PARKING CAPACITY REQUIREMENTS Presented to: Antaramian Development Corporation 365 5 th Avenue South Naples, Florida 34102
CONTENTS Page INTRODUCTION... 1 BACKGROUND... 2 EXISTING PARKING CONDITIONS... 5 ASSESSMENT OF PARKING DEMAND GENERATORS... 6 PARKING ASSUMPTIONS... 9 SUMMARY CONCLUSIONS... 11 ii
INTRODUCTION Antaramian Development Corporation (ADC) is the developer for the Naples Bay Resort. Carl Walker was engaged to conduct a parking capacity requirements study to determine the sufficiency of parking for the upscale condominiums and hotel-condominium units located east of downtown Naples, Florida. The following is a summary of information provided about the development and the assumptions used in developing the parking supply and demand study. ADC is developing property on two contiguous sites on the south side of Florida Route 41, east of the Gordon River. One site is referred to as the Marina Site (Hotel and Residences at Naples Bay Resort), adjacent to the Gordon River. The other is the Cottages Site (Cottages at Naples Bay Resort), located to the east of the first site. Both sites are connected by a relatively narrow entryway from Route 41. The Cottages Site is primarily residential and self-contained. Provisions for parking at this location are considered adequate. The focus of our work is the Marina Site, which includes hotel, retail, and restaurant components in addition to the residential condominium units. The key question is whether there is adequate parking on that site to support the anticipated activities. The activities that are anticipated for the community and public facilities at the Cottages Site will be examined to determine whether any significant opportunity exists for using the parking capacity provided at that location to supplement parking needs of events at the Marina Site.
Carl Walker was asked to examine the size and anticipated activity levels of the planned components and to provide an estimate of parking capacity needed to satisfy parking demand. If it is determined that the current plan does not provide sufficient parking capacity, the analysis will address options for meeting project parking needs, including potential use of capacity at the Cottages Site as supplemental parking for overflow parking demand associated with the Marina Site. BACKGROUND Located in downtown Naples, Florida, the Naples Bay Resort is a 10-minute walk from the city s Fifth Avenue and Third Street shopping districts. The Resort consists of upscale condos and a hotel surrounding a 97-slip marina. The Resort consists of two sites: The Marina Site has five buildings surrounding a marina with approximately 50 internal marina berths, and the Cottages Site has a clubhouse and 108 residences. Buildings A1 and A2 at the Marina Site contain the following: 65 condos with a potential for separating efficiencies for a total of 85 keys. 6,000-square feet of fine-dining restaurant ( Bonefish or equivalent) with capacity for 150-200 seats on the east end of Building A2. A more intimate but less active 75-80 seat hotel restaurant with 2,250 square feet. A 4,000-square foot Yacht Club Room on the south end of Building A1 for use by 750 club members (no renters or hotel guests). The Yacht Club includes a bar/lounge area with an estimated capacity of 250 seats. 2
Approximately 11,700 square feet of small retail shops (e.g., dress shop, art gallery, curio shop) on the first floor of Building A1 and A2. The Residences at Naples Bay Resort is a gated enclave of 30 townhomes and flats located on the southern peninsula of the Resort. Flats range from 1,700 to 4,000 square feet and the townhomes range from 2,500 to 3,333 square feet. Residences at Naples Bay Resort Building D Townhomes Building A1 Hotel Condos Building A2 Hotel Condos Fine Dining Restaurant Building C Townhomes The Hotel at Naples Bay Resort is a boutique condominium hotel that offers 65 suites ranging from 849 to 1,459 square feet. A suite in the Hotel Condominium at Naples Bay Resort may be used by its owner according to City statute for up to 60 days per year, with a limit of 30 days per stay. However, the hotel operator will place further lease restrictions to limit stays by condo owners to 14 days per year. In either case, this probably does not have any bearing on the number of parking spaces associated with the hotel condos. 3
