2:00.2:30 4 3 0 7
2:30. 3:00 0 9 1 10
3:00 - 3:30 4 1 2 7
3:30.4:00 2 0 1 3
4:00.4:30 1 0 3 4
4:30 - 5:00 1 2 3 6
5:00 - 5:30 1 3 0 4
5:30. 6:00 1 2 0 3
TOTAl 52 54 41 147
% OF TOTAL 35.4% 36.7% 27.9% 100.0%
Source: Rich and Associates Fieldwork, February 2002
5.13
Parking Planning Study
Final Report
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Exhibit 15
Bethesda Memorial Hospital
Volunteer Survey Results
How many Days per Month Do You Normally Work?
1 Day 12 (8.8) 6 Days 4 (2.9) 11 Days
2 Days 3 (2.2) 7 Days 1 (0.7) 12 Days
3 Days 1 (0.7) 8 Days 18 (13.1) 13 Days
4 Days 75 (54.7) 9 Days 5 (3.6) 16 Days
5 Days 4 (2.9) 10 Days 3 (2.2) 20 Days
Total Responses
How do you Usually Come to the Hospital?
Drive and Parked
Passenger, ride with Fellow Volunteer or employee
Dropped Off, Car does not Park
Bus or Cab
Walk
Other
Total
How Far is it trom your residence to the hospital?
1 - 2 blocks
3 - 4 blocks but less than 1 mile
1 -2 miles
3 - 5 miles
6 - 10 miles
Greater than 10 miles
Total
Avg Distance
Where do you usually Park
Red Lot
Blue Lot
Green Lot
Other Employee Lot
Other
Valet
Total
1 (0.7)
6 (4.4)
1 (0.7)
1 (0.7)
2 (1.5)
137 (100.0)
126 (90.0)
8 (5.7)
3 (2.1)
0 (0.0)
0 (0.0)
.3. (2JJ
140 (100.0)
1 (0.7)
5 (3.6)
19 (13.6)
62 (44.3)
51 (36.4)
~ {U}
140 (100.0)
6.33 Miles
70
26
19
1
5
15
136
(51.5)
(19.1)
(14.0)
(0.7)
(3.7)
illQ1
(100.0)
Source: Rich and Associates Fieldwork, February 2002
5-15
Parking Planning Study
Final Report
printed: 02/22/02 RICH AND ASSOCIATES
09:12:33 Bethesda Memorial Hospital
For: 02/11/02
Route #: 1 Lot/Block: RED
Cars 0 of Total
"
----------
Number of cars that stayed 1 circuit 257 51.09
Number of cars that stayed 2 circuits 97 19.28
Number of cars that stayed 3 circuits 53 10.54
Number of cars that stayed 4 circuits 39 7.75
Number of cars that stayed 5 circuits 18 3.58
Number of cars that stayed 6 circuits 14 2.78
Number of cars that stayed 7 circuits 25 4.97
# Spaces # Spaces # Spaces # Spaces % viol
Occupied Empty Occupancy Violation Ticketed Ticketed
-------- -------- --------- --------- -------- --------
Circuit 1 119 66 64.32 0 0 0.00
Circuit 2 159 26 85.95 0 0 0.00
circuit 3 173 12 93.51 0 0 0.00
circuit 4 169 16 91. 35 0 0 0.00
Circuit 5 168 17 90.81 0 0 0.00
Circuit 6 165 20 89.19 0 0 0.00
Circuit 7 162 23 87.57 0 0 0.00
Total Cars Parked
Total Spaces Analyzed
503
185
Average Turnover
Average Occupancy
Total Spaces Violation
Total Spaces Ticketed
% of Violation Spaces Ticketed
2.72
86.10
o
o
0.00
printed: 02/22/02 RICH AND ASSOCIATES
09:12:29 Bethesda Memorial Hospital
For: 02/11/02
Route #: 1 Lot/Block: BLUE
Cars
Number of cars that stayed 1 circuit 57
Number of cars that stayed 2 circuits 34
Number of cars that stayed 3 circuits 18
Number of cars that stayed 4 circuits 14
Number of cars that stayed 5 circuits 5
Number of cars that stayed 6 circuits 3
Number of cars that stayed 7 circuits 7
%' of Total
41.30
24.64
13.04
10.14
3.62
2.17
5.07
# Spaces # Spaces # Spaces # Spaces .. Viol
0
Occupied Empty Occupancy Violation Ticketed Ticketed
-------- -------- --------- --------- -------- --------
Circuit 1 49 2 96.08 0 0 0.00
Circuit 2 48 3 94.12 0 0 0.00
Circuit 3 46 5 90.20 0 0 0.00
Circuit 4 45 6 88.24 0 0 0.00
Circuit 5 49 2 96.08 0 0 0.00
Circuit 6 46 5 90.20 0 0 0.00
Circuit 7 44 7 86.27 0 0 0.00
Total Cars Parked
Total Spaces Analyzed
138
52
Average Turnover
Average Occupancy
Total Spaces Violation
Total Spaces Ticketed
%' of Violation Spaces Ticketed
2.65
91.60
o
o
0.00
.
