THE STAR TRAVEL PLAN (DRAFT)
Transcript of THE STAR TRAVEL PLAN (DRAFT)
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 2
T A B L E O F C O N T E N T S
EXECUTIVE SUMMARY ........................................................................................... 5
1 INTRODUCTION ............................................................................................... 7
1.1 CONTEXT .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 1.2 BACKGROUND .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 1.3 WHAT IS A TRAVEL PLAN? .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 1.4 PURPOSE & BENEFITS .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
2 PLANNING CONTEXT .................................................................................... 10
2.1 INTEGRATING LAND USE & TRANSPORT POLICY, 2000 . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 2.2 SYDNEY CITY CENTRE ACCESS STRATEGY, 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 2.3 CITY OF SYDNEY CYCLE STRATEGY AND ACTION PLAN 2007-2017 . . . . . . . . . 11 2.4 CITY OF SYDNEY W ALKING STRATEGY AND ACTION PLAN 2015-2030 . . . . . 11 2.5 MP08_0098 INSTRUMENT OF APPROVAL .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 2.6 ENVIRONMENT & SUSTAINABILITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
3 REVIEW OF EXISTING CONDITIONS ........................................................... 12
3.1 DATA REFRESH .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 3.2 EXISTING TRAFFIC DEMAND .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 3.3 ROAD NETWORK PERFORMANCE .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 3.4 OFF-STREET CAR PARKING .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 3.5 ALTERNATE PARKING .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 3.6 CYCLE PARKING .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 3.7 ACTIVE TRANSPORT ACCESS .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 3.8 PUBLIC TRANSPORT ACCESS .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
3.8.1 Buses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 3.8.2 Star Express Buses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 3.8.3 Light Rai l . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 3.8.4 Rai l . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 3.8.5 Ferry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
3.9 LOADING DOCK FACILIT IES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 3.10 PEDESTRIAN ACCESS... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 3.11 PORT COCHERE .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
4 STAFF SURVEY .............................................................................................. 27
4.1 OVERVIEW .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 4.2 STAFF ROLES .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 4.3 STAFF ARRIVAL & DEPARTURE PATTERNS .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 4.4 STAFF ORIGIN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 4.5 STAFF TRAVEL MODES .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 4.6 DRIVERS FOR MODE SHIFT CHANGE .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 4.7 BUSINESS TRIPS .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 4.8 OTHER OBSERVATIONS .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
5 TRAVEL PLAN OBJECTIVES & TARGETS.................................................... 32
5.1 OVERVIEW .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 5.2 TRAVEL PLAN OBJECTIVES .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
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5.2 TRAVEL PLAN OBJECTIVES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 325.3 TRAVEL PLAN TARGETS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 335.4 SWOT ANALYSIS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
5.4.1 Strengths . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 345.4.2 Opportuni t ies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 345.4.3 Weaknesses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 345.4.4 Threats . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
5.5 TRAVEL PLAN CONSIDERATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
6 TRAVEL PLAN MEASURES ........................................................................... 376.1 ACTION PLAN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 376.2 GOVERNANCE AND RESOURCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 376.3 MONITORING AND REVIEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 416.4 PROMOTION AND MARKETING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Date Revision No.Pages
Issue/Descriptionof Amendment
Preparedby
ReviewedBy
ApprovedBy
Signature
16.02.2018 5 42 Draft BibianaSmith &LukasLabutis
AmyGregg
MatthewStephens
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 5
BACKGROUND
The Star Entertainment Group (SEGL) is a leading
operator of integrated resorts catering to both local
and international visitors and is the operator of The
Star (The Star).
The Star is one of the most important tourist
destinations in Australia attracting over 10 million
visitors to the property every year. After an $870
million redevelopment in 2011, The Star has been
transformed into Sydney’s multi-award winning
entertainment destination. The Star offers award
winning chefs and restaurant’s, five-star
accommodation across three hotel towers
including the luxuriously boutique hotel, The
Darling Hotel, indulgent experiences at The Darling
Spa, a luxury retail collection and a world class
casino.
WHY A TRAVEL PLAN?
Consistent with The Star’s licence obligation to
operate the site to an international standard, The
Star Entertainment Group has developed this
travel plan to encourage staff and visitors to make
the most sustainable travel choices and minimise
the travel impacts of The Star operations on the
local community.
A travel plan is a package of site-specific
measures identified to promote and maximise the
use of more sustainable modes of travel and to
manage the use of the private car. Typically, travel
plans support walking, cycling, public transport and
car sharing, which are encouraged via a range of
actions, promotional campaigns, and incentives.
This travel plan is a requirement of the original
development consent conditions for The Star site
as outlined in Schedule 2 of the Minister for
Planning instrument of Approval (ref: MP08_0098,
27/1/2009).