Benchmark Hospitality International is the hotel and club operator. When the condos are not occupied by their owners, Benchmark Hospitality can rent the hotel condo suites. Twenty of the 65 suites, on the second and third floors of Buildings A1 and A2, have a lock-out room that can be rented separately as efficiencies. The resulting total number of keys is potentially 85. Meeting space at the hotel is limited to two board rooms with a capacity for 10 seats each. Hotel Condominiums at Naples Bay Resort Building 3 Hotel Condos Building C Townhomes Surface Parking Building D Townhomes Parking Deck Yacht Club Casual Restaurant Building A2 Hotel Condos Retail Shops Building A1 Hotel Condos The Cottages at Naples Bay Resort consists of 108 residences ranging from 1,307 to 1,769 square feet. The Cottages Site includes a clubhouse with pools, lighted tennis courts, and fitness center. 4
The Cottages Site is separated from the Marina Site by a walkway at the main entrance from Route 41. Cottages at Naples Bay Resort Tennis Courts Residences Clubhouse Fitness Center Pool EXISTING PARKING CONDITIONS A two-level parking deck serves Buildings A1 and A2 (hotel condos) with a total of 120 parking spaces. Building A3 has 25 parking spaces beneath it to support the hotel-condominium units in that building. Parking for Buildings C and D is provided within an area where access is restricted to owners of the residential units in those buildings. That parking is considered sufficient for those 5
residents and, because access is restricted to townhomes in Buildings C and D, those spaces are not included in this analysis as available capacity for other uses. East of Building A2 is a surface parking lot with 132 spaces. This is a potential site for additional structured parking, although the storm water vaults that are being located at that site would complicate that possibility. ASSESSMENT OF PARKING DEMAND GENERATORS The first step in estimating parking demand for this project is to identify the project components that will generate parking demand. Although industry sources provide guidance on the number of vehicles generated by various land uses, it is important in evaluating mixeduse projects to consider the fact that visits to multiple components of a project may involve only one parking stay. That is the nature of mixed-use projects. In examining the potential parking demand associated with this project, a qualitative evaluation must be made on each component to determine the likely additional parking demand that each will produce. Since the Residences at Naples Bay Resort and Cottages at Naples Bay Resort are selfsufficient, our analysis will consider land uses for the following at the Hotel at Naples Bay Resort: Resort Condominium-Hotel Resort Hotels, as a land use category, are similar to Hotels in that they provide sleeping accommodations, restaurants, cocktail lounges, retail shops, and guest services. The primary difference is that Resort Hotels cater to the tourist and vacation industry often providing a variety of recreational facilities and programs golf courses, tennis courts, beach access, or other amenities rather than the convention and meeting industry. Condominium-Hotel developments are a relatively new land use and the characteristics of that category can vary widely. No specific parking ratios have 6
been established within the industry for this new category. As a result, the evaluation of parking demand must be a combination of assessing parking demand for similar categories and evaluating the particular characteristics of this development. Under the ownership agreement, owners are allowed to occupy their units up to 14 days per year. The balance of the year the units are available for normal hotel rental through Benchmark. Although there may be some additional out-of-season support for occupancy by owners who chose to spend time in the summer, the balance of the occupancy pattern for the hotel-condo units are expected to follow the seasonal pattern typical to the area. Peak occupancy during season can be expected to reach 90% with occupancy levels out-of-season falling to 50%-60%. The nature of the area, the location of the hotel, the amenities available to the hotel and attractions in the surrounding area make it likely that both owners and guests will arrive predominantly by automobile, whether those vehicles are