HomeMy WebLinkAbout3.39b Parking Study
October 17, 2016
Mr. Daniel Pedersen
Project Manager
Valley Medical Center
400 S 43rd Street
Renton, WA 98055
Re: Valley Medical Center
Parking Planning Study
Renton, CA
Dear Mr. Pedersen:
Walker Parking Consultants is pleased to present this draft report of the parking study for
Valley Medical Center. The attached report provides our analysis of current and near-
term parking conditions for the campus.
We look forward to receiving feedback on the parking planning study from VMC and
the City of Renton and pushing forward with a parking alternatives analysis and
construction phasing analysis. If you have any questions or comments, please do not
hesitate to call.
Sincerely,
WALKER PARKING CONSULTANTS
Jeff Weckstein
Parking Consultant
Seattle Office 2101 Fourth Avenue
Suite 1210
Seattle, WA 98121
Office: 206.745.9555
Planning Studies West Coast
606 South Olive Street, Suite 1100
Los Angeles, CA 90014
Office: 213.488.4911
PARKING STUDY
VALLEY MEDICAL CENTER
RENTON, WASHINGTON
Prepared for:
VALLEY MEDICAL CENTER
OCTOBER 17, 2016
PROJECT NO. 39-1037.00
2101 Fourth Avenue, Suite 210
Seattle, WA 98121
Contact: Jeffrey Weckstein
Parking Consultant
Phone: 206.745.9555
E-mail: jeff.weckstein@walkerparking.com
PARKING SUPPLY / DEMAND STUDY
ALL CHILDREN'S
HOSPITAL
ST. PETERSBURG, FLORIDA
Prepared for:
ALL CHILDREN’S HOSPITAL
AUGUST 7, 2015
TITLE OF REPORT
PROJECT NAME
PROJECT LOCATION
Prepared for:
CLIENT
DATE
PARKING STUDY
VALLEY MEDICAL
CENTER
RENTON, WASHINGTON
Prepared for:
VALLEY MEDICAL CENTER
OCTOBER 17, 2016
VALLEY MEDICAL CENTER
PARKING STUDY
OCTOBER 2016 39-1037.00
i
TABLE OF CONTENTS
EXECUTIVE SUMMARY III
KEY FINDINGS iii
INTRODUCTION 2
STUDY AREA 2
SUPPLY/DEMAND STUDY METHODOLOGY 4
DESIGN DAY .................................................................................................................................. 4
CURRENT CONDITIONS 6
PARKING INVENTORY 6
EFFECTIVE PARKING SUPPLY 9
PARKING OCCUPANCY 10
INGRESS/EGRESS OBSERVATIONS 12
SURVEY DAY ACTIVITY 13
USER GROUP DEMAND RATIOS 13
DESIGN DAY PARKING DEMAND 14
SUMMARY OF CURRENT CONDITIONS 15
Valley Medical Center Campus 15
Medical Office Buildings 16
FUTURE CONDITIONS 17
2019 DESIGN DAY PARKING DEMAND/PARKING SUPPLY 18
2019 DESIGN DAY PARKING ADEQUACY .................................................................................. 18
2021 DESIGN DAY PARKING DEMAND/SUPPLY 19
2021 DESIGN DAY PARKING ADEQUACY .................................................................................. 20
2026 DESIGN DAY PARKING DEMAND/SUPPLY 21
2026 DESIGN DAY PARKING ADEQUACY .................................................................................. 21
SUMMARY OF PROJECTED FUTURE CONDITIONS 23
ADA PARKING ANALYSIS 24
CITY OF RENTON MINICPAL CODE PARKING ANALYSIS 27
APPENDIX A: DEFINITION OF TERMS A-1
APPENDIX B: STATEMENT OF LIMITING CONDITIONS B-1
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LIST OF TABLES AND FIGURES
Table ES- 1: Summary of Existing and Design Day Parking Supply & Demand ................................................................................................ iii
Table 1: VMC Campus Detailed Parking Inventory Summary ............................................................................................................................ 8
Table 2: Effective Parking Supply by User Group ............................................................................................................................................... 10
Table 3: Peak Parking Occupancy and Adequacy – Tuesday August 2, 2016 ............................................................................................ 12
Table 4: Survey Day Parking Demand and Demand Ratios ............................................................................................................................ 14
Table 5: 2016 Design Day Parking Demand – Valley Medical Center ............................................................................................................ 15 Table 6: Design Day Parking Occupancy by User Group ................................................................................................................................ 15
Table 7: 2016 to 2026 Medical Center Population Statistics ............................................................................................................................. 17
Table 8: Projected 2019 Design Day Parking Demand ...................................................................................................................................... 18
Table 9: Projected 2019 Design Day Occupancy and Adequacy ................................................................................................................. 19
Table 10: Projected 2021 Design Day Parking Demand .................................................................................................................................... 20 Table 11: Projected 2021 Design Day Adequacy .............................................................................................................................................. 20
Table 12: Projected 2026 Design Day Parking Demand .................................................................................................................................... 21
Table 13: Projected 2026 Design Day Adequacy .............................................................................................................................................. 22
Table 14: Summary of Design Day Parking Supply & Demand – Current and Future Conditions .............................................................. 23
Table 15: Summary of Design Day Parking Supply & Demand – Current and Future Conditions .............................................................. 24 Table 16: Summary of ADA Parking Requirements for Existing Conditions ..................................................................................................... 25 Table 17: Summary of ADA Parking Requirements with New MOB and Parking Structure ......................................................................... 26
Figure 1: Location Map / Study Area / Parking Inventory .................................................................................................................................. 3
Figure 2: Adequacy Flow Chart .............................................................................................................................................................................. 5
Figure 3: Parking Allocation by User Group – Main Campus ............................................................................................................................. 7
Figure 4: Valley Medical Center General Parking Assignment by User Group ................................................................................................ 9
Figure 5: Valley Medical Center Parking Utilization ........................................................................................................................................... 11
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EXECUTIVE SUMMARY
Valley Medical Center engaged Walker Parking Consultants to conduct a parking
supply/demand analysis, ADA analysis and Municipal Code analysis at Valley Medical Center
related to a proposed 150,000 square foot medical office building and parking structure. The
primary purpose of the study is to evaluate current parking conditions, project 3, 5 and 10-year
parking needs.