DATA
The following data was collected to support this
Travel Plan:
- Peak period pedestrian and classified vehicular
movements at 8 critical junctions around the
site (May, 2016)
- 7-day classified link flow counts on Pirrama
Road, Pyrmont Street and Jones Bay Road
(May, 2016)
- Inventory of on-site parking facilities (June,
2016)
- A 9-month sample of on-site car park utilisation
based on car-park barrier counts (ending
September, 2015)
- A detailed 7-day on-site parking space
utilisation survey derived from Star’s new
Skidata parking management system (May,
2016)
- Staff shift clock-in/out data
- A staff travel survey undertaken in August and
September 2016.
CURRENT CONDITIONS
The review of current conditions revealed:
- The site is well serviced by taxi operators as
there are two existing taxi ranks within the site
boundaries
- the site is well serviced by public transport with
access to light rail, bus and ferry services
- A light rail station is provided directly under The
Star, offering access from the station via stairs
and lifts. The light rail operates between Central
Station and Dulwich Hill, with services to The
Star operating 24 hours a day
- Light rail services are currently highly utilised in
the AM and PM peak periods, with up to 95% of
total capacity occupied
- the general trend over the last ten years has
been a modal shift from private vehicles to
public and active transport, with the vehicle
driver mode share reducing from approximately
50% in 2001 to 38% in 2011
- All public and active transport modes have
increased in mode share, most notably the train
mode share increasing from 25% to 31%
E X E C U T I V E S U M M A R Y
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STAFF SURVEY
The Star employs up to 5,000 staff. Only 2,500
may work on-site on any given day.
In August and September 2016, The Star
undertook a travel survey of staff and contractors
as part of an update to The Star Travel Plan.
The survey was issued by email and offered
random prize draw of a $250 Star card to
encourage participation. The Star received 913
complete responses and 71 incomplete responses.
This represents a statistically significant response
rate for the given population and a margin of error
was less than 5%.
The survey revealed:
- Most staff (73%) were engaged in roles that
require shift work whilst the remaining staff
worked typical office hours
- up to 41.2% of all staff trips to/from the site are
by public or active transport modes
- staff trips represent less than 7 to 21% of all car
trips to/from the site during peak period
- staff living further away from the site are more
likely to use cars due to a lack of reliable
sustainable transport options.
TRAVEL PLAN MODE SHIFT TARGETS
The following modal share targets are proposed in the plan over a 3-year time-scale.
Mode 2016 Existing
Mode Share %
2019 Target Mode
Share %
% Change By
Year-3
Walk 6.6 7.3 +10
Cycle 0.5 1.5 +300
Public Transport
35 38.5 +10
Car Pool 7.5 8.2 +10
Motorcycle 2.7 3 +10
Taxi/ Ride Share
0.4 0.4 -
Car 44.5 38.4 -1.4
Other 2.7 2.7 -
TOTALS 100 100
TRAVEL PLAN MEASURES
The Travel Plan sets out the actions and
timeframes that The Star will commit to, to provide
more convenient, safer, and more sustainable
travel options for its staff and visitors both now and
in the future.
The Star has identified that a Travel Plan
Champions (TPC) group has been formed, and
would include staff from various divisions who will
have key roles in the implementation of the Travel
Plan.
Ongoing monitoring of the progress of individual
actions as well as the overall achievement of
targets is required to maintain the momentum of
the Travel plan. It is proposed that the progress of
the Travel Plan towards achieving mode-share
targets should be monitored on an annual basis.
To this end, it is recommended that full surveys be
undertaken in year 3 and 5 and smaller snapshot
travel surveys be undertaken at the end of each
year 1, 2 and 4. This will allow targets to be
continually altered to reflect levels of success and
ensure that final targets are realistic and
achievable.
Being a significant tourist attractor and employer,
The Star already uses many avenues for internal
and external promotion and marketing. It is
recommended that The Star Travel Plan (including
weblinks and a phone number for further
information) be included in relevant marketing
materials.
NEXT STEPS
The Star has formally established its Travel Plan
Champions (TPC) to oversee the ongoing
development and implementation of the Star
Travel plan.
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1.1 C O N T E X T
The Star Entertainment Group (SEGL) is a leading
operator of integrated resorts catering to both local
and international visitors and is the operator of The
Star (The Star).
The Star is one of the most important tourist
destinations in Australia attracting over 10 million
visitors to the property every year. After an $870
million redevelopment in 2011, The Star has been
transformed into Sydney’s multi-award winning
entertainment destination. The Star offers award
winning chefs and restaurant’s, five-star
accommodation across three hotel towers
including the luxuriously boutique hotel, The
Darling Hotel, indulgent experiences at The Darling
Spa, a luxury retail collection, and a world class
casino.
Consistent with The Star’s licence obligation to
operate the site to an international standard, The
Star Entertainment Group has developed this
travel plan to encourage staff and visitors to make
the most sustainable travel choices and minimise
the travel impacts of The Star operations on the
local community.