personally owned or rented. That indicates a parking requirement similar to suburban hotels rather than those in a more urban location. Based on industry ratios that seem to best fit these conditions, a ratio of 1.0 space per unit is considered most appropriate. The actual requirement could be pushed higher when the percentage of units occupied by owners is high because they may bring two vehicles for convenience. This may be particularly true if the owner is staying for a long period. However, that may be offset by overall occupancy of less than 100% and the fact that some guests with more limited travel plans off the property may choose to rely on taxicabs for short trips. Destination (Fine-Dining or Quality) Restaurant This land use category includes high quality, full-service eating establishments with typical turnover rates of at least 1.5 hours. Quality restaurants generally do not serve breakfast. Some 7
do not serve lunch. All serve dinner and usually require reservations. Patrons commonly wait to be seated, are served by a waiter or waitress, order from menus, and pay for their meal after they eat. While some of the study sites have lounge or bar facilities serving alcoholic beverages, they are ancillary to the restaurant. Based on information provided by ADC, the 6,000-square foot restaurant planned for Building 2 will be an upscale destination restaurant. The significance as it relates to parking requirements is that a destination will draw a substantial portion of its business from the local area, with those patrons arriving by automobile. Other than taxicabs, private automobile is the only reasonable transportation option for those outside of walking distance from this site. High-Turnover (Sit-Down or Family) Restaurant This land use consists of sit-down, full-service eating establishments with turnover rates of approximately an hour or less. This type of restaurant is usually moderately priced and frequently belongs to a restaurant chain. Generally, these restaurants serve lunch and dinner. They may also be open for breakfast and sometimes are open 24 hours. These restaurants typically do not take reservations. Patrons commonly wait to be seated, are served by a waiter or waitress, order from menus, and pay for their meal after they eat. Some facilities contained within this land use may also contain a bar area for serving food and alcoholic drinks. Although the hotel restaurant planned for this project may draw some people from the surrounding area on occasion, it is our understanding that it is intended primarily as a more intimate, lower cost alternative to the destination restaurant for guests in the hotel. Some business may also come from residents in the complex but it is not expected to draw a significant number of people from outside the property. 8
PARKING ASSUMPTIONS Parking Generation, by the Institute of Transportation Engineers (ITI), 3 rd Edition (2004), lists parking demand ratios for 91 land uses. We modified those estimates based upon our experience with mixed-use facilities and our understanding of how the Resort will operate. For a suburban hotel condominium, we will assume that 90% of the 85 keys are parking during peak season, for a total of 77 rooms. Each room will have 1 parking space. The destination (fine-dining) restaurant will be a significant demand generator for parking. Based on industry research, evening peak demand for destination restaurants located outside of urban areas can generate 18-24 spaces per 1,000 square feet during the evening dinner period. Demand for restaurants that are also popular lunch destinations is normally 12-15 spaces per 1,000 square feet. For this study, the destination restaurant will have a demand of 0.5 parking spaces for each seat. We will use the demand ratio per seat because there is a lot of back space in this 6,000-square foot restaurant. We do not believe the hotel restaurant will be a significant demand generator for parking as it is likely to only be patronized by hotel guests. However, restaurant employees must be considered. We will assume that a maximum of 5 cars will park from outside the Resort for the smaller hotel restaurant. We do not believe the retail shops will be generate any significant demand for customer parking as they are likely to only be patronized by hotel guests and patrons of the destination restaurant. However, restaurant employees must be considered. The Yacht Club does not have any parking near it but it may be a demand generator for occasional functions where owners invite guests to the Resort. Although typical parties can be expected to include no more than 40-50 guests, the facility is capable of accommodating 250-300 people, which represents a potential of 100-120 vehicles. For this 9