KEY FINDINGS
Valley Medical Center currently has adequate parking for all user groups. The construction of
an 1,136 space parking structure in conjunction with construction of a new 150,000 square foot
medical office building, should provide the campus with enough parking to cover near and
medium-term growth. Table ES-1 summarizes existing and future projected parking demand at
Valley Medical Center.
Table ES- 1: Summary of Existing and Design Day Parking Supply & Demand
Source: Walker Parking Consultants, 2016.
By 2019, assuming no changes to the existing parking supply, VMC is projected to experience
a parking shortage. With construction of the proposed medical office building and parking
structure, VMC is projected to have adequate parking capacity to accommodate the new
MOB use and ambient growth in other hospital services over the near- and medium-term.
While the net parking capacity added by the MOB/parking structure project (905 net new
parking spaces) exceeds the City’s maximum parking requirement for the proposed 150,000
square foot medical office (750 parking spaces), the additional parking is crucial for
accommodating projected growth in parking demand at the VMC campus as a result of
ambient growth in hospital and outpatient activity.
Currently, VMC appears to provide less ADA accessible parking on a per parking lot basis than
appears to be required based on interpretation of the Washington State Barrier-Free
Standards.
Vehicles %
Existing (Survey Day)2,531 2,404 2,100 79%304
2016 Design Day 2,531 2,404 2,269 90%135
2019 Design Day no Structure 2,531 2,404 2,565 101%(161)
2019 Design Day With Structure 3,436 3,265 2,565 75%700
2021 Design Day 3,436 3,265 2,740 80%525
2026 Design Day 3,436 3,265 3,261 95%4
Medical Center Total Total Spaces
Effective
Supply
Occupancy
Adequacy
1 1
INTRODUCTION
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INTRODUCTION
Valley Medical Center (“VMC”) is located at 400 South 43rd Street in the City of Renton. VMC
is a 303-bed, fully accredited acute care hospital serving South King County. VMC is the oldest
and largest public district hospital in the State of Washington and is affiliated with University of
Washington Medicine. The Medical Center provides a wide variety of inpatient and outpatient
services including emergency and urgent care services. In addition to the main medical
center campus, VMC utilizes several medical office building in the vicinity of the medical
center on Talbot Road and 43rd Street.
VMC engaged Walker to conduct a parking supply/demand analysis, parking alternatives
analysis, and parking operations/best practices analysis of VMC campus as well as an analysis
of site ingress/egress during construction of the proposed medical office building. The primary
purpose of the study is to evaluate current parking conditions, project near and medium-term
parking needs and provide recommendations to address current and future parking demands
and effectively manage patient and employee parking.
STUDY AREA
VMC is located approximately 15 miles southeast of downtown Seattle and four miles east of
Seattle-Tacoma International Airport. The main campus is generally bound by SR-167 to the
west, S 43rd Street to the south, Talbot Road to the east and 38th Court to the north. Access to
the main parking areas on the hospital campus are provided on Talbot Road and S 43rd Street.
VMC owns or leases several medical office buildings to the south and east of the main
campus along Talbot Road. There is one employee parking area located south of the main
campus across S 43rd Street. Parking for employees and visitors is provided in two parking
structures as well as several surface lots. Parking is free throughout the entire campus for
patients, visitors and employees. The south parking garage has a functional parking access
and revenue control system in place that requires visitor to pull a ticket upon entry and insert it
upon exit; however, parking is free. Currently, the only controlled access parking is at the
Doctor’s parking lot on top of the south parking structure, and the South Staff Parking Lot
located south of S 43rd Street where employee parking is gated and accessible with the use of
a proximity-based technology access card.
Figure 1 shows the general location of VMC and the building and parking areas under its
sphere of influence, along with a table with an overview of the number of parking spaces in
each parking area.
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Figure 1: Location Map / Study Area / Parking Inventory
Source: Google Earth Pro, Walker Parking Consultants, 2016.
Parking Lot/Area Total
Parking Structure (W)515
Parking Structure (E)546
West Overflow 34
East Overflow 29
Lot D 158
Contractor Gravel 30
VPCN Parking 37
Gravel Behind Pharmacy 56
HR Lot & Gravel 38
TPC 179
Parking Lot A 137
Parking Lot B 136
MRI Lot 54
VMC Garage 232
Physician Lot 45
South Staff Lot 303
Other 2
Medical Center Total 2531
17910 Talbot (PRC)64
17820 Talbot 75
4445/4361 Talbot 117
401 S 43rd St (VPP)56
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SUPPLY/DEMAND STUDY METHODOLOGY
The methodology of this study consists of the following: 1) reviewing background information
and data provided by the hospital administration, and 2) conducting and utilizing the physical
surveys of all campus parking spaces collected on the survey day.
This data is used to develop parking demand ratios for various user groups, which are
considered to be representative of overall parking demand. These ratios are used to project
current parking adequacy, and are also applied to future statistics in conjunction with
anticipated changes in the parking space supply to project future parking adequacy.
DESIGN DAY
It is important to define the conditions to which a parking system should be designed. Some
organizations intend to provide adequate parking for every potential parking facility user,
every day of the year. Consequently, a substantial number of parking spaces are vacant
throughout most of the year. The benefit of such a parking system is that parkers, whether
employees, visitors, or patients, always have adequate parking. More commonly, most
organizations would rather have fewer of their assets utilized as parking; therefore, these
organizations plan for a parking system that meets the needs of its parking patrons most days
of the year, but less than every day of the year. The disadvantage of this type of parking
system is that from time to time, parking demand may exceed the effective parking supply.
This could become critical when a large event is scheduled at times when parking demand is
expected, under normal conditions, to be at its highest.
Ultimately, the level at which parking demand should be accommodated is a policy decision
that must be made by the hospital administrators. For this analysis, we define adequate
parking conditions as those that satisfy the projected demand on all days with the exception
of a few days per year.