1.2 B A C K G R O U N D
A Travel Plan provides a strategy for managing
travel demand and involves a dynamic process of
implementation, monitoring and review. It is a
package of practical measures with the aim of
improving access by all modes of travel and
improving choices for everyone. The underlying
aim of any Travel Plan is to minimise the number
of private car trips generated by encouraging a
shift to more sustainable modes of transport,
thereby mitigating the negative impacts of travel.
The focus of this Travel Plan is primarily on staff
travel, as this is where The Star can more directly
influence travel behaviour change. It is however
acknowledged that visitors make the largest
proportion of trips to the site, therefore measures
to influence visitor travel behaviour have been
included where practicable.
Figure 1.1: The Star Site
Source: 2010 Streetdirectory.com.au
1.3 C U R R E N T S T A T U S
The draft travel plan was presented to the
Executive Team in November 2017 along with
some examples of best practice. These included
website examples, travel starter packs for new and
existing staff and high-level examples of where the
Star is doing well, how to maximize the strength
points and what to do for improvement. It was
agreed that the Executive Team members would
act as Travel Plan Champions for delivery.
A Working Group comprising of staff members
across the organization was established in
December 2017. Three meetings have been held
since then with a schedule of monthly meetings.
Actions that have been undertaken so far, include:
- Introduction to the process undertaken to date
and review of staff surveys.
- A detailed review of the actions in the draft
travel plan. This includes determining which
department is responsible for delivery, revised
timescale and how they link to the overarching
1 I N T R O D U C T I O N
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objectives. Some of the initial actions (quick
wins) which the group is currently progressing
include:
▪ A draft travel planning intranet site has been developed and currently out for internal review. This provides links to travel planning tools and information on alternative modes of travel as well as an introduction to the working group and the Action Plan. A calendar of events is being developed to support this with marketing material and tied to a future sustainability day at the end of March 2018. Changes to the ‘Getting Here’ section of The Star’s website will follow this.
▪ A night time audit to understand the travelling environment for shift workers is programmed to take place in March 2018.
- Discussions have started with potential bike
sharing companies in relation to working closely
to improve parking opportunities and providing
incentives for staff to use them.
- The latest meeting was held on the 14th of
February where a site audit was undertaken
and lead by the Transport Manager. A number
of improvements was identified to end of trip
facilities and wayfinding. These are to be
workshopped next month (March) with a view to
providing a business case to the Travel
Planning Champions.
1.4 W H A T I S A T R A V E L P L A N ?
A travel plan is a package of site-specific
measures identified to promote and maximise the
use of more sustainable modes of travel and to
manage the use of the private car. Typically, travel
plans support walking, cycling, public transport and
car sharing, which are encouraged via a range of
actions, promotional campaigns, and incentives.
Therefore, a travel plan should be considered as a
site management tool which incentivises people to
make more sustainable transport choices.
The City of Sydney (CoS) Draft Travel Planning
Guidelines outlines the following requirements for
an effective Travel Plan:
- Site audit and data collection, which is crucial
for understanding the starting point (see
Section 2 to 4).
- Objectives and targets that define the
direction and purpose of the travel plan. Targets
should be measurable, achievable, and time-
bound (see Section 5).
- Actions that will help achieve the objectives.
Actions should provide incentives for using
sustainable transport modes (see Section 6);
- A strategy for promoting and marketing the
actions (see Section 6).
- Commitment of resources, including financial
support and human resources to allow for
implementation, monitoring, review and
continual improvement of the travel plan (see
Section 6).
- A monitoring and review process that sets
out a systematic approach to measuring the
impact of the travel plan (see Section 6); and
- Governance support, including appointment of
a Travel Plan Coordinator or Committee (see
Section 6).
Source: City of Sydney
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1.5 P U R P O S E & B E N E F I T S
The purpose of this Travel Plan is to encourage
sustainable travel amongst staff, improving access
options to The Star and minimise staff travel
impacts on local transport networks.
Travel Plans are a recognised and established
mechanism for achieving a great number of
complementary benefits to all parties, including:
- For The Star, a Travel Plan can help to reduce
development costs – many measures within a
Plan relate to behaviour change, and are much
more cost efficient alternatives to road capacity
improvements and/or extensive parking
provision. Adoption and implementation of a
travel plan can satisfy a core requirement of
authorities to demonstrate a commitment to
managing travel and traffic demand;
- For government agencies, a Travel Plan
commitment will satisfy government agencies’
own requirements for new developments to
maximise sustainable travel within their
proposals, to minimise the impacts of traffic
growth, and to promote a sustainable,
community-friendly development. For example,
the City of Sydney places great emphasis on
the role Travel Plans can play in developing a
long-term and effective transport system;
- For the local community, a Travel Plan
provides a public commitment that The Star
recognises the role it plays in the wellbeing and
cohesion of the community in which it resides.
For example, by making every effort to limit
traffic growth and promote public transport,
walking, and cycling, including improvements to
these modes, the wider community will benefit
from reduced traffic generation by The Star on
the road network around Pyrmont/ Ultimo, and
improved local air quality. This will reinforce that
the Star is aiming to be a “good neighbour”.
