Item 7A - Parking Study
PARKING ANALYSIS FOR
CREEKSIDE POINT HOTEL
DEVELOPMENT
DeShazo Project No. 20072 Addendum 1
Prepared for:
David Karr
Brown Company Partners, LLC.
15851 Dallas Parkway, Suite 628
Addison, TX 75001
Prepared by:
DeShazo Group, Inc.
Texas Registered Engineering Firm F-3199
400 South Houston Street, Suite 330
Dallas, Texas 75202
214.748.6740
Traffic.Transportation Planning.Parking.Design.
TABLE OF CONTENTS
Introduction .............................................................................................. 1
Site Description and Project Understanding ............................................. 1
Code Parking .............................................................................................................. 3
Shared Parking Analysis ............................................................................................. 3
DeShazo Group Parking Demand Model .............................................................................. 3
Overview ......................................................................................................................................... 4
ULI Employee Hourly Rates ........................................................................ 6
Parking Analysis ......................................................................................... 7
Comparison of Southlake Code and DeShazo Shared Parking Model ...... 12
Conclusions .............................................................................................. 12
Traffic.Transportation Planning.Parking.Design.
Addendum 1
Parking Analysis for Creekside Point Development
Page 1
TECHNICAL MEMORANDUM
To: Mr. David Karr – Brown Company Partners, LLC.
From: Chuck DeShazo DeShazo Group, Inc.
Date: October 22, 2020
Re: Updated Parking Analysis for Proposed Creekside Point Hotel and Restaurants; City of Southlake,
Texas
(DeShazo Project No. 20072 Addendum 1)
INTRODUCTION
DeShazo Group, Inc. (DeShazo) is a consulting firm providing licensed professional engineers, planners, and
analysts skilled in traffic operations, transportation planning, and parking-related studies. The services of
DeShazo were retained by Brown Company Partners, LLC (Client) to conduct a parking demand analysis for a
new development (Creekside Point) containing a hotel and two restaurants in Southlake, Texas.
SITE DESCRIPTION AND PROJECT UNDERSTANDING
The new development is at the southwest corner of Kirkwood Boulevard and Highway 114.
The Client is proposing to construct a 145-key full-service hotel with a 4,500 square-foot restaurant and
4,500 square-foot programmable meeting space and two restaurants, 11,000 square-foot and 3,500 square-
foot, respectively. The hotel is anticipated to attract business traffic during the week and attract leisure
traffic on the weekends. The Client is also interested in shared parking opportunities within the
development. The Client has proposed to park employees for both restaurants and the hotel remotely at the
nearby Solana office campus on Saturdays. It is estimated that the hotel will have forty employees and both
standalone restaurants will have forty employees for a total of eighty employees across the development.
DeShazo has been requested to conduct a parking analysis to determine the feasibility of the current site
plan. The current site plan is shown on the following page in Exhibit 1.
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Cumulus Design
Firm #14810
2080 N. Highway 360, Suite 240
Grand Prairie, Texas 75050
Tel. 214.235.0367
Addendum 1
Parking Analysis for Creekside Point Development
Page 3
CODE PARKING
The following table details the total Southlake code parking requirements for the various components
located on the site plan.
TABLE 1. Preliminary Code Parking Requirement
CODE SECTION LAND USE AMOUNTS
PARKING
RATE
REQUIREMENT TOTAL
35.6(b)(7)(a)
35.6(b)(8)(a)
35.6(b)(4)(d)
35.6(b)(8)(a)
35.6(b)(8)(a)
Hotel
Meeting Space
Hotel Restaurant
Restaurant A
Restaurant B
145 Rooms
4,500 SF (125 seats)*
4,500 SF
11,000 SF
3,500 SF
1 space / room
1 space / 3 seats
1 space / 100 SF
1 space / 100 SF
1 space / 100 SF
145
42
45
110
35
377 spaces
*Assuming 1,500 square-feet is reserved for pre-event space, a 3,000 square-foot meeting room in a typical classroom setup could
accommodate 125 seats. Thus, by Southlake Code of Ordinances, 42 spaces are required for the hotel meeting space.
SHARED PARKING ANALYSIS
In order to project the number of parking spaces needed to adequately serve the Creekside Point
development, DeShazo Group applied the DeShazo Group Shared Parking Model for Creekside Point, which
is derived from ULI, ITE, and technical publications, and data from previous studies performed by DeShazo
Group. The following sections summarize application results of the study model.