Printed: 02/22/02
09:12:30
RICH AND ASSOCIATES
Bethesda Memorial Hospital
For: 02/11/02
Route #: 1 Lot/Block: DOCTR DOCTOR's LOT
Cars .. of Total
,
----------
Number of cars that stayed 1 circuit 27 37.50
Number of cars that stayed 2 circuits 15 20.83
Number of cars that stayed 3 circuits 8 11.11
Number of cars that stayed 4 circuits 5 6.94
Number of cars that stayed 5 circuits 2 2.78
Number of cars that stayed 6 circuits 4 5.56
Number of cars that stayed 7 circuits 11 15.28
# Spaces # Spaces # Spaces # Spaces % Viol
Occupied Empty Occupancy Violation Ticketed Ticketed
-------- -------- --------- --------- -------- --------
Circuit 1 37 1 97.37 1 1 100.00
Circuit 2 33 5 86.84 22 22 100.00
Circuit 3 30 8 78.95 1 1 100.00
Circuit 4 33 5 86.84 6 6 100.00
Circuit 5 30 8 78.95 6 6 100.00
Circuit 6 25 13 65.79 3 3 100.00
Circuit 7 24 14 63.16 1 1 100.00
Total Cars Parked
Total Spaces Analyzed
72
38
Average Turnover
Average Occupancy
Total Spaces Violation
Total Spaces Ticketed
% of Violation Spaces Ticketed
1. 89
79.70
40
40
100.00
printed: 02/22/02 RICH AND ASSOCIATES
09:12:31 Bethesda Memorial Hospital
For: 02/11/02
Route #: 1 Lot/Block: GREEN
Cars
Number of cars that stayed 1 circuit 92
Number of cars that stayed 2 circuits 46
Number of cars that stayed 3 circuits 26
Number of cars that stayed 4 circuits 14
Number of cars that stayed 5 circuits 29
Number of cars that stayed 6 circuits 19
Number of cars that stayed 7 circuits 222
%' of Total
20.54
10.27
5.80
3.13
6.47
4.24
49.55
# Spaces # Spaces # Spaces # Spaces %' viol
Occupied Empty Occupancy violation Ticketed Ticketed
-------- -------- --------- --------- -------- --------
Circuit 1 300 26 92.02 0 0 0.00
Circuit 2 307 21 93.60 11 11 100.00
Circuit 3 310 17 94.80 0 0 0.00
Circuit 4 298 29 91.13 0 0 0.00
Circuit 5 304 23 92.97 0 0 0.00
Circuit 6 300 28 91. 46 0 0 0.00
Circuit 7 312 17 94.83 1 1 100.00
Total Cars Parked
Total Spaces Analyzed
448
329
Average Turnover
Average Occupancy
1. 36
92.98
Total Spaces Violation
Total Spaces Ticketed
%' of Violation Spaces Ticketed
12
12
100.00
printed: 02/22/02 RICH AND ASSOCIATES
09:12:32 Bethesda Memorial Hospital
For: 02/11/02
Route #: 1 Lot/Block: NTREE N TREE LINE
Cars % of Total
----------
Number of cars that stayed 1 circuit 8 36.36
Number of cars that stayed 2 circuits 5 22.73
Number of cars that stayed 3 circuits 4 18.18
Number of cars that stayed 4 circuits 0 0.00
Number of cars that stayed 5 circuits 1 4.55
Number of cars that stayed 6 circuits 1 4.55
Number of cars that stayed 7 circuits 3 13.64