- For all parties, a Travel Plan is also a means
of close collaboration to achieve a common
goal –the Travel Plan provides an excellent
opportunity for The Star to improve the travel
and work options for its staff and visitors,
improve existing and future development
opportunities, and build good relationships with
the DPE, City of Sydney, community groups
and residents, transport providers (including
Transport for NSW) and other interested
parties.
T H E S T A R T R A V E L P L A N ( D R A F T )
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2.1 I N T E G R A T I N G L A N D U S E & T R A N S P O R T P O L I C Y , 2 0 0 0
The Transport for NSW Integrating Land Use and
Transport (ILUT) policy package provides a
framework for NSW Government agencies,
councils and developers to integrate land use and
transport planning at regional and local levels, and
is given statutory authority through Section 117 of
the Environmental Planning and Assessment Act
1979, which allows the Minister for Planning to
give directions to councils regarding the principles,
aims, objectives or policies to be achieved in the
preparation of local environmental plans.
The ILUT Policy package is represented by
Ministerial Direction 3.4 - Integrating Land Use and
Transport. The five objectives of Direction 3.4 are:
1. Improving access to housing, jobs and services
by walking, cycling and public transport;
2. Increasing the choice of available transport and
reducing dependence on cars;
3. Reducing travel demand including the number
of trips generated by development and the
distances travelled, especially by car;
4. Supporting the efficient and viable operation of
public transport services; and
5. Providing for the efficient movement of freight.
For The Star, these will be incorporated in the
development of actions for this current Travel Plan,
which is a live document that will be updated at the
end of year 1, 3, and 5 approximately.
2.2 S Y D N E Y C I T Y C E N T R E A C C E S S S T R A T E G Y , 2 0 1 3
The Sydney City Centre Access Strategy (SCCAS)
is NSW’s first detailed plan setting out preferred
routes for people to enter, leave and travel within
the central part of Sydney, which includes The
Star’s site at Pyrmont.
The SCCAS emphasises the need to integrate all
modes, to manage demand effectively, and
maximise uptake and supply of public transport to
keep the city growing and thriving. The SCCAS
identifies the following actions that would directly
benefit The Star’s staff travel:
- Simplify and extend the late night public
transport network, including transporting people
from key night time precincts into Town Hall for
easy distribution on the late night public
transport and Night-Ride system – see Section
2.4.
- Increase bus frequencies on routes and
corridors serving the late night economy – see
Section 2.4.1.
- Improving the safety at key locations on existing
cycleway links such as … the link between the
Pyrmont Bridge and King Street – see Section
2.3.2.
This will result in:
- New bus services and longer hours of service
for bus passengers
- More integrated late night bus services
connecting to key late night hubs including
Night-Ride services
- Improved safety for those travelling at night.
The SCCAS also flags that it intends to investigate
the provision of off-street and on-street parking,
noting that: Off-street parking is the major
generator of vehicle traffic entering and exiting the
city centre during peak periods. The location of
parking facilities, as well as their size and how they
are accessed, determines how much congestion
they cause – see Section 2.5.1.
2 P L A N N I N G C O N T E X T
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 1 1
2.3 C I T Y O F S Y D N E Y C Y C L E S T R A T E G Y A N D A C T I O N P L A N 2 0 0 7 - 2 0 1 7
Released in 2007, the City of Sydney Cycle
Strategy and Action Plan covers a ten-year period,
which is now nearing its conclusion (in 2017).
Targets include:
- Trips by cycling, as a percentage of all trips, to
increase from under 2% in 2006 to 10% by
2016;
- Increase the proportion of all trips between 2km
and 20km to 20% made by bicycle by 2016.
- Achieve 80% confidence for cyclists within the
City of Sydney by 2016;
- Reduce the number of collisions and injuries
involving bicycles;
- Secure resident and employee parking and
high-quality end of trip facilities at all new
relevant developments; and
- Visitor cycle parking to be provided at all new
developments.
2.4 C I T Y O F S Y D N E Y W A L K I N G S T R A T E G Y A N D A C T I O N P L A N 2 0 1 5 - 2 0 3 0
Released in 2015, the City of Sydney Walking
Strategy and Action Plan sets out the City’s vision
for walking over the next 15 years. The high-level
targets, relevant to The Star, are summarised as
follows:
- Walking to increase as the primary mode of
transport for commute trips amongst City of
Sydney residents from 29% to 33% by 2030;
- Walking to account for 60% of local trips (within
CoS) by 2030;
- Walking to account for 50% of all trips to and
from late-night precincts (such as Star) by
2030, up from 37% today.