DeShazo Group Shared Parking Model for Creekside Point Development
DeShazo developed the DeShazo Shared Parking Model for Mixed-Use Development in order to quantify the
parking needs for various developments. The DeShazo Shared Parking Model is a mathematical model derived
from the concept of determining the cumulative, hourly parking demand for all uses in a development. This
model utilizes parking demand ratios and hourly profiles by land use obtained from various published
sources—including the Urban Land Institute and the Institute of Transportation Engineers—as well as actual,
on-site parking demand characteristics to provide the most accurate and comprehensive parking demand
projection. It also integrates provisions for synergy reductions created by multipurpose trips and other
applicable credits that affect parking demand. The DeShazo Shared Parking Model for Mixed-Use
Development has continually been calibrated to reflect the parking needs based upon actual, on-site parking
demand data collected during the 20th highest hour of the year per industry standards.
Shared Parking Definition
“Shared parking” is a concept that acknowledges the efficiencies of the net parking demand within a
common parking facility that is generated by multiple land uses. Efficiency is realized due to the nature of
combining multiple tenants with complementary parking demand. The comprehensive definition contains
two main components: time-of-day and synergy.
The time-of-day component of shared parking considers offsets in the parking demand peaks of various land
uses which permits a single parking space to be used during part of the day for a given use and an earlier or
later part of the day for one or more other uses.
Addendum 1
Parking Analysis for Creekside Point Development
Page 4
The synergy component of shared parking considers the multi-purpose trip effects inherent to mixed-use
developments in which patrons have the opportunity to perform multiple activities while utilizing a single
space.
Shared Parking Model Methodology
The concepts and methods of customizing the DeShazo Shared Parking Model for the Creekside Point
development are explained in the following steps.
1. For each land use category, parking rates were applied: a parking ratio in terms of number of cars per
unit. Parking ratios are based upon data published by ULI and ITE as well as local historical data
compiled by DeShazo over many years. Ratios are intended to reflect anticipated parking
characteristics based upon propriety data and the client’s description of the proposed tenants.
2. Next, synergy factors were identified for specific land uses. In the customization of the model for
Creekside Point Development, a reduction was applied to restaurants and meeting rooms.
3. Urban developments normally experience additional reduction factors that account for the use of
transit, carpooling, and/or latest trends in local ridership (e.g., Uber, Lyft). These were considered in
this analysis based upon a subjective evaluation of the study site location.
4. After calculating hourly parking demands for each land use, totals were tabulated by hour of day to
identify the cumulative parking demand of each study area on a typical weekday and Saturday.
OVERVIEW
Description: Two independent standing restaurants were considered in addition to the hotel building and
related facilities. The Shared Parking Table is provided in Appendix A.
Hotel
Parking Rate Both the weekday and Saturday rates are predicated upon the ITE Parking
Generation Manual 5th Edition (2019), and recent DeShazo Group studies. The weekday rate is
0.54 and Saturday rate is 0.71*. This equates to one space per every 1.87 guest rooms for
weekdays and one space per every 1.41 guest rooms on Saturdays. The weekday rate of 0.54 comes
from the ITE weekday rate for hotels in the Southwest United States of 0.67 with a 20% reduction
applied due to the significant presence of ride-hailing and a shuttle service.
Time Component The hourly profile for a hotel is based upon ITE data.
Synergy Factor No synergy factor reductions were applied.
*NOTE – This rate is based upon a 2019 study DeShazo performed of hotels in the market center area in Dallas
and two Kimley Horn studies performed in 2017. The highest Saturday parking rate observed between these
studies of 0.644 was taken into consideration with a 10% safety factor applied for a more conservative figure.
Data collected from these studies are provided in the Appendix. It should further be noted that the rate of 0.644
accounted not only for parking demand introduced by the hotel rooms, but a meeting space and attached
restaurant as well. It should thus be understood that a rate of 0.71 on Saturdays and 0.54 on weekdays is not
only reasonable, but quite conservative for hotels in the Dallas area as seen in survey of Southlake/Grapevine
area hotels on September 17 and 18, 2020.
Meeting Space
Parking Rate Both the weekday and Saturday rates are predicated upon DeShazo’s
understanding of the planned usage of the meeting space. For a typical classroom setup, 125 seats
could comfortably fit within the 3,000 square-foot event space. Both the weekday and Saturday
Addendum 1
Parking Analysis for Creekside Point Development
Page 5
rates for the event space are 0.33. This equates to one space per each 3.03 seats for weekdays and
Saturdays.