study, the Yacht Club will have no more than 50 attendees who park from outside the Resort. For larger functions that may generate up to a 125-space demand, alternative parking arrangements will have to be made. Daytime events at the Yacht Club Room are likely to be smaller than evening events, but the drive ratio is likely to be unfavorable for the daytime events. Drive ratios for daytime business gatherings typically approach one vehicle per attendee. In contrast, larger evening events typically have a drive ratio of 0.5 vehicles per attendees or less. That translates into an average of just over two people per vehicle. As a result, daytime events with 50 attendees can be expected to generate approximately the same parking demand as evening events with 100 attendees. This is a benefit in meeting the demand from this project component. We do not believe that a Board meeting attended by a maximum of 10 people is a significant factor to consider since the likelihood of both rooms being used to full capacity concurrently with another high demand activity on the property is low. The boardrooms may be used regularly but their use is likely to take place during the day when demand from the destination restaurant is well below its evening peak. Benchmark Hospitality International reports that a total 150 employees are expected at the Resort during the peak season (December April) in the stabilized year (fourth) of operations. Benchmark indicated that 40 spaces will be required to meet employee parking needs at the Marina Site. Assuming an average of 800 square feet per shop (40' X 20'), the estimated 11,700 square feet of retail space represents approximately 14 shops. Assuming only one employee per shop, that represents a potential for 14 parking spaces. Although some shops may have more than one employee on duty at a time, that number should be more than offset by those who do not bring a vehicle to work. Some may be residents of the 10
complex who choose to operate specialty shops. Others may be dropped off. We are assuming no more than 4 retail shop customers on the property that are not already onsite as hotel guests or restaurant patrons. Total demand is estimated at 12-16 spaces. SUMMARY CONCLUSIONS The total parking supply on the Marina Site is 252 parking spaces. The expected parking demands are shown in the following tables for the Best Estimate Full-Shared Parking Demand. The estimate excludes employee parking. The peak demand is 225 parking spaces, leaving 27 available spaces. There is sufficient parking capacity and probably sufficient search margin of 5-15% or 13-38 spaces. The exception will be during a capacity reception event at the Yacht Club room during the evening in mid-seasons when the destination restaurant demand is at its peak. That combination of activity could result in a parking demand that is 48 spaces greater than the present capacity. In that event, it may be necessary to designate the 120-space deck as valet only parking and provide the necessary valet staff on those few occasions to maintain a high service level. Parking vehicles in the aisles will provide for an additional 24 spaces in the deck and 52 spaces in the surface lot. Full valet for the restaurant is very workable because of the continuous turnover that spreads activity out over the evening. It will be much more difficult to provide a high level of service for a large Yacht Club event because there is more likely to be a mass arrival and, potentially, a condensed departure period. Unfortunately, there is no good solution for major Yacht Club reception type events without taking valet vehicles off the premises. This is never a desirable solution because it increases parking and retrieval times as well as increasing liability. 11