2.5 M P 0 8 _ 0 0 9 8 I N S T R U M E N T O F A P P R O V A L
The original development consent conditions for
The Star site are outlined in Schedule 2 of the
Minister for Planning instrument of Approval (ref:
MP08_0098, 27/1/2009). Relevant to this plan is a
Section F2 - Post Occupation and Ongoing
Operation conditions. It was a requirement of the
proponents statement of commitments, as
recommended in the Transport Impact Report and
Supplementary Report, to implement a Green
Travel Plan.
2.6 E N V I R O N M E N T & S U S T A I N A B I L I T Y
SEGL has a five year "Environment and
Sustainability Strategy and Framework" comprising
six key focus areas (shown below), which include a
range of projects and initiatives aimed at delivering
tangible outcomes and enduring behavioral
changes.
Figure 2.2: The Star’s Environment and
Sustainability Strategy Focus Areas
Recent achievements of the Strategy, which are relevant for the Travel Plan, are:
- Sustainability Committees at each casino
property for ongoing accountability – the Travel
Plan Champions (TPC) could report to this
Committee.
- Environment and Sustainability intranet site
reaching over 6000 team members since its
program launch – the adopted Travel Plan
could be located on this site also, with regular
updates on progress.
These achievements provide a good basis on which to build internal corporate support for adopting and implementing a Travel Plan.
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 1 2
3.1 D A T A R E F R E S H
The following data was collected to support this
Travel Plan:
- Peak period pedestrian and classified vehicular
movements at 8 critical junctions around the
site (May, 2016)
- 7-day classified link flow counts on Pirrama
Road, Pyrmont Street and Jones Bay Road
(May, 2016)
- Inventory of on-site parking facilities (June,
2016)
- A 9-month sample of on-site car park utilisation
based on car-park barrier counts (ending
September, 2015)
- A detailed 7-day on-site parking space
utilisation survey derived from Star’s new
Skidata parking management system (May,
2016)
- A staff travel survey undertaken in August and
September 2016.
3.2 E X I S T I N G T R A F F I C D E M A N D
Mid-block traffic surveys were undertaken over a
7-day period in May 2016 on Jones Bay Road,
Pirrama Road and Pyrmont Street. The classified
surveys revealed the following patterns:
- 2-way traffic flows around The Star site
generally peak at around 18:00hrs
- Jones Bay Road experiences the highest 2-way
traffic flows which peak at 600v/h
- Heavy vehicles represent up to 6.6% of daily
traffic flows on Pirrama Road. Whilst the
proportion of heavy vehicles on Jones Bay
Road and Pyrmont Street is less than 3.9% and
3.4%, respectively.
The average hourly demand profile is presented in
Figure 3.1.
Figure 3.1: 7-day Average Hourly Demand Profile
(vehicles) For Week Ending 29 May
2016
3.3 R O A D N E T W O R K P E R F O R M A N C E
The existing performance of the surrounding road
network was assessed using SIDRA 6.1 Network.
This software assesses intersection performance
in terms of:
- levels of service (RMS Delay method)
- Degree of saturation; and
- Average Vehicle Delays (secs)
Site inspections were undertaken at eight critical
intersections in the adjacent network in peak
periods to record prevailing cycle lengths, phasing
arrangements, green-splits, queue lengths and
pedestrian protection.
The road network performance has been assessed
at the following peak traffic periods:
- AM peak, 8:00am to 9:00am
- PM Peak, 5:30pm to 6:30pm
- Off-Peak, 10:30pm to 11:30pm
0
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Pirrama Road
Pyrmont Street
3 R E V I E W O F E X I S T I N G C O N D I T I O N S
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 1 3
The Level of Service (LOS) results of the SIDRA
analysis are summarised in Table 3.1. The
analysis indicates that nearly all sites are providing
good levels of services (LOS C or better), in all
peaks, which suggests that the network has
significant reserve capacity.
Table 3.1: Existing Road Network Performance
(Level of Service)
Site AM PM OP
1. Pyrmont St & Jones Bay Rd A A A
2. Pyrmont St & Union Street B B B
3. Pyrmont St & Pyrmont Bridge Rd
B B B
4. Pyrmont Bridge Rd & Union St A C C
5. Pirrama Rd & Star Car Park Entry
A A B
6. Jones Bay Rd & Pirrama Rd A A A
7. Union St & Edward St C C B
8. Pyrmont Bridge Rd & Murray St
C D C
Source: Mott MacDonald SIDRA 6.1 analysis
3.4 O F F - S T R E E T C A R P A R K I N G
A detailed audit of parking spaces, undertaken for
the design of The Star’s new Skidata parking
management system, revealed that The Star car
park currently has capacity for 2,845 vehicles. The
inventory of parking spaces on each parking level
is presented in Table 3.2.
MP08_0098 proposed and was granted an
increase in car park capacity from 2,500 to a
maximum of 3,000 spaces. However, due to
operational, circulation and storage requirements,
the full car park capacity has not been realised.