For this study, the process for projecting parking demand consists of the following steps:
1. Walker performed inventory and occupancy counts on Tuesday, August 2, 2016.
Occupancy counts were collected at 11:00 AM and 2:00 PM, consistent with the
typical peak periods of parking demand at medical centers.
2. The data collected on the survey day, along with hospital activity information
provided by VMC for the survey day, were used to develop peak parking demand
ratios. Parking demand ratios reflect the number of parking spaces required per unit
statistic during the peak period of parking demand. An example of a unit statistic is the
number of parking spaces needed for each employee during the peak hour.
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3. Walker reviewed VMC’s Key Performance Indicators reports for a 3-year period
between June 2014 and May 2016 to better understand seasonal fluctuations in
staffing and patient encounters at the medical center.
4. Parking demand ratios for each type of parking patron are adjusted to model the
observed peak parking demand on the survey day.
The flow chart in Figure 2 depicts the process used to determine the existing parking
adequacy on the hospital campus.
Figure 2: Adequacy Flow Chart
Source: Walker Parking Consultants, 2016.
Inventory parking supply
Classify parking supply by user group Staff, Visitor, etc.
Determine the "effective" parking supply
Conduct parking occupancy counts
Determine typical peak hour parking demand for a survey and design day
Adjust survey day metrics to represent a design day
Compare the typical peak hour design day occupancy to the effective supply
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CURRENT CONDITIONS
The following section includes our evaluation of the current parking conditions observed on
campus.
PARKING INVENTORY
Parking areas were observed to determine the number of spaces, user assignment (e.g.
employee, physician, patient/visitor, reserved, disabled parking (ADA), etc.) and restrictions
that pertain to parking on the campus. This inventory includes all marked parking spaces
designated and used by identified user groups of the hospital and the associated
administrative and outpatient buildings, as well as observed parking in gravel parking lots west
of VCPN and west of Lot D.
The VMC campus has two parking structures and several surface lots surrounding the existing
hospital and outpatient facilities. Additionally, the medical center has an additional parking
lot for employees south of S 43rd Street. In addition to the main campus, the medical office
buildings at 401 S 43rd Street (Valley Professional Plaza), 4445/4361 Talbot, 17820 Talbot (PRC)
and 17910 Talbot have their own surface parking lots.
The total inventoried parking supply at the campus excluding the standalone MOB buildings is
2,531± spaces. This total includes a projection of the inventory of the gravel parking lots and
striped parking spaces that are currently blocked by construction activity and equipment, but
does not include unmarked spaces where vehicles were observed parking, and does not
include on-street parking on Talbot Road S and Davis Avenue S that employees may or may
not be using for parking. Figure 3 summarizes parking supply by user group.
The parking areas at the medical center campus generally do not have any type of control,
such as card access, except for the south staff lot on Davis Road S and the Physician parking
lot adjacent to the south tower. The South Parking garage has parking access and revenue
control equipment installed, and requires visitors to pull a ticket to enter the facility; however,
parking in the South Garage is currently free. The total parking supply by area and user
designation at the main campus is summarized in the Table 1.
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Figure 3: Parking Allocation by User Group – Main Campus
Source: Walker Parking Consultants, 2016.
60%
4%
4%
31%
Employee
ADA
Physician
Patient
Observations
suggest that
parking is generally
allocated
appropriately,
although there is
co-mingling of user
groups in both
parking garages.
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Table 1: VMC Campus Detailed Parking Inventory Summary
Source: Walker Parking Consultants, 2016.
In general, the first three levels of the north garage and both levels of the south garage are
intended for use by patients and visitors. Physician parking is provided next to the south tower
and in the north parking structure. The upper levels of the north parking structure are
designated for any user. The Talbot Professional Center lot and parking lot A/B are likely
intended as patient/visitor parking, however the current reality is that it is utilized by a mix of
employees and patients. Figure 4 shows the general parking assignments by user group on
the VMC campus, based both on posted signs and Walker’s observations at the medical
center.
Parking Lot/Area Employee Carpool ADA Non C
ADA Physician Golden
Care Patient EV Valet Reserve
d Total
Parking Structure (W)228 17 0 10 0 4 247 3 0 6 515
Parking Structure (E)340 0 0 0 54 0 152 0 0 0 546
West Overflow 34 0 0 0 0 0 0 0 0 0 34
East Overflow 29 0 0 0 0 0 0 0 0 0 29
Lot D 95 0 16 0 0 0 41 0 0 6 158
Contractor Gravel 30 0 0 0 0 0 0 0 0 0 30
VPCN Parking 15 0 13 0 0 6 3 0 0 0 37
Gravel Behind Pharmacy 56 0 0 0 0 0 0 0 0 0 56
HR Lot & Gravel 33 0 1 0 0 0 4 0 0 0 38
TPC 162 0 14 0 0 3 0 0 0 0 179
Parking Lot A 126 0 0 0 0 4 7 0 0 0 137
Parking Lot B 9 0 25 4 10 7 15 8 58 0 136
MRI Lot 10 0 6 0 7 0 22 0 0 9 54
VMC Garage 0 0 8 0 0 4 211 0 0 9 232
Physician Lot 0 0 1 0 41 0 0 3 0 0 45
South Staff Lot 292 11 0 0 0 0 0 0 0 0 303
Other 0 0 2 0 0 0 0 0 0 0 2
Medical Center Total 1459 28 86 14 112 28 702 14 58 30 2531
17910 Talbot 64
17820 Talbot 75
4445/4361 Talbot 117
401 S 43rd St 56
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Figure 4: Valley Medical Center General Parking Assignment by User Group
Source: Google Earth Pro, Walker Parking Consultants, 2016.
EFFECTIVE PARKING SUPPLY
Walker projects the effective parking supply by applying an effective supply factor to the
actual physical parking supply within each area in the parking system inventory. It is a
generally accepted principle in parking supply/demand analyses that a supply of parking
operates at optimum efficiency when occupancy is no more than 90% to 95% of the total
supply. The excess stalls provide a cushion to allow for the dynamics of vehicles moving in and
out of parking stalls and to reduce the time required to search for the last few available
spaces. This cushion also allows for daily, weekly and seasonal variations as well as vacancies
created by restricting facilities to certain users, improperly parked vehicles, and minor
maintenance issues.