Time Component The hourly profile for the meeting space is based upon DeShazo’s professional
judgement.
Synergy Factor During the week, the meeting space will mostly be used for business conferences
and will be used by hotel guests. Thus, a 54% synergy factor was used on weekdays from 6:00 AM
through 4:00 PM with a 25% synergy factor applied from 5:00 PM through midnight. For Saturdays, a
25% synergy reduction factor was used throughout the day. These synergy factors are supported by
data collected during a survey of hotels in the Grapevine/Southlake area. Seven hotels were
surveyed on occupancy and meeting space usage on weekdays and Saturdays. The number of event
attendees who stay at these hotels when an event is hosted in the hotel ranges from 30% to 70%. A
weighted average (counted against the size of maximum individual meeting rooms) showed an
occupancy rate (synergy factor) of 55%. To be more conservative, a rate of 54% was employed.
Tabulated results of this survey are provided in Appendix B.
*NOTE* The Hilton Dallas at Southlake Town Square and the Courtyard by Marriott Dallas at DFW
Airport South report shuttle/ride-hail utilization rates among guests of 62.5 percent and 70 percent,
respectively. The reductions due to ride-hail and shuttle presence serve to support a synergy rate
higher than 54%. Nevertheless, a more conservative rate of 54% was employed.
Restaurant Hotel
Parking Rate Both the weekday and Saturday rates are predicated upon the ITE Parking
Generation Manual 5th Edition (2019). The weekday rate is 10.52 and Saturday rate is 14.99 in
the Southwest United States. This equates to one space per each 95.06 square feet of GFA for
weekdays and one space per each 66.71 square feet of GFA on Saturdays.
Time Component The hourly profile for a restaurant is based upon ITE data.
Synergy Factor It is expected that the hotel restaurant will largely rely on hotel guest for usage.
The hotel restaurant thus qualifies for a fifty percent (50%) synergy factor reduction on weekdays
and a fifty percent (50%) synergy factor reduction on Saturdays.
Restaurant A and B
Parking Rate Both the weekday and Saturday rates are predicated upon the ITE Parking
Generation Manual 5th Edition (2019). The calculated weekday rate is 9.71 and the
calculated Saturday rate is 12.28 for high turnover, sit-down restaurants in the Southwest United
States. This equates to one space per each 102.99 square feet of GFA for weekdays and one space
per each 81.43 square feet of GFA on Saturdays.
Time Component The hourly profile for Restaurants A and B is based upon ITE data.
Synergy Factor No synergy factors were applied for restaurants A and B.
Addendum 1
Parking Analysis for Creekside Point Development
Page 6
ULI EMPLOYEE HOURLY RATES
The Urban Land Institute (ULI) provides hourly parking utilization percentages for employees of various
businesses and entities. For the purposes of this analysis, hourly parking utilization profiles for employees of
both restaurants and the hotel were considered separately and were calculated for every hour analyzed in the
DeShazo Shared Parking Model. These hourly utilization percentages for employees of both uses are shown as
follows in Tables 2 and 3.
TABLE 2. Weekday ULI Hourly Employee Parking Utilization and Employee Demand
Time of Day Hotel Restaurant
(Lunch/Dinner)
Hotel Restaurant
A
Restaurant
B
Hotel
Restaurant
6:00 AM 10%0%1 0 0 0
7:00 AM 30% 0% 3 0 0 0
8:00 AM 100% 0% 10 0 0 1
9:00 AM 100% 0% 10 0 0 3
10:00 AM 100% 75% 10 19 6 4
11:00 AM 100% 90% 10 22 7 5
12:00 PM 100% 100% 10 25 8 6
1:00 PM 100% 100% 10 25 8 6
2:00 PM 100% 100% 10 25 8 6
3:00 PM 100% 75% 10 19 6 4
4:00 PM 70% 75% 7 19 6 4
5:00 PM *70% 95% 7 24 7 6
6:00 PM 40% 95% 4 24 7 6
7:00 PM 20% 95% 2 24 7 6
8:00 PM 20% 95% 2 24 7 6
9:00 PM 20% 80% 2 20 6 5
10:00 PM 20% 65% 2 16 5 4
11:00 PM 10% 0% 1 0 0 4
12:00 AM 5% 0% 1 0 0 0
x ULI Visitor vs. Employee parking rates indicate that, on weekdays, employees make up 13% of hotel parking demand, 14.5% of fine
restaurant demand and 12.4% of family restaurant demand.