A review of car-park utilisation was undertaken
using two data sources:
- A 9-month sample of car-park barrier counts,
for the period ending September 2015, sourced
from the old parking management system
- A detailed 7-day sample of space occupancy
from the recently installed Skidata parking
system
The larger 2015 data sample revealed an average
maximum occupancy rate of 92%, on Saturdays,
which leaves an average 230 spare spaces. In rare
cases where patrons were turned away, the
excess was accommodated through on-street or
private car-parks within walking distance to the
site. The alternate parking sites are discussed later
in Section 3.5.
Table 3.2: Inventory of Star Car Park Capacity
(May,2016)
Level Casual Sovereign Mobility Impaired TOTAL
P1 459 6 465
P2 220 302 4 526
P3 601 18 619
P4 679 679
P5 556 556
Total 2515 302 28 2845
Source: Star Skidata System
Table 3.3: Average Daily Car Park Exit
Movements & Occupancy Rates
(Jan-Sep 2015)
Day of week
Average Daily Car-park Exit
Movements
Average Maximum
Occupancy Rate
Max No. of
Turn-away
Mon 3466 63% 0
Tue 3434 65% 0
Wed 3613 68% 0
Thu 3876 72% 0
Fri 4101 79% 80
Sat 4669 92% 150
Sun 4640 78% 100
7-Day Ave
3971 74%
Source: Star Barrier Count Surveys
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 1 4
The more detailed space occupancy data, sourced
from The Star’s new Skidata parking system,
revealed the following demand patterns during the
1-week sample collected in late May 2016:
- The heaviest demand for The Star car-parking
occurred Thursday to Sunday
- car park capacity peaked at just over 2400
spaces (86% utilisation) by 10pm on the
Saturday evening
- The main influx of parking demand occurred
after 6pm on Friday and Saturday. On Thursday
and Sunday the influx of parking demand
occurs earlier in the middle of the day.
- Level P1 and P5 were generally underutilised
and did not exceed 59% and 78% utilisation,
respectively
- Use of mobility impaired parking spaces peaked
at 88% utilisation
- Sovereign parking spaces were close to 100%
utilised each night by 8pm
The results of the analysis are presented below in
Figures 3.2 to 3.4.
Figure 3.2: Star Car Park Utilisation, By Level, Thu-
Sun for Week Ending 29 May 2016
Figure 3.3: Star Car Park Utilisation, By Type, Thu-
Sun for Week Ending 29 May 2016
Figure 3.4: Star Car Park Net Entry and Exits, Thu-
Sun, for Week Ending 29 May 2016
0
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P5 P4
P3 P2 Sovereign
P2 P1
Thursday Friday Saturday Sunday
0
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Casual
Sovereign
MobilityImpaired
Thursday Friday Saturday Sunday
-260
-240
-220
-200
-180
-160
-140
-120
-100
-80
-60
-40
-20
0
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Entry
Exit
Thursday Friday Saturday Sunday
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 1 5
3.5 A L T E R N A T E P A R K I N G
An inventory of alternate off-street and on-street
car parking within walking distance of The Star site
was undertaken in June 2016.
A summary of off-street and on-site car parking
capacity and availability (during business hours) is
presented in Figures 3.5 and 3.7. The on-street
parking inventory was broken down into 6
geographic sectors.
The inventory revealed:
- 2892 off-street parking spaces within walking
distance of The Star site
- Utilisation of these spaces during business
hours was around 60% leaving up to 1,150
spaces available for use by The Star patrons as
an alternative to on-site parking
- The Harbourside carpark located to the south of
the site had the greatest number of vacancies
- There were over 1,200 on-street parking
spaces within walking distance of the site and
up to 275 (22%) were available during the
business hour survey
- The largest concentration of on-street spaces is
to the north-west of the site
Figure 3.5: Off-street Car Parking Availability
Within Walking Distance of The Star
Figure 3.6: On-street Parking Zones
Figure 3.7: On-street Parking Availability within
walking Distance of The Star
Star Casino
Interpark Coles
Harbourside
Sydney Fish Markets Harris
StreetJones Bay
Wharf
0
500
1000
1500
2000
2500
3000
3500
Parking Spaces
SpareCapacity
Darling Point
Jones Bay
Central
Darling Harbour South of
Miller
North of Miller
0
50
100
150
200
250
300
350
400
450
DarlingPoint
Jones Bay Central DarlingHarbour
South ofMiller
North ofMiller
Parking Spaces
Spare Capacity
Occupancy
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 1 6
On those occasions when The Star’s own
customer car park reaches capacity, there is no
coordinated, real time response guiding customers
to alternate off-street car parking locations.
There was previously a parking guidance system
in place around The Star precinct. However, this
system is:
- Not fully operational
- Not up-to-date in respect to all available local
car parking provisions
- Not designed or operated to a consistent
standard
- Ineffectual in providing drivers with accurate
and timely real-time information enabling them
to make informed decisions on their car parking
options.
It appears that City of Sydney may have sponsored the original system, but it is unclear who is maintaining it now. Thus, it has fallen into disrepair. Several carparks referenced on the signs no longer exist. The sign layouts and locations do not meet current standards and no real-time information is being provided.