Unless the Yacht Club Room is somehow promoted as a revenue generator, the frequency of concurrent peak activity levels in all three project components (hotel, restaurant, Yacht Club Room) may be low. Managing bookings of the Yacht Club Room for high occupancy evening events is a possible partial solution but, unfortunately, during the season there is not a significant difference in evening occupancy at good destination restaurants in Florida based on the day of the week. A Tuesday evening can be a capacity evening for any good restaurant. During peak in-season periods, there may be no good way to coordinate these types of events so that there is no parking shortfall but, as long as the number of evening attendees is less than 100, the planned parking should be sufficient. Given that some sort of valet parking operation will be in place for the destination restaurant and at the porte cochère of the hotel a third valet operation may have to be set up during Yacht Club functions when outside guests of the owners are expected. For large events at the Yacht Club employees and guests will have to have their cars parked at other off-site locations. Yacht Club guests will have to be directed to the porte cochère of the hotel via signage since there is no queuing or storage space near the Yacht Club. It will be possible to allow employees of the Resort to park on the site most of the time. In the event a large wedding reception occurs with between 50 and 250 guests, parking will be at a premium and alternative arrangements will have to be made for employees. The employees may be required to park at the Cottages Site or supplemental parking arrangements made for use of lots on the north side of Route 41. 12
PROPOSED DEVELOPMENT PROJECT PROJECTED PARKING DEMAND BY HOUR (BASED ON URBAN LAND INSTITUTE SHARED PARKING MODEL - WEEKDAY) BEST ESTIMATE FULL-SHARED DEMAND Hourly Accumulation of Parked Vehicles (as a percentage of peak-hour) Land Use Hour of Day Hotel Family Restaurant Destination Restaurant Yacht Club Retail 6:00 AM 100% 0% 0% 0% 0% 7:00 AM 85% 2% 0% 0% 8% 8:00 AM 65% 5% 0% 0% 18% 9:00 AM 55% 10% 0% 0% 42% 10:00 AM 45% 20% 0% 0% 68% 11:00 AM 35% 30% 21% 0% 87% 12:00 PM 30% 50% 64% 0% 97% 1:00 PM 30% 70% 59% 0% 100% 2:00 PM 35% 60% 74% 0% 97% 3:00 PM 35% 60% 31% 0% 95% 4:00 PM 45% 50% 50% 0% 87% 5:00 PM 60% 70% 59% 50% 79% 6:00 PM 70% 90% 72% 75% 82% 7:00 PM 75% 100% 100% 100% 89% 8:00 PM 90% 100% 88% 100% 87% 9:00 PM 95% 100% 80% 75% 61% 10:00 PM 100% 90% 40% 25% 32% 11:00 PM 100% 70% 10% 0% 13% 12:00 AM 100% 50% 0% 0% 0% Parking Demand Ratios Unit of Measurement 1.00 1.00 0.50 1.00 14.00 1 Room 1 Ea 1 Seat 1 Seats 1 Emp Parking Demand by Hour and Land-use Category Hotel Family Restaurant Destination Restaurant Yacht Club Retail Hour of Day 77 Room 5 Ea 200 Seat 50 Seats 1 Emp Total 6:00 AM 77 0 0 0 0 77 7:00 AM 65 0 0 0 1 66 Information can only be entered 8:00 AM 50 0 0 0 3 52 into the highlighted cells. 9:00 AM 42 1 0 0 6 48 10:00 AM 34 1 0 0 10 45 11:00 AM 27 2 21 0 12 61 12:00 PM 23 3 64 0 14 103 1:00 PM 23 4 59 0 14 99 2:00 PM 27 3 74 0 14 117 3:00 PM 27 3 31 0 13 74 4:00 PM 34 3 50 0 12 99 5:00 PM 46 4 59 25 11 144 6:00 PM 54 5 72 38 11 179 7:00 PM 57 5 100 50 12 225 8:00 PM 69 5 88 50 12 224 9:00 PM 73 5 80 38 9 204 10:00 PM 77 5 40 13 4 138 11:00 PM 77 4 10 0 2 92 12:00 AM 77 3 0 0 0 79 13
Shared Parking Analysis - Parking Accumulation 250 225 224 200 204 179 Number of Spaces 150 100 103 99 117 99 144 138 92 Hotel Family Restaurant Destination Restaurant Yacht Club Retail Total 50 77 66 52 48 45 61 74 79 0 6:00 AM 7:00 AM 8:00 AM 9:00 10:00 AM AM 11:00 12:00 1:00 AM PM PM 2:00 PM 3:00 PM 4:00 PM 5:00 PM 6:00 PM 7:00 PM 8:00 PM 9:00 PM 10:00 11:00 12:00 PM PM AM Time of Day 14
Cars Spaces Parking Supply 252 Peak Parking Demand Hour Hotel Condo 57 Destination Restaurant 100 Hotel Restaurant 5 Retail 12 175 Surplus (Deficit) 77 Will Support 100-Person Yacht Club Event 50 Surplus (Deficit) 27 Capacity Yacht Club Event of 150 Persons 75 Surplus (Deficit) 2 Capacity Yacht Club Event of 250 Persons 125 Surplus (Deficit) (48) Additional Valet Spaces (Stacked) Deck 24 Surface Lot 52 Additional Spaces 76 Surplus (Deficit) 28 15
Finally, valet parking for the destination restaurant is workable, using the circular drive. With the existing configuration of the roundabout, cars that have been parked by a valet cannot be returned. However, the roundabout could be modified for valet parking operations to allow the cars to be returned directly to the restaurant valet service area as shown in the diagram below. 16