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When occupancy exceeds this optimum level, patrons may experience delays and frustration
finding a space, or may be forced to use an undesirable space, such as one located at a
greater or uncomfortable walking distance from the main entrance of their destination, or
may park improperly or illegally. In these instances, the parking supply may be perceived as
inadequate even though a few vacant spaces are still available throughout the system.
As a result, the effective parking supply is used for analysis of the adequacy of the parking
system rather than the actual total supply. This cushion typically varies between 5% and 15%
of the total parking capacity depending on the type of parking supply and type of user.
Based on the observed conditions and parking patterns, the effective parking supply has
been adjusted to 95 percent of capacity (effective supply factor = 0.95).
After the effective supply adjustment is applied, the resulting effective parking supply for the
medical center campus is calculated at 2,404 spaces.
Table 2: Effective Parking Supply by User Group
Source: Walker Parking Consultants, 2016.
PARKING OCCUPANCY
Walker staff visited the Valley Medical Center campus, off-site parking lots and surrounding
medical office buildings on Tuesday August 2, 2016 to collect parking demand counts during
the peak period of parking demand. Counts were conducted at 11:00 AM and 2:00 PM,
consistent with the known peak periods of parking demand at the campus.
On the survey day, the overall peak occupancy observed at the Medical Center campus was
83% of the total campus parking supply at 11:00 AM. At 2:00 PM, the total campus parking
supply was 77% utilized. In general, surface parking lots, including the gravel parking areas,
were fuller than the parking structures and filled up first. The exception to this is spaces marked
for valet parking in parking lots B and D, which were underutilized, and the VCPN lot. The south
staff parking lot filled up slower than the rest of the campus, but did fill to over 85% of
capacity. The south garage and doctor parking lot on top of the south garage, were the two
least utilized parking areas on the medical center campus.
Figure 5 shows parking utilization by parking area.
User Group Supply Effective Supply Supply Cushion
Patient/Visitor 888 844 44
Employee 1531 1454 77
Physician 112 106 6
Medical Center Total 2531 2404 127
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Figure 5: Valley Medical Center Parking Utilization
Source: Google Earth Pro, Walker Parking Consultants, 2016.
As shown in Figure 5, the parking lots serving Valley Medical Center are generally well utilized.
At 11:00 AM there was available parking on the upper and lower levels of the parking
structure, on both levels of the south garage, in the doctor parking area, the south staff
parking lot, the MRI lot and parking lot B. Competition for parking spaces was most intense in
the TPC lot and parking lot A.
Table 3 summarizes parking adequacy during the peak period of parking demand both on a
lot-by-lot basis and by user group.
Supply Parked Vehicles Overall Utilization
Medical Center 2531 2100 83%
Outlying MOBs 312 187 60%
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Table 3: Peak Parking Occupancy and Adequacy – Tuesday August 2, 2016
Source: Walker Parking Consultants, 2016.
INGRESS/EGRESS OBSERVATIONS
Walker staff also visited the site early in the evening on Wednesday August 31, 2016 and
Thursday September 1, 2016 to observe traffic flow during the peak period of employee ingress
and made the following observations:
While there is some effort to prevent employees form parking in Lot A, there is no such
restrictions in the TPC lot. This lot appears to primarily be used by employee for parking.
The signage in the parking structure deters some, but not all, employees from parking
on the first three levels.
Vehicles %
Parking Structure (W)515 489 454 88%35
Parking Structure (E)546 519 485 89%34
West Overflow 34 32 34 100%(2)
East Overflow 29 28 29 100%(1)
Lot D 158 150 134 85%16
Contractor Gravel 30 29 27 90%2
VPCN Parking 37 35 22 59%13
Gravel Behind Pharmacy 56 53 56 100%(3)
HR Lot & Gravel 38 36 34 89%2
TPC 179 170 178 99%(8)
Parking Lot A 137 130 132 96%(2)
Parking Lot B 136 129 95 70%34
MRI Lot 54 51 37 69%14
VMC Garage 232 220 97 42%123
Physician Lot 45 43 22 49%21
South Staff Lot 303 288 264 87%24
Other 2 2 2 100%0
Medical Center Total 2531 2404 2100 83%304
17910 Talbot 64 61 54 84%7
17820 Talbot 75 71 36 48%35
4445/4361 Talbot 117 111 71 61%40
401 S 43rd St 56 53 19 34%34
Vehicles %
Patient/Visitor 888 844 648 73%196
Employee 1531 1454 1367 89%87
Physician 112 106 85 76%21
Medical Center Total 2531 2404 2100 83%304
User Group
Total
Spaces
Effective
Supply
Occupancy
Adequacy
Adequacy
Occupancy
Parking Lot/Area
Total
Spaces
Effective
Supply
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Except for spaces specifically designated for patients, Lot D appears to be utilized by
employees.
Surface parking lots fill up first, with the parking structures seen as more of a last resort for
all user groups.
Both parking structures had availability throughout the day, and no significant
ingress/egress issues were observed.
Some circling/waiting for spaces by patient/visitors was observed in the TPC lot.
SURVEY DAY ACTIVITY
Walker collected activity data for the survey day of August 2, 2016. The activity data included
the inpatient bed census for that day, outpatient visits for that day, the total number of
employees, and the total number of physicians. The activity data for the campus is as follows:
BED CENSUS
Data delivered from VMC indicated that the bed census on Tuesday August 2, 2016 was 221
beds.
OUTPATIENT VISITS
VMC provided information on outpatient visits for the medical center campus on the survey
day. The total number of outpatient visits and emergency department registrations equaled
801.
STAFF
For purposes of this analysis, the total number of employees at the Valley Medical Center
campus on the survey day was 3,453. The number of employees included (1) the total
number of individuals employed on a full-time basis by the Medical Center (1,826 full-time
employees); (2) the total number of individuals employed on a part-time basis (1,597 part-time
employees); and (3) the total number of non-employee contractors working at the campus
(30 contractors). The number did not take into account how many employees were
necessarily present at the time of the occupancy counts. The parking ratio takes into account
that only a percentage of the total employees are present at the peak hour.