The success of an effective parking guidance system is not just a function of good initial design or the technology but the ongoing positive ownership of the system. The Star, as the leading provider of off-street parking in the Pyrmont area, and potential beneficiary of the success of such a system, is best placed to act as potential owner.
Figure 3.8: Existing Pyrmont Parking Guidance
System
3.6 C Y C L E P A R K I N G
The Star provides staff-only end of trip facilities for
cyclists, consists of 26 wall-mounted racks storage
lockers in a secure room accessible only by staff
security card. The room is located on level P2 of
the car park, accessed via the entry ramp off
Edward Street. The door to the room opens and
closes automatically so that staff do not have to
dismount their bikes. A series of bollards provide
protection for waiting cyclists.
Figure 3.9: Secure Staff Bike Parking Facility
The storage lockers in the staff bike parking room
are not being used by staff: possibly because there
are no shower facilities in this room. Instead,
cyclists prefer to use the change-room facilities
and showers upstairs. This is to be expected, as
typically on arriving at work, cyclists would first
secure their bike, then have a shower and store
their clothes: lockers are most convenient where
they are near the showers.
There are plans to remove the lockers in the staff
bicycle parking room to provide additional
manoeuvre space for cyclists. Additional racks
cannot be attached to the wall behind the lockers,
as it is a support wall common to the light rail
interchange, and The Star are not permitted to drill
into this wall to mount additional racks.
There are currently no formal bicycle parking
provisions for guests visiting the site.
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 1 7
3.7 A C T I V E T R A N S P O R T A C C E S S
Pedestrian and cycling facilities in proximity of the
site provide a sound level of access to the strategic
network, including a shared path link to the CBD
via Pyrmont Bridge, a shared path link to the west
via the Anzac Bridge, and an on-road (mixed
traffic) link to the south via Darling Drive.
The cycleway on Pyrmont Bridge Road is identified
as a strategic route in the Sydney City Centre
Access Strategy, and provides access to the
greater strategic network. Pyrmont Bridge is
similarly identified as a strategic route that
provides access to and from the CBD for both
cyclists and pedestrians. A shared path network
along the foreshore also provides a scenic
recreation route for leisure purposes as well as
access to commercial areas including Jones Bay
Wharf.
Active transport access to The Star is provided via
a separated cycleway on Union Street, a shared
path and mixed traffic conditions on Pirrama Road,
and the footpath network on all roads surrounding
the site. The active transport network in proximity
of the site is presented in Figure 3.10.
End of trip facilities are provided at The Star for
staff to change and shower after cycling to work. It
is noted that there are opportunities to improve
cycle parking at The Star. During site visits bikes
were observed chained to the fences on Pirrama
Road, demonstrating that cycle parking
conveniently located near the key pedestrian
access points would improve accessibility and
safety for cyclists. There are currently no formal
bicycle parking provisions for guests visiting the
site.
Data collected by Strava in relation to cycling was
analysed to determine the utilisation of the active
transport routes in proximity of The Star. Strava is
a company that collects data from active transport
users recording journeys using their applications. A
heat map generated from Strava data is presented
in Figure 3.11
Figure 3.10: Active Transport Networks
Figure 3.11: Strava Heat Map of Existing Cycleway
Utilisation
Figure 3.12: Union Street Cycleway, Pyrmont
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 1 8
3.8 P U B L I C T R A N S P O R T A C C E S S
Public transport access to The Star site is available
by light rail, bus and ferry services. CBD heavy rail
services are also available within a 15-minute walk
of the site via Pyrmont Bridge.
A graphical presentation of the public transport
modal access arrangements for The Star is
presented in Figure 3.13.
A summary of public transport service frequency is
presented in Table 3.4.
Figure 3.13: Public Transport Modal Access
Table 3.4: Public Transport Service Frequency
Mode Typical Frequency (min)
AM Peak PM Peak Evening Peak
Light Rail 8 - 20 8 - 12 12 - 15
Bus 10-15 10-15 12
Train 3 - 10 4 - 10 10
Ferry 10 - 15 15 60
3.8.1 B u s e s
Bus service 389 operates between North Bondi
and Pyrmont, with the closest bus stops located on
Pirrama Road immediately adjacent to The Star.
Buses operate from approximately 6am to 1:30am.
Bus services have been modified since the project
approval, with route 389 replacing routes 443 and
448.
Figure 3.14: Bus Route 389
Opal card data collected in May 2016 for the
Pirrama Road stops are presented in Figures 3.15
and 3.16.
The data indicates that the Sydney Buses are
currently underutilised throughout most of the day,
with the greatest demand occurring in the PM
weekday commuter peak.
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 1 9
Figure 3.15: Sydney Buses Boardings & Alightings
(Friday)
Figure 3.16: Sydney Buses Boardings & Alightings
(Saturday)
3.8.2 S t a r E x p r e s s B u s e s
The Star Express is a network of chauffeured
coaches which operate on dedicated routes
between The Star and key suburbs across greater
Sydney.