* Employees park off-site 5:00 PM - 12:00 AM.
Addendum 1
Parking Analysis for Creekside Point Development
Page 7
TABLE 3. Weekend ULI Hourly Employee Parking Utilization and Employee Demand
Time of Day Hotel Restaurant
(Lunch/Dinner)
Hotel Restaurant
A
Restaurant
B
Hotel
Restaurant
6:00 AM 10% 0% 1 0 0 0
7:00 AM 30% 0% 4 0 0 0
8:00 AM 100% 0% 13 0 0 1
9:00 AM 100% 0% 13 0 0 4
10:00 AM 100% 75% 13 21 7 6
11:00 AM 100% 90% 13 25 8 7
12:00 PM 100% 100% 13 28 9 8
1:00 PM 100% 100% 13 28 9 8
2:00 PM 100% 100% 13 28 9 8
3:00 PM 100% 75% 13 21 7 6
4:00 PM 70% 75% 9 21 7 6
5:00 PM 70% 95% 9 26 8 8
6:00 PM 40% 95% 5 26 8 8
7:00 PM 20% 95% 3 26 8 8
8:00 PM 20% 95% 3 26 8 8
9:00 PM 20% 80% 3 22 7 7
10:00 PM 20% 65% 3 18 6 5
11:00 PM 10% 0% 1 0 0 5
12:00 AM 5% 0% 1 0 0 0
x ULI Visitor vs. Employee parking rates indicate that, on weekends, employees make up 13% of hotel parking demand, 14.1% of fine
restaurant demand and 12.3% of family restaurant demand. However, experience with high turnover, sit-down/family restaurants in
the Dallas area indicates a rate of 2.53 parked employees per thousand square-feet of floor space, similar to the ULI employee
parking rate of 2.5 parked employees per thousand square-feet of floor space.
Parking Analysis
Table 4 displays the development composition of the site.
TABLE 4. Uses Present
Hotel 145 Rooms
Hotel Restaurant 4,500 SF
Meeting Space 125 Seats
Restaurant A 11,000 SF
Restaurant B 3,500 SF
Addendum 1
Parking Analysis for Creekside Point Development
Page 8
Peak Parking Demand
The weekday peak parking demand occurred at 7:00 PM with a value of 243 spaces occupied which accounts
for 93.5 percent of the proposed parking supply of 260 spaces. At this time, the hotel introduces a demand
of 61, the hotel restaurant a demand of 18, the meeting space a demand of 23, and restaurants A and B
demands of 107 and 34, respectively. This peak comes after an earlier peak of 242 spaces at 12:00 PM. This
may be observed as follows in Exhibit 2.
EXHIBIT 2. Weekday Parking Demand
73 75
105 114
150
168
242 233
164
138 139
184
240 243 220
172
118
76 75
0
50
100
150
200
250
300
Time of Day
Weekday Parking Demand
Meeting Space
Hotel Restaurant
Restaurant B
Restaurant A
Hotel
Spaces Provided: 260
Addendum 1
Parking Analysis for Creekside Point Development
Page 9
When employees are subtracted out per Table 2, the peak on-site weekday parking demand becomes 242 at
12:00 PM which accounts for 93.1 percent of the total available supply of 260 spaces. Visitors and guests
introduce a demand of 66 for the hotel, 24 for the hotel restaurant, 19 for the meeting space, 101 for
restaurant A and 32 for restaurant B. This is further illustrated in Exhibit 3 below:
EXHIBIT 3. Weekday Parking Demand Without Employee Demand
73 75
105 114
150
169
242 232
164
138 140 141
199 205
181
139
91
73 74
0
50
100
150
200
250
300
Time of Day
Weekday Parking Demand w/o Employees
Meeting Space
Hotel Restaurant
Restaurant B
Restaurant A
Hotel
Spaces Provided: 260
Employees Park
Off-Site
After 5:00 PM
Addendum 1
Parking Analysis for Creekside Point Development
Page 10
Saturday parking demand is projected to peak at 1:00 PM with a value of 312 spaces occupied. At this time,
the hotel parking demand accounts for 80 of the total demand while the hotel restaurant, meeting spaces
and restaurants A and B account for 27, 31, 132, and 42, respectively.
