Item 7A - Parking Narrative and Supply and Demand Analysis El<
Parking Narrative and Supply/Demand Analysis
Project: White Chapel Ophthalmology—Ophthalmology Clinic and Ambulatory Surgery Center
Location: 275 W SH 114, Southlake, Texas
Case No.: ZA26-0100 Date: September 2026
Prepared by: Sutherland King Consulting
1. Summary
The project's parking is permanently secured through 84 on-site spaces and two shared parking
agreements that are recorded and run with the land. Together they provide far more parking than the
174 spaces required by the City's parking code. Because the facility is a scheduled, appointment-
based specialty practice, actual parking demand is well below the code requirement for many years,
and approaches it only at full maturity, which the practice expects will take 15 to 20 years.
Parking is assigned by user. Patients and visitors always park on site or at Chapel Crossing,
closest to the building. Employees, the one group whose parking the practice directly controls, will
be assigned to the adjacent church parking field as the practice grows, on weekdays when that lot is
otherwise largely unused.
2. Parking Supply and Code Requirement
Table 1. Parking Supply
SpacesSource
On-site, existing 11 Owned
On-site, new 73 Owned
On-site subtotal 84
Chapel Crossing (shared) 32 Recorded, runs with the land
On-site+ Chapel Crossing 116
Adjacent church parking field (shared) 1,000+/- Recorded, runs with the land; full
use as needed
Total recorded parking available 1,100+
Table 2. City Code Requirement
Use Spaces Basis
Medical office 154 1 space per 150 SF
Ambulatory surgery center 20 1 per bed &'/per employee
Total required 174
Recorded parking available exceeds the code requirement several times over.
3. Daily Patient Volume Is Not Parking Demand
Parking demand depends on how many vehicles are on site at the same time, not on how many
patients visit in a day. Patients arrive on a controlled appointment schedule throughout the day, and
most remain on the property for only one to two hours. The estimates below are based on the
practice's projected patient volumes and use deliberately conservative assumptions: a two-hour
average stay, a concentrated surgery schedule, and a peak cushion of approximately 20%.
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Table 3. Peak Simultaneous Patient Vehicles
At Opening Full Maturity(15-20 yrs)
Clinic patients per half-day 20 80
Clinic arrivals per hour 5 20
Clinic vehicles on site (1.5-2 hr stay) 8-10 30-40
Clinic peak,with cushion 12 48
ASC patients per week 40 150
ASC vehicles on site(=2 hr stay) 3-5 13
ASC peak, with cushion 6 15-16
Combined peak patient vehicles 15-20 55-65
Patient companions and drivers typically arrive in the same vehicle as the patient and are reflected in these vehicle counts.
4. Total Peak Demand Compared to Supply
Table 4 adds employees and a future third-floor tenant to patient demand. Staff at full capacity
reflect the practice's projections (34 clinic, 26 ASC). Opening staff are estimated in proportion to
opening patient volume, with an allowance for the minimum surgical team required whenever the
ASC is operating. The 8,000 SF third floor is conservatively carried at the City's full code ratio of 1
space per 150 SF.
Table 4. Peak Parking Demand vs. Supply
At Opening Full Maturity(15-20 yrs)
Patients(Table 3) 15-20 55-65
Staff(clinic +ASC) 16-25 60
Third-floor tenant(8,000 SF at 1/150) 54 54
Total peak demand 85-99 169-179
On-site+ Chapel Crossing supply 116 116
Surplus/(assigned to church lot) +17 to+31 (53)to(63)
Church parking field available 1,000+ 1,000+
Demand met? Yes,without church lot Yes,with staff at church lot
At opening, on-site and Chapel Crossing parking alone exceed peak demand.At full maturity, the demand exceeding on-site
and Chapel Crossing capacity is fewer than the 60 employees,so it is met entirely by assigning staff to the church lot.
5. Parking Allocation by User
Table 5.Who Parks Where
At Opening Full Maturity and visitors On site/Chapel Crossing On site/Chapel Crossing
Third-floor tenant On site/Chapel Crossing On site/Chapel Crossing
Clinic and ASC staff On site/Chapel Crossing Church parking field (assigned)
Patients do not park at the church. Many ophthalmology patients are older, have dilated eyes, or are
recovering from a procedure, so the spaces nearest the building entrances are reserved for them.
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Any growth in parking demand is absorbed by employees, whose schedules are
fixed and whose parking locations can be assigned as a condition of employment.
6. Compatibility of Shared Parking
The church's peak parking demand occurs on Sundays and weekday evenings. The practice
operates on weekdays during daytime hours. The two uses do not compete for the same spaces at
the same time. The church parking field is located immediately west of the site, approximately 100
feet from nearest parking to the building entrance, and connected by a paved sidewalk and striped
route through the on-site parking lot.
7. Parking Management Commitments
The practice will implement a parking management plan that includes:
• Designated patient and visitor spaces nearest the building entrances
• Employee parking assignments, shifting staff to the church parking field as patient volumes
grow
• Wayfinding signage directing patients to on-site parking and employees to their assigned areas
• No reliance on public street parking or parking in adjacent neighborhoods
8. Conclusion
Every patient has a space near the front door on the first day of operation and at full maturity
decades from now. The project's long-term parking supply is secured by recorded agreements that
run with the land and far exceed the City's code requirement. By sharing existing parking with
neighbors whose peak hours differ from the practice's, the project meets its parking needs without
constructing pavement that would sit empty.
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