PHYSICIANS
The total number of physician employees at VMC on the survey day was 364. These physicians
were likely not all on campus at the same time.
USER GROUP DEMAND RATIOS
To model the number of parking spaces required to meet the parking needs of all parking
patrons at the VMC campus, parking occupancy at the campus was compared to the
various hospital user-group population statistics provided by VMC, including visitors/patients,
employees (excluding physicians), and physicians. User group parking demand ratios are the
product of the peak parking occupancy data and the user group statistics. The breakdown of
occupancy by user group was structured to be as representative of the subject property as
possible. From this comparison, a parking demand ratio was determined for each group.
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For example, there were 364 reported physician employees of Valley Medical Center on the
survey day, and the peak observed parking demand in the designated physician parking
areas was 85 parked vehicles. Therefore, the parking demand ratio for physicians was 0.23
parked vehicles per physician (85 parked vehicles / 364 physicians). The parking demand ratio
developed for each user group was used to project the number of parking spaces needed for
each type of patron on the Design Day.
The resulting parking demand ratios are summarized in the following table:
Table 4: Survey Day Parking Demand and Demand Ratios
Source: Walker Parking Consultants, 2016
DESIGN DAY PARKING DEMAND
Walker frequently recommends that hospitals design their parking supply to satisfy at least the
95th percentile level of activity. This level is usually equivalent to a very busy day that may
occur once or twice a month. Designing parking to meet the absolute peak level of parking
would leave many unused spaces during the majority of the year. Conversely, designing for
the average level would mean inadequate parking about half the year. The 95th percentile
level of parking demand is typically designated as the “Design Day.”
During times when the demand exceeds the effective parking supply, users will park within the
effective parking supply cushion or park in other designated areas, and likely experience
some difficulty in locating an available parking space.
To estimate current design day parking demand, the previously-determined parking demand
ratios for each type of parking patron are multiplied by the design day user-group population
statistics. Walker researched the prior three years of Key Performance Indicator (KPI) reports
on VMC’s website to gain an understanding of the seasonality of both employment and
patient visits at VMC. August, the month during which Walker completed its survey of the
campus, is typically a below average month for both employee and patient activity, while
March appears to be the peak month. To simulate design day conditions, patient/visitor
encounters were increased 15% and employee/physician levels were increased by 5%. The
following table shows the design statistics and demand ratios used to estimate parking
demand under “Design Day” conditions.
Patient/Visitor 1022 x 0.63 spaces/total patient census1 =648
Employee 3453 x 0.40 spaces/ Employee2 =1,367
Physician 364 x 0.23 space/physician on staff =85
Totals 2,100
Note: 1 = total patient census equals outpatient visits, ED registrations, and bed census
Note: 2 = employees equal full-time employees, part-time employees and contractors
User Statistic Parking Demand Ratio Survey Day DemandUser Group
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Table 5: 2016 Design Day Parking Demand – Valley Medical Center
Source: Walker Parking Consultants, 2016
Table 6 summarizes design day parking occupancy by user group based on the adjustments
discussed above.
Table 6: Design Day Parking Occupancy by User Group
Source: Walker Parking Consultants, 2016.
The projected current design day parking demand for the Medical center is 2,269± parking
spaces, as shown in Table 6. Parking Adequacy represents the ability of the parking supply to
accommodate the design day parking demand. By comparing the design day parking
demand projection to the calculated effective supply, the adequacy of the existing system
can be calculated. Our analysis indicates the overall current parking supply is sufficient for
current design day conditions for all user groups.
SUMMARY OF CURRENT CONDITIONS
Valley Medical Center Campus
Overall, current parking conditions at the Medical Center are considered to be adequate for
all user groups. During busy days it is likely that more employees park in patient parking areas
of both garages, however a small overall parking surplus is project for the campus on the
design day.
Ingress/egress from the main parking structure appears to be adequate, with no large entry or
Patient/Visitor 1175 x 0.63 spaces/total patient census1 =745
Employee 3626 x 0.40 spaces/ Employee2 =1,435
Physician 382 x 0.23 space/physician on staff =89
Totals 2,269
Note: 1 = total patient census equals outpatient visits, ED registrations, and bed census
Note: 2 = employees equal full-time employees, part-time employees and contractors
User Statistic Parking Demand Ratio Design Day
DemandUser Group
Vehicles %
Patient/Visitor 888 844 745 84%99
Employee 1531 1454 1,435 94%19
Physician 112 106 89 79%17
Medical Center Total 2531 2404 2269 90%135
Effective
Supply
Occupancy
AdequacyUser Group Total Spaces
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exit queues observed. The Valet parking offered at VMC appears to be only lightly utilized,
with the valet parking area in parking lot B representing the largest source of unused surface
parking for current conditions.
Medical Office Buildings
With the exception of the PRC Building (17910 Talbot), the MOBs surveyed had adequate
parking, although several of the buildings appeared to be operating at less than full
occupancy. The poorly maintained parking area behind the 17820 Talbot building appears to
serve as overflow parking for the PRC building, and is a potential source of
overflow/construction parking for the main campus as well.
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FUTURE CONDITIONS
In the following table Walker shows the anticipated changes to employment and patient
activity volumes over the 2017-2026 planning horizon, as provided by VMC.
Table 7: 2016 to 2026 Medical Center Population Statistics
Source: Valley Medical Center, Walker Parking Consultants, 2016
In recent years, outpatient visits have grown at a 3-10% annual rate based on available Key
Performance Indicator reports on the Valley Medical Center website. This report assumes that
outpatient growth occurs at a rate equal to the projected growth in full time employee levels
at VMC.
Utilizing the assumptions in Table 7, the following sections calculate design day parking
demand for 2019, 2021 and 2026, representing short-term, near-term and medium-term
conditions.