EXHIBIT 4. Saturday Parking Demand
69 73 92 101
279 289 305 312
274
242
216 232
257 276 264
228
187
89 76
0
50
100
150
200
250
300
350
Time of Day
Saturday Parking Demand
Meeting Space
Hotel Restaurant
Restaurant B
Restaurant A
Hotel
Spaces Provided: 260
Addendum 1
Parking Analysis for Creekside Point Development
Page 11
When employees are subtracted out per Table 3, the peak on-site weekday parking demand becomes 254 at
1:00 PM which accounts for 97.6 percent of the proposed parking supply of 260 spaces. This is further
illustrated in Exhibit 5 as follows.
EXHIBIT 5. Saturday Parking Demand Without Employee Demand
67 69 77 84
232 235 247
254
215
195
173 180
209
231 219
189
155
83 76
-50
0
50
100
150
200
250
300
Time of Day
Saturday Parking Demand w/o Employees
Meeting Space
Hotel Restaurant
Restaurant B
Restaurant A
Hotel
Spaces Provided: 260
Addendum 1
Parking Analysis for Creekside Point Development
Page 12
COMPARISON OF SOUTHLAKE CODE AND DESHAZO SHARED PARKING
MODEL
DeShazo Group compared the results of the DeShazo Shared Parking Model with the Southlake
Development Code. The differences are noted in Table 4 below.
TABLE 4. Comparison of Southlake Code and DeShazo Shared Parking Model
CONCLUSIONS
The Creekside Point Hotel development currently includes a 145-key hotel with 4,500 square-foot restaurant
and 4,500 square-foot programmable meeting space with adjacent development including an 11,000
square-foot restaurant and 3,500 square-foot restaurant. According to DeShazo’s analysis, projected parking
demand will not exceed proposed supply on weekdays. It should be noted that hotel parking rates as
described by ITE in the Southwest United States are based upon studies performed no later than 1989.
Given the presence of a shuttle that will operate between the hotel and DFW airport and considering
Mobility as a Service (MaaS) in the form of ride hailing which has been increasing particularly among
business travelers since the inception of the industry in 2009, it should be understood that the hotel will
experience a realistic demand significantly lower than the rate suggested in Southlake Development Code.
To account for these factors and a more realistic parking demand rate in the Dallas area, DeShazo
referenced a study performed by the firm in 2019 wherein multiple hotels were observed in Dallas. In
addition to this study, two studies performed in 2017 and submitted to the City of Dallas by Kimley Horn
were considered (data from these studies are provided in the Appendix). The highest Saturday parking rate
of all hotels observed across each study was 0.644 parked vehicles per room. To be more conservative in
this approach, DeShazo applied a 10% safety factor, instead employing a rate of 0.71 parking spaces per
hotel room for the purposes of this study. It should be further noted that the observed rate 0.644 included
not only parking demand introduced by hotel rooms observed in that study, but meeting space and an
Land
Use
Unit
Amounts
Southlake
Requirement
DeShazo Group SPM Employees Off-site
Friday
(7:00
PM)
Saturday
(1:00
PM)
Friday
(12:00
PM)
Saturday
(1:00 PM)
Hotel 145 Rooms 145 61 80 66 67
Hotel
Restaurant
4,500 SF 45 18 27 24 19
Meeting Space 4,500 SF (125
Seats)
42 23 31 19 31
Restaurant A 11,000 SF 110 107 132 101 104
Restaurant B 3,500 SF 35 34 42 32 33
TOTAL: 377 243 312 242 254
Addendum 1
Parking Analysis for Creekside Point Development
Page 13
attached restaurant as well. It may thus be evident that the proposed rate of 0.71 is not only reasonable, but
conservative for hotels in the Dallas area. Despite this, a deficiency of 53 spaces was identified on Saturdays
1:00 PM.
DeShazo Group was requested to study the effect that employees remote parking at the nearby Solana
business campus would have on the proposed development. Utilizing the Urban Land Institute’s employee
versus visitor rates for hotels and restaurants a visitor-to-employee split was established in the DeShazo
Shared Parking Model. By removing employees from the on-site demand for the proposed development, the
parking situation becomes quite feasible with the weekday peak parking demand of 252 brought down to
242 at 12:00 PM and the Saturday peak parking demand of 312 brought down to 254 at 1:00 PM. The
synergy factor of 54% used for the hotel meeting space is supported by a survey conducted by DeShazo of
hotels in the Grapevine and Southlake area. The average percentage of attendees for events at these hotels
who stay in hotel rooms ranged from thirty percent (30%) to seventy percent (70%). The weighted average
(counted against the maximum individual event room size) was found to be fifty-five percent (55%). Thus, a
synergy factor of fifty-four percent (54%) was employed for the hotel meeting space.
