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JHM Institutions
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| The Johns Hopkins Medical Institutions (JHMI) Baltimore, MD |
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| Problem: |
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- Accommodate parking for over 21,000 people with 10,600 available spaces.
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- Seamlessly integrate new software and hardware into new facility
systems and upgrade equipment with the latest technology, as needed.
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- Improve service and support and information management.
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- Track revenues and audit expenditures, and manage system information from a central location.
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- Offer parking patron payment location options.
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- Upgrade existing facility equipment
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| Solution: |
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| Amano Cincinnati, Inc. AGP Series Parking Systems |
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| The Johns Hopkins Medical Institutions (JHMI) occupy 52 acres and more than 40 buildings;
15,000 physicians, nurses, staff, students and volunteers work and study within campus confines, and parking must accommodate
over 21,000 full- and part-time faculty and staff and thousands of daily visitors - from only 10,600 available spaces. Managing
spaces against population is significant in that hospital faculty physicians provide inpatient days of care for nearly 750,000
outpatients - compelling considering actual transient parking turnover during a one-month period is between 100,000 -150,000,
and permanent (contract) parkers number upwards of 9,000. |
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| Juggling a 10:1 parking space ratio would present problems were it not for the synergy of an astute
Parking and Transportation Services department, intelligent parking management software, and highly reliable parking equipment.
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| Larry J. Cohen is the Director of Parking and Transportation Services for the JHMI, "The original
system installed (1980's) was quickly outpaced in the 1990's by newer hardware and software," said Cohen. "Moreover, our
institutions were growing and the need for more parking spaces was growing in proportion." |
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| Bidding in 1997 for a 600-space garage to service their Sidney Kimmel Comprehensive Cancer Center,
Amano (supplier of the original equipment) and their local distributor, Whitaker Brothers of Rockville, MD, proposed the
integration of new technology into the old through a process of attrition. The new system also offered central management
capability through McGann management software for the entire campus. |
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| Says Cohen, "The plan would integrate new technologies - seamlessly - into the facility and upgrade
others as needed...we could implement these changes dependent upon the consistency of performance inherent in the software,
equipment and service; a matter of trust and confidence." |
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| The original installation consisted of five garages and eight surface lots attended with Amano punch
hole TF Series equipment and third party, dos-based revenue software. Servicing became difficult as equipment and software
aged and also as a result of inadequate servicing from an outside source. |
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| New bid specs called for an additional 600 spaces, one entrance lane, one exit lane, one reversing
lane and a central pay facility. Whitaker Brothers answered the bid with highly attentive service and software (McGann) featuring
central management capability for the entire campus. The entrance lane consists of an |
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| ETP-22 mag stripe ticket dispenser and mag card reader, and an AGP-1720 barrier gate with 11-ft.
folding aluminum gate arm. |
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| The exit lane incorporated our AGP-6000 lag time reader, AGP-5200 PC-based fee computer, AGP-5600
reader/validator, AGP-5900 fee indicator, mag card reader and AGP-1710 barrier gate, also with the 11-ft. folding aluminum arm.
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| The reversing lane included the same equipment as the exit lane with the addition of an ETP-22 mag
ticket dispenser. |
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| Plans also called for a central pay area originally housing two Amano TF-7500 pay stations, later
replaced with our AGP-7000 pay stations, and campus-wide software upgrades at the Broadway, Cancer Center, Rutland, Washington,
Caroline and McElderry garages, and also the Jefferson St. and 550 surface lots. |
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| In terms of lanes of equipment, the operation covers a total of 58 lanes: 22 in, 19 out and nine
reversible. |
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| "Parking facilities here," says Cohen, "are, and continue to be, a work in progress. My goal has
always been to continue to provide the latest in 'cutting edge' technology. We're pleased with the synergistic, consistent
and attentive results the Amano, McGann and Whitaker Brothers triad has brought to bear within our little city. |
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| SPECIFICATIONS |
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