Total Number of Full-time Employees 1,826 1,917 2,049 2,177 2,590
5%12%19%42%
Total Number of Part-time Employees 1,597 1,677 1,792 1,904 2,265
5%12%19%42%
Total FTEs (Full-Time Equivalent Employees)3,423 3,594 3,841 4,080 4,855
5%12%19%42%
Total Number of Outside Contract Employees 30 32 34 36 43
5%12%19%42%
Total Number of Staff Physicians 364 402 486 577 687
10%34%59%89%
Growth From Existing
Growth From Existing
Growth From Existing
Growth From Existing
Growth From Existing
10 Year
ProjectionHospital Statistic Current Year 1 Year
Projection
3 Year
Projection
5 Year
Projection
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2019 DESIGN DAY PARKING DEMAND/PARKING SUPPLY
Future Design Day parking demand for Year 2019, a three-year planning horizon, is projected
using the parking demand ratios developed for 2016 Design Day conditions. These parking
demand ratios are applied to projected 2019 employment and patient activity levels.
These projections assume the following changes to employment and patient activity volumes
over from 2016 to 2019:
Outpatient/ED volumes increase 12.2% from existing levels over the three-year period;
Full-time employees, part-time employees and contractors increase 12.2% from existing
levels over the three-year period
Physicians increase 33.5% from existing levels over the three-year period.
There is one potential planned change to the parking supply on campus over the 2016-2019
timeframe. The construction of a new MOB in the TPC parking lot would displace 126 net
parking spaces, while construction of a 1,136+ space parking structure adjacent to the existing
parking structure would create 1,031 net new parking spaces (1,136 new spaces less 105
spaces displace in the east overflow lot, gravel lot behind VCPN and the western part of the
VCPN lot), for an overall net increase of 905 parking spaces.
The projected 2019 Design Day parking demand is summarized in Table 8.
Table 8: Projected 2019 Design Day Parking Demand
Source: Walker Parking Consultants, 2016.
2019 DESIGN DAY PARKING ADEQUACY
Table 9 shows projected 2019 Design Day parking adequacy both without and with the
proposed changes to the parking supply on campus. The new parking structure is assumed to
be allocated between patients (44%), employees (50%) and physicians (6%).
Patient/Visitor 1318 x 0.63 spaces/total patient census1 =836
Employee 4068 x 0.40 spaces/ Employee2 =1,610
Physician 510 x 0.23 space/physician on staff =119
Totals 2,565
Note: 1 = total patient census equals outpatient visits, ED registrations, and bed census
Note: 2 = employees equal full-time employees, part-time employees and contractors
Parking Demand Ratio Design Day
DemandUser Group User Statistic
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Table 9: Projected 2019 Design Day Occupancy and Adequacy
Source: Walker Parking Consultants, 2016.
As shown in Table 9, absent any capacity enhancements, VMC is projected to experience
both an effective and absolute parking supply deficit by 2019. With the construction of the
new parking structure, adequate parking is projected for all user groups.
2021 DESIGN DAY PARKING DEMAND/SUPPLY
Future Design Day parking demand for Year 2021, a five-year planning horizon, is computed
using the parking demand ratios developed for 2016 Design Day conditions. These parking
demand ratios are applied to projected 2021 employment and patient activity levels.
These projections assume the following changes to employment and patient activity volumes
from 2016 to 2021:
Outpatient/ED volumes increase 19.2% from existing levels over the five-year period;
Full-time employees, part-time employees and contractors increase 19.2% from existing
levels over the five-year period
Physicians increase 58% from existing levels over the five-year period.
This analysis assumes no additional changes to the parking supply beyond what was discussed
in the 2019 design day scenario.
Vehicles %
Patient/Visitor 888 844 836 94%8
Employee 1,531 1,454 1,610 105%(156)
Physician 112 106 119 106%(13)
Medical Center Total 2,531 2,404 2,565 101%(161)
Patient/Visitor 1,386 1,317 836 60%481
Employee 1,868 1,775 1,610 86%165
Physician 182 173 119 65%54
Medical Center Total 3,436 3,265 2,565 75%700
Total Spaces
Effective
Supply
Occupancy
Adequacy
Assuming Existing Parking Supply
With Construction of New Parking Garage
User Group
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Table 10: Projected 2021 Design Day Parking Demand
Source: Walker Parking Consultants, 2016.
2021 DESIGN DAY PARKING ADEQUACY
The projected 2021 Design Day parking adequacy is summarized in Table 11.
Table 11: Projected 2021 Design Day Adequacy
Source: Walker Parking Consultants, 2016.
As shown in Table 11, the parking supply will continue to be adequate for all user groups in
2021.
Patient/Visitor 1401 x 0.63 spaces/total patient census1 =888
Employee 4322 x 0.40 spaces/ Employee2 =1,711
Physician 604 x 0.23 space/physician on staff =141
Totals 2,740
Note: 1 = total patient census equals outpatient visits, ED registrations, and bed census
Note: 2 = employees equal full-time employees, part-time employees and contractors
User Group Parking Demand Ratio Design Day
DemandUser Statistic
Vehicles %
Patient/Visitor 1,386 1,317 888 64%429
Employee 1,868 1,775 1,711 92%64
Physician 182 173 141 77%32
Medical Center Total 3,436 3,265 2,740 80%525
Total Spaces
Effective
Supply
Occupancy
AdequacyUser Group
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2026 DESIGN DAY PARKING DEMAND/SUPPLY
Future Design Day parking demand for Year 2026, a ten-year planning horizon, is projected
using the parking demand ratios developed for 2016 Design Day conditions. These parking
demand ratios are applied to projected 2026 employment and patient activity levels.
These projections assume the following changes to employment and patient activity volumes
from 2016 to 2026:
Outpatient/ED volumes increase 42% from existing levels over the ten-year period;
Full-time employees, part-time employees and contractors increase 42% from existing
levels over the ten-year period
Physicians increase 89% from existing levels over the ten-year period.
This analysis assumes no additional changes to the parking supply beyond what was discussed
in the 2019 design day scenario.
Table 12: Projected 2026 Design Day Parking Demand
Source: Walker Parking Consultants, 2016.
2026 DESIGN DAY PARKING ADEQUACY
The projected 2026 Design Day parking adequacy is summarized in Table 13.