It may thus be understood that by parking employees off-site at the Solana campus, the hotel will
experience a weekday and Saturday parking demand that is less than the provided supply of 260 parking
spaces.
End of Memo
Addendum 1
Parking Analysis for Embassy Suites Development
APPENDIX
APPENDIX
Addendum 1
Parking Analysis for Embassy Suites Development
!Unexpected End of Formula
TABLE A.1: Shared Parking Table
Quantity 145 Rooms 11,000 KSF 3,500 KSF 4,500 KSF 125 Seats
FALSE FALSE FALSE FALSE FALSE
Use 1: Use 2: Use 3: Use 4: Use 5:
TIME
Hotel Restaurant Restaurant Restaurant
Meeting
Space
Hotel High-Turnover (Sit Down) Restaurant High-Turnover (Sit Down) Restaurant Quality Restaurant Please Select...
General Urban/Suburban General Urban/Suburban General Urban/Suburban General Urban/Suburban Please Select...
ITE_310 ITE_932 ITE_932 ITE_931 #N/A
(spaces/kSF GFA) (spaces/kSF GFA) (spaces/kSF GFA) (spaces/kSF GFA) (spaces/kSF GFA)
Weekday
Weekday
Employee Saturday
Weekend
Employee Weekday
Weekday
Employee Saturday
Weekend
Employee Weekday
Weekday
Employee Saturday
Weekend
Employee Weekday
Weekday
Employee Saturday
Weekend
Employee Weekday Saturday
PEAK RATIO 0.54 0.07 0.71 0.09 9.71 2.25 12.28 2.53 9.71 2.25 12.28 2.53 10.52 1.30 14.99 1.84 0.33 0.33
(Conv: 1space/
IVAR)1.87 14.35 1.41 10.83 102.99 444.44 81.43 395.26 102.99 444.44 81.43 395.26 95.06 766.59 66.71 542.37 3.03 3.03
SOURCE (ITE)(ULI)(ITE)(ULI)(ITE)(ULI)(ITE)(DGI)(ITE)(ULI)(ITE)(DGI)(ITE)(ULI)(ITE)(ULI)(ITE) (ITE)
Div by:1.00 1.00 1.00 1.00 1000.00 1000.00 1000.00 1000.00 1000.00 1000.00 1000.00 1000.00 1000.00 1000.00 1000.00 1000.00 1.00 1.00
(I) Hourly Rates (as percent)
6:00:00 AM 91%10%62%10%0%0%0%0%0%0%0%0%10%2%15%2%0% 0%
7:00:00 AM 89%30%62%30%0%0%0%0%0%0%0%0%25%5%28%5%0% 0%
8:00:00 AM 90%100%72%100%0%0%0%0%0%0%0%0%68%15%52%15%100% 0%
9:00:00 AM 100%100%74%100%0%0%0%0%0%0%0%0%72%50%75%50%100% 0%
10:00:00 AM 98%100%76%100%26%75%87%75%26%75%87%75%77%75%91%75%100% 50%
11:00:00 AM 89%100%77%100%43%90%90%90%43%90%90%90%83%90%100%90%100% 50%
12:00:00 PM 85%100%79%100%95%100%100%100%95%100%100%100%100%100%90%100%100% 50%
1:00:00 PM 75%100%78%100%95%100%98%100%95%100%98%100%91%100%80%100%100% 100%
2:00:00 PM 81%100%67%100%49%100%85%100%49%100%85%100%56%100%67%100%100% 100%
3:00:00 PM 70%100%64%100%39%75%73%75%39%75%73%75%42%75%45%75%100% 100%
4:00:00 PM 74%70%67%70%37%75%58%75%37%75%58%75%42%75%39%75%100% 100%
5:00:00 PM 65%70%73%70%62%95%63%95%62%95%63%95%64%95%40%95%100% 100%
6:00:00 PM 73%40%83%40%99%95%76%95%99%95%76%95%87%95%40%95%75% 75%
7:00:00 PM 78%20%92%20%100%95%78%95%100%95%78%95%79%95%58%95%75% 75%
8:00:00 PM 93%20%97%20%83%95%76%95%83%95%76%95%65%95%40%95%50% 50%
9:00:00 PM 96%20%100%20%51%80%55%80%51%80%55%80%42%80%35%80%50% 50%
10:00:00 PM 95%20%91%20%28%65%46%65%28%65%46%65%21%65%33%65%0% 0%
11:00:00 PM 95%10%83%10%0%0%0%0%0%0%0%0%10%65%12%65%0% 0%
12:00:00 AM 96%5%74%5%0%0%0%0%0%0%0%0%0%0%0%0%0% 0%
SOURCE:(ITE)(ULI)(ITE)(ULI)(ITE)
(ULI /
DGI)(ITE)
(ULI /
DGI)(ITE)
(ULI /
DGI)(ITE)
(ULI /