# Spaces # Spaces # Spaces # Spaces % Viol
Occupied Empty Occupancy Violation Ticketed Ticketed
-------- -------- --------- --------- -------- --------
Circuit 1 10 4 71.43 0 0 0.00
Circuit 2 9 5 64.29 1 1 100.00
Circuit 3 10 4 71.43 0 0 0.00
Circuit 4 8 6 57.14 0 0 0.00
Circuit 5 10 4 71.43 0 0 0.00
Circuit 6 7 8 46.67 0 0 0.00
Circuit 7 8 7 53.33 0 0 0.00
Total Cars Parked
Total Spaces Analyzed
22
15
Average Turnover
Average Occupancy
Total Spaces Violation
Total Spaces Ticketed
% of Violation Spaces Ticketed
1.47
62.00
1
1
100.00
,
printed: 02/22/02 RICH AND ASSOCIATES
09:12:34 Bethesda Memorial Hospital
For: 02/11/02
Route #: 1 Lot/Block: SOUTH SOUTH TREE
Cars % of Total
----------
Number of cars that stayed 1 circuit 16 37.21
Number of cars that stayed 2 circuits 7 16.28
Number of cars that stayed 3 circuits 5 11.63
Number of cars that stayed 4 circuits 4 9.30
Number of cars that stayed 5 circuits 4 9.30
Number of cars that stayed 6 circuits 2 4.65
Number of cars that stayed 7 circuits 5 11.63
# Spaces # Spaces # Spaces # Spaces % Viol
Occupied Empty Occupancy Violation Ticketed Ticketed
-------- -------- --------- --------- -------- --------
Circuit 1 19 5 79.17 1 1 100.00
Circuit 2 19 5 79.17 11 11 100.00
Circuit 3 19 5 79.17 0 0 0.00
Circuit 4 23 1 95.83 3 3 100.00
Circuit 5 20 4 83.33 1 1 100.00
Circuit 6 13 11 54.17 2 2 100.00
Circuit 7 15 9 62.50 0 0 0.00
Total Cars Parked
Total Spaces Analyzed
43
24
Average Turnover
Average Occupancy
Total Spaces Violation
Total Spaces Ticketed
% of Violation Spaces Ticketed
1. 79
76.19
18
18
100.00
. i.....
..
printed: 02/22/02
09:12:34
RICH AND ASSOCIATES
Bethesda Memorial Hospital
For: 02/11/02
Route #: 1 Lot/Block: YELLW
Cars
% of Total
Number of cars that stayed 1 circuit 54
Number of cars that stayed 2 circuits 20
Number of cars that stayed 3 circuits 4
Number of cars that stayed 4 circuits 5
Number of cars that stayed 5 circuits 3
Number of cars that stayed 6 circuits 1
Number of cars that stayed 7 circuits 1
61. 36
22.73
4.55
5.68
3.41
1.14
1.14
# Spaces # Spaces # Spaces # Spaces % Viol
Occupied Empty Occupancy Violation Ticketed Ticketed
-------- -------- --------- --------- -------- --------
Circuit 1 18 7 72.00 0 0 0.00
Circuit 2 23 2 92.00 0 0 0.00
Circuit 3 19 2 90.48 0 0 0.00
Circuit 4 23 2 92.00 0 0 0.00
Circuit 5 24 1 96.00 0 0 0.00
Circuit 6 23 2 92.00 0 0 0.00
Circuit 7 24 1 96.00 0 0 0.00
Total Cars Parked
Total Spaces Analyzed
88
25
Average Turnover
Average Occupancy
Total Spaces Violation
Total Spaces Ticketed
% of Violation Spaces Ticketed
3.52
90.06
o
o
0.00
. .