Patient/Visitor 1667 x 0.63 spaces/total patient census1 =1,057
Employee 5143 x 0.40 spaces/ Employee2 =2,036
Physician 721 x 0.23 space/physician on staff =168
Totals 3,261
Note: 1 = total patient census equals outpatient visits, ED registrations, and bed census
Note: 2 = employees equal full-time employees, part-time employees and contractors
User Group Parking Demand Ratio Design Day
DemandUser Statistic
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Table 13: Projected 2026 Design Day Adequacy
Source: Walker Parking Consultants, 2015.
As shown in Table 13, the parking supply will continue to be adequate for the campus as a
whole; however, some parking will need to be reallocated from patient parking to employee
parking to meet employee parking needs.
Vehicles %
Patient/Visitor 1,386 1,317 1,057 76%260
Employee 1,868 1,775 2,036 109%(261)
Physician 182 173 168 92%5
Medical Center Total 3,436 3,265 3,261 95%4
AdequacyUser Group Total Spaces
Effective
Supply
Occupancy
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SUMMARY OF PROJECTED FUTURE CONDITIONS
Table 14 summarizes the projected parking inventory, effective supply, parking occupancy
and parking adequacy for existing, 2019, 2021 and 2026 design day conditions.
Table 14: Summary of Design Day Parking Supply & Demand – Current and Future Conditions
Source: Walker Parking Consultants, 2016
With the proposed parking structure, adequate parking capacity is projected over the 10-year
planning horizon.
The next section of this report discusses various options for increasing the parking supply and
reducing the parking demand at the Medical Center.
Vehicles %
Existing (Survey Day)2,531 2,404 2,100 79%304
2016 Design Day 2,531 2,404 2,269 90%135
2019 Design Day 3,436 3,265 2,565 75%700
2021 Design Day 3,436 3,265 2,740 80%525
2026 Design Day 3,436 3,265 3,261 95%4
Medical Center Total Total Spaces
Effective
Supply
Occupancy
Adequacy
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ADA PARKING ANALYSIS
This section quantifies the number of accessible parking spaces needed at the various VMC
parking lots based on current local, state and federal guidelines.
Requirements for the provision of accessible parking are governed by the Washington State
Barrier-Free Standards requirements, which have been adopted by the City of Renton by
reference. These standards are generally consistent with 2010 Federal ADA standards.
Table 15 summarizes the ADA guidelines for the minimum number of accessible parking
spaces required for the parking facilities serving VMC.
Table 15: Summary of Design Day Parking Supply & Demand – Current and Future Conditions
Source: 2010 ADA Standards for Accessible Design (Department of Justice, September 15, 2010)
In the State of Washington, the 20% requirement noted for rehabilitation and outpatient
physical therapy facilities appears to extend to inpatient hospital facilities as well.
Total Number of Parking Spaces
Provided in Parking Facility
Minimum Number of Required
Accessible Parking Spaces
1 to 25 1
26 to 50 2
51 to 75 3
76 to 100 4
101 to 150 5
151 to 200 6
201 to 300 7
301 to 400 8
401 to 500 9
501 to 1000 2 percent of total
1001 and over
20, plus 1 for each 100 or fraction thereof
over 1000
Source: Department of Justice, 2010
Other Requiements
208.2.1 Hospital Outpatient Facilities. Ten percent of patient and visitor parking
spaces provided to serve hospital outpatient facilities shall comply with 502.
208.2.2 Rehabilitation Facilities and Outpatient Physical Therapy Facilities. Twenty
percent of patient and visitor parking spaces provided to serve rehabilitation
facilities specializing in treating conditions that affect mobility and outpatient
physical therapy facilities shall comply with 502
208.2.4 Van Parking Spaces. For every six or fraction of six parking spaces required
by 208.2 to comply with 502, at least one shall be a van parking space complying
with 502
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The tables below are based on Walker’s interpretation of the existing and proposed future
parking supply at VMC. VMC staff should review these tables carefully to determine if the
allocation of parking spaces between inpatient/visitor parking, outpatient/visitor parking and
employee parking, as well as the delineation of parking areas is consistent with their
understanding of the parking supply and should suggest changes as necessary.
Table 16 summarizes the existing parking supply, projected number of ADA spaces required
and number of ADA spaces supplied on campus. For the purposes of the Table, all spaces
marked as ADA with signage were counted towards the ADA parking supply; however, not
every marked ADA space on the campus may meet all ADA criteria.
Table 16: Summary of ADA Parking Requirements for Existing Conditions
Source: Walker Parking Consultants, 2016
Table 17 summarizes the projected future parking supply and projected number of ADA
spaces required based on the proposed changes to the campus with the construction of a
new medical office building and parking structure.
Parking Lot/Area Total Parking
Spaces Employee Outpatient
Parking/Visitor
Inpatient
Parking/Visitor
Projected
ADA Spaces
Required
APA
Spaces
Provided
Parking Structure (W&E)1061 646 415 55 10
West Overflow 34 34 2 0
East Overflow 29 29 2 0
Lot D 158 101 57 11 16
Contractor Gravel 30 30 2 0
VPCN Parking 37 15 22 4 13
Gravel Behind Pharmacy 56 56 3 0
HR Lot & Gravel 38 38 2 1
TPC 179 162 17 8 14
Parking Lot A 137 126 11 7 0
Parking Lot B 136 27 109 13 29
MRI Lot 54 26 28 5 6
VMC Garage 232 232 47 8
Physician Lot 45 45 2 1
South Staff Lot 303 303 8 0
Other 2 0 2 1 2
Medical Center Total 2531 1638 661 232 172 100
Existing Allocation of Parking Spaces
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Table 17: Summary of ADA Parking Requirements with New MOB and Parking Structure
Source: Walker Parking Consultants, 2016
With changes to existing parking facilities and construction of the new parking structure, it is
projected that a total of 224 ADA parking spaces will be required on the VMC campus based
on the current assumptions regarding patient/visitor and employee parking areas.