DGI)(ITE)(ULI)(ITE)(ULI)(ITE) (ITE)
Addendum 1
Parking Analysis for Creekside Point Development
Page ii
(2) Synergy Reduction Factors
6:00 AM 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%50%0%50%0%54% 25%
7:00 AM 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%50%0%50%0%54% 25%
8:00 AM 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%50%0%50%0%54% 25%
9:00 AM 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%50%0%50%0%54% 25%
10:00 AM 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%50%0%50%0%54% 25%
11:00 AM 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%50%0%50%0%54% 25%
12:00 PM 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%50%0%50%0%54% 25%
1:00 PM 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%50%0%50%0%54% 25%
2:00 PM 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%50%0%50%0%54% 25%
3:00 PM 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%50%0%50%0%54% 25%
4:00 PM 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%50%0%50%0%54% 25%
5:00 PM 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%50%0%50%0%25% 25%
6:00 PM 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%50%0%50%0%25% 25%
7:00 PM 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%50%0%50%0%25% 25%
8:00 PM 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%50%0%50%0%25% 25%
9:00 PM 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%50%0%50%0%25% 25%
10:00 PM 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%50%0%50%0%25% 25%
11:00 PM 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%50%0%50%0%25% 25%
12:00 AM 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%50%0%50%0%25% 25%
Weekday Subtotals TOTAL:
w/o
Employees:
6:00 AM 71 1 0 0 0 0 2 0 0 73 72
7:00 AM 69 3 0 0 0 0 6 0 0 75 72
8:00 AM 70 10 0 0 0 0 16 1 19 105 94
9:00 AM 78 10 0 0 0 0 17 3 19 114 101
10:00 AM 76 10 28 19 9 6 18 4 19 150 111
11:00 AM 69 10 46 22 15 7 20 5 19 168 124
12:00 PM 66 10 101 25 32 8 24 6 19 242 194
1:00 PM 58 10 101 25 32 8 22 6 19 233 184
2:00 PM 63 10 52 25 17 8 13 6 19 164 116
3:00 PM 54 10 42 19 13 6 10 4 19 138 99
4:00 PM 58 7 40 19 13 6 10 4 19 139 103
5:00 PM 51 7 66 24 21 7 15 6 31 184 140
6:00 PM 57 4 106 24 34 7 21 6 23 240 199
7:00 PM 61 2 107 24 34 7 18 6 23 243 204
8:00 PM 72 2 89 24 28 7 15 6 15 220 181
9:00 PM 75 2 54 20 17 6 10 5 15 172 139
10:00 PM 74 2 30 16 10 5 5 4 0 118 91
11:00 PM 74 1 0 0 0 0 2 4 0 76 71
12:00 AM 75 1 0 0 0 0 0 0 0 75 74
Addendum 1
Parking Analysis for Creekside Point Development
Page iii
Max:243
Saturday Subtotals TOTAL:
w/o
Employees:
6:00 AM 64 1 0 0 0 0 5 0 0 69 67
7:00 AM 64 4 0 0 0 0 9 0 0 73 69
8:00 AM 74 13 0 0 0 0 18 1 0 92 77
9:00 AM 76 13 0 0 0 0 25 4 0 101 84
10:00 AM 78 13 118 21 37 7 31 6 15 279 232
11:00 AM 79 13 122 25 39 8 34 7 15 289 235
12:00 PM 81 13 135 28 43 9 30 8 15 305 247
1:00 PM 80 13 132 28 42 9 27 8 31 312 254
2:00 PM 69 13 115 28 37 9 23 8 31 274 215
3:00 PM 66 13 99 21 31 7 15 6 31 242 195
4:00 PM 69 9 78 21 25 7 13 6 31 216 173
5:00 PM 75 9 85 26 27 8 13 8 31 232 180
6:00 PM 85 5 103 26 33 8 13 8 23 257 209
7:00 PM 95 3 105 26 34 8 20 8 23 276 231
8:00 PM 100 3 103 26 33 8 13 8 15 264 219
9:00 PM 103 3 74 22 24 7 12 7 15 228 189
10:00 PM 94 3 62 18 20 6 11 5 0 187 155
11:00 PM 85 1 0 0 0 0 4 5 0 89 83
12:00 AM 76 1 0 0 0 0 0 0 0 76 76
Addendum 1
Parking Analysis for Embassy Suites Development
Page iv
EXHIBIT A.2: Summary of Observed 2019/2017 Dallas Hotel Rates
Sheraton
(DeShazo)
Sheraton
(Kimley Horn)
Doubletree
(DeShazo)
Le Meridien
(Kimley Horn)
Address…………………………2101 N. Stemmons 4801 LBJ Freeway 2026 Market Center Blvd. 13402 Noel Rd
Rooms…………………………..253 308 227 258
Restaurant…………………….Arbor Kitchen Red Eye Restaurant Terranova Café Longitude 96
Meeting Space………………6,005 SF 11,511 SF 6,710 SF 6,429 SF
Observed Rates (X Spaces / Guest Room)*
Average Weekday Rate:0.251 0.44 0.492 0.40
Friday 5:00 AM:0.292 0.419
Friday 12:00 PM:0.209 0.564
Average Saturday Rate: 0.567 0.59 0.443 0.52
Saturday 5:00 AM:0.644 0.577
Saturday 12:00 PM:0.49 0.308
*Restaurant and meeting space for each hotel are combined into these rates.
Addendum 1
Parking Analysis for Embassy Suites Development
Page v
EXHIBIT A.3: DeShazo Group Hotel Parking Observations (2019)
Addendum 1
Parking Analysis for Embassy Suites Development
Page vi
EXHIBIT A.4: Kimley Horn Hotel Parking Observations (2017)
Addendum 1
Parking Analysis for Embassy Suites Development
Page v
APPENDIX B. Grapevine/Southlake Area Hotel
Survey Results
Addendum 1
Parking Analysis for Embassy Suites Development
Page vi
Table B1. Survey Results
NOTE: Data collected from the Hilton DFW Lakes Executive Conference Center was not included in this analysis. While a sizeable conference center, it is DeShazo's professional opinion that the ratio or hotel rooms to meeting space is too
dissimilar to the Creekside Point development for the Hilton DFW Lakes Executive Conference Center to be considered a valid comparison.
* The Dehsazo Applied Synergy Rate for Creekside Point was derived by taking a weighted arithmetic mean of synergy rates observed at other hotels taken with regard to the maximum breakout event space. This average rate was
observed to be 55% whereas a rate of 54% was used for calculations in the DeShazo Shared Parking Model.
HOTEL NAME, ADDRESS, AND CONTACT # of
Rooms
Total Sqft Meeting
Space
Sqft of Largest Meeting
Space
% Attendees staying in
hotel % Arriving by shuttle or ride-hail
Typical event
attendance
Applied Synergy
Rate
Hilton Garden Inn @ DFW North
(817) 421 - 1172
Cynthia Gutierrez
110 2220 Sqft 2220 sqft 50% 90% 35 50%
Cambria Southlake DFW North
(817)329 - 1010
Paul Cordova
175 4837 sqft 3900 sqft 60% 40% 55 60%
Hilton Dallas/Southlake Town Square
(817) 442 - 9900
Mike Hutcherson
248 19000 sqft 8064 sqft 37.50% 62.50% 175 37.50%
Four Points by Sheraton DFW North
(469) 702 - 6311
Christine Beeman
142 8864 sqft 8864 sqft 70% 30% 750 70%
Courtyard by Marriott Dallas, DFW South
(972) 790 - 8990
Cindy White
146 13169 sqft 1130 sqft 30% 70% 30 30%
Creekside Point 145 3000 sqft 3000 sqft - 20% - 55% *