Parking Lot/Area Total Employee Outpatient
Parking/Visitor
Inpatient
Parking/Visitor
Projected
ADA Spaces
Required
Parking Structure (W&E)1061 646 415 55
West Overflow 34 34 0 2
East Overflow 0 0 0 0
Lot D 158 101 57 11
Contractor Gravel 30 30 0 2
VPCN Parking 17 7 10 2
Gravel Behind Pharmacy 0 0 0 0
HR Lot & Gravel 38 38 0 2
TPC 53 36 17 4
Parking Lot A 137 126 11 7
Parking Lot B 136 27 109 13
MRI Lot 54 26 28 5
VMC Garage 232 0 232 47
Physician Lot 45 45 0 2
South Staff Lot 303 303 0 8
Other 2 0 2 1
Structure 3 1136 638 498 63
Medical Center Total 3436 2057 1147 232 224
Future Allocation of Parking Spaces
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CITY OF RENTON MINICPAL CODE PARKING ANALYSIS
The City of Renton Municipal Code sets forth the number of parking spaces required for
different land uses in the City. For the Medical Office land use, the City of Renton Municipal
Code lists a parking maximum of 5.0 spaces per 1,000 square feet.
Based on the City’s maximum parking requirements for the medical office land use, the
proposed 150,000 square foot medical office building, as a stand-alone use, would be
allowed to have a maximum of 750 parking spaces.
As discussed in the supply/demand analysis, the proposed medical office building and parking
structure will displace approximately 231+ existing parking spaces; therefore, the proposed
1,136+ parking structure would provide approximately 905+ net new parking spaces.
The proposed net increase in parking supply of 905+ parking spaces exceeds the maximum
parking requirement of 750 parking spaces. However, based on the supply/demand analysis,
the additional parking being propose din the structure is likely to be needed over the medium
term due to ambient growth in hospital activity. Additionally, the ADA requirements analysis
indicated that several of the existing facilities on the VMC campus may not be in compliance
with the number of accessible spaces required. The potential creation of additional
accessible parking spaces in other parking area will decrease the overall parking supply on
the VMC campus, which could be offset by the construction of the proposed 1,136+ space
parking structure.
APPENDIX A - 1
APPENDIX A: DEFINITION OF TERMS
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APPENDIX A - 1
DEFINITION OF TERMS
DEFINITIONS OF TERMS
Several terms are used in this report that may be unfamiliar to readers as they relate to
parking. To help clarify these terms and enhance understanding by the reader, definitions for
these terms are presented below.
Adequacy - A figure expressing the number of parking spaces remaining when demand is
subtracted from effective supply. A negative adequacy indicates a parking space deficit;
a positive result shows a surplus.
Demand Ratio - The ratio of the observed number of occupied parking spaces compared
to a reference statistic. For example, if there are 1,000 employees and an observed peak
of 400 occupied spaces in the employee parking areas, the demand ratio is 0.40 spaces
(400/1000) per employee.
Design Day - The day that represents the level of parking demand the parking system is
designed to accommodate. This level of activity is typically represented by the 95th
percentile of patient activity levels. A parking supply designed to handle the absolute
peak level of demand typically contains too many spaces that remain unused most of the
time. Adequate parking conditions may also be defined as those that satisfy the design
requirements of the owner.
Effective Supply - The total supply of parking spaces, adjusted to reflect the cushion
needed to provide for vehicles moving in and out of spaces, spaces unavailable due to
maintenance or poorly parked vehicles, and to reduce the time necessary for parking
patrons to find the last few available spaces on the campus. The effective supply varies by
user group and type of parking, but typically the effective supply is 85% to 95% of the total
number of spaces. The adjustment factor is known as the Effective Supply Factor.
Parking Inventory - The total number of marked parking spaces within the study area
during survey day operations.
Parking Occupancy - The number of observed vehicles parked on a survey day.
Patron or User - Any individual parking in a study area.
Peak Hour - The peak hour represents the busiest hour of the day for parking demand. On
a medical campus, this usually occurs between the hours of 9:00 a.m. and 4:00 p.m. when
staffing and outpatient activity is the highest.
Survey Day - The day set aside for observation of parking trends and recording of parking
data within the study area.
User Group - Group of similar parkers using the campus. Typical hospital user groups include
Patients/Visitors, Employees, and Physicians.
APPENDIX E - 1
APPENDIX B: STATEMENT OF LIMITING CONDITIONS
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Appendix B- 1
STATEMENT OF GENERAL ASSUMPTIONS & LIMITING CONDITIONS
1. This report is to be used in whole and not in part.
2. Walker’s report and recommendations are based on certain assumptions pertaining to the future
performance of the local economy and other factors typically related to individual user
characteristics that are either outside Walker’s control or that of the client. To the best of Walker’s
ability, we analyzed available information that was incorporated in projecting future performance
of the proposed subject site.
3. Sketches, photographs, maps and other exhibits are included to assist the reader in visualizing the
property. It is assumed that the use of the land and improvements is within the boundaries of the
property described, and that there is no encroachment or trespass unless noted.
4. All information, estimates, and opinions obtained from parties not employed by Walker Parking
Consultants/Engineers, Inc. are assumed to be true and correct. We can assume no liability
resulting from misinformation.
5. Unless noted, we assume that there are no encroachments, zoning, violations, or building violations
encumbering the subject property.
6. All mortgages, liens, encumbrances, leases, and servitudes have been disregarded unless specified
otherwise.
7. None of this material may be reproduced in any form without our written permission, and the report
cannot be disseminated to the public through advertising, public relations, news, sales, or other
media.
8. We are not required to give testimony or attendance in court by reason of this analysis without
previous arrangements, and only when our standard per diem fees and travel costs are paid prior
to the appearance.
9. We take no responsibility for any events or circumstances that take place subsequent to the date
of our field inspections.
10. This report was prepared by Walker Parking Consultants/Engineers, Inc. All opinions,
recommendations, and conclusions expressed during the course of this assignment are rendered
by the staff of Walker Parking Consultants as employees, rather than as individuals.
11. The conclusions and recommendations presented in this report were reached based on Walker’s
analysis of the information obtained from the client and our own sources. Information furnished by
others, upon which portions of this study are based, is believed to be reliable, however, it has not
been verified in all cases. No warranty is given to the accuracy of such information. Any significant
differences between these assumptions and actual performance may have an impact on the
financial projections of the subject parking operation.