Routes operate on scheduled timetables,
beginning as early 7:30am and departing from the
The Star as late as 1:00am.
The Star Express costs up to $10 for a return
ticket.
Figure 3.17: Star Express Bus Stops
Table 3.5: Star Express Services
ID Route No. Daily Services
No. Stops
88 Central 34 3
33 Bankstown 9 9
22 Riverwood 7 13
66 Hurstville 7 16
99 Cabramatta 34 8
0
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Alightings
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Alightings
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 2 0
Figure 3.18: Star Express Routes
3.8.3 L i g h t R a i l
A light rail station is provided directly under The
Star, offering access from the station via stairs and
lifts. The light rail operates between Central and
Dulwich Hill, with services to The Star operating 24
hours a day. Light rail services are currently highly
utilised in the AM and PM peak periods, with up to
95% of total capacity occupied. A major portion of
this is associated with commercial land uses in the
surrounding areas unrelated to The Star. Light rail
services have increased in frequency since
previously indicated in the Part 3A Project
Approval (MP08_0098). Whilst access
arrangements to the platforms are adequate to
cope with increased services, any further
increases in service frequencies, in response to
high levels of demand, are a commercial matter for
the operator TransDev.
Figure 3.19: The STAR Light Rail Station
Figure 3.20: The STAR Light Rail at-grade
platform crossing
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 2 1
Figure 3.21: Star Light Rail Station Patronage
(June 2016, AM Peak, Outbound)
Figure 3.22: Star Light Rail Station Patronage
(June 2016, AM Peak, Inbound)
Figure 3.23: Star Light Rail Station Patronage
(June 2016, PM Peak, Outbound)
Figure 3.24: Star Light Rail Station Patronage
(June 2016, PM Peak, Inbound
Direction)
0%
10%
20%
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40%
50%
60%
70%
80%
90%
100%
0
20
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100
120
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0
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5
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8:0
5
8:1
0
8:1
5
8:2
0
8:2
5
8:3
0
8:3
5
8:4
0
8:4
5
8:5
0
8:5
5
Carriage Occupancy
Level
Boardings & Alightings (passengers)
Boardings
Alightings
Occupancy
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0
20
40
60
80
100
120
7:3
0
7:3
5
7:4
0
7:4
5
7:5
0
7:5
5
8:0
0
8:0
5
8:1
0
8:1
5
8:2
0
8:2
5
8:3
0
8:3
5
8:4
0
8:4
5
8:5
0
8:5
5
Carriage Occupancy
Level
Boardings & Alightings (passengers)
Boardings
Alightings
Occupancy
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0
20
40
60
80
100
120
16:3
0
16:3
5
16:4
0
16:4
5
16:5
0
16:5
5
17:0
0
17:0
5
17:1
0
17:1
5
17:2
0
17:2
5
17:3
0
17:3
5
17:4
0
17:4
5
17:5
0
17:5
5
Carriage Occupancy
Level
Boardings & Alightings (passengers)
Boardings
Alightings
Occupancy
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0
20
40
60
80
100
120
16:3
0
16:3
5
16:4
0
16:4
5
16:5
0
16:5
5
17:0
0
17:0
5
17:1
0
17:1
5
17:2
0
17:2
5
17:3
0
17:3
5
17:4
0
17:4
5
17:5
0
17:5
5
Carriage Occupancy
Level
Boardings & Alightings (passengers)
Boardings
Alightings
Occupancy
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 2 2
3.8.4 R a i l
The T1 North Shore & Northern Line train service
stops at Town Hall station, providing access to The
Star by a 15-minute walk over Pyrmont Bridge.
Trains operate from approximately 5am to 1am.
Additionally, Central Station is just a 6-minute light
rail trip from the site.
All the Sydney suburban rail lines service these
two stations.
Opal card patronage data collected in May 2016
for Town Hall station is presented in Figures
below.
Figure 3.25: Town Hall Station Boardings &
Alightings (Friday)
Figure 3.26: Town Hall Station Boardings &
Alightings (Saturday)
0
5000
10000
15000
20000
25000
23:0
0
22:0
0
21:0
0
20:0
0
19:0
0
18:0
0
17:0
0
16:0
0
15:0
0
14:0
0
13:0
0
12:0
0
11:0
0
10:0
0
9:0
0
8:0
0
7:0
0
6:0
0
5:0
0
4:0
0
3:0
0
2:0
0
1:0
0
0:0
0
Total
Trips
Hour Starting
Boardings
Alightings
0
5000
10000
15000
20000
25000
23:0
0
22:0
0
21:0
0
20:0
0
19:0
0
18:0
0
17:0
0
16:0
0
15:0
0
14:0
0
13:0
0
12:0
0
11:0
0
10:0
0
9:0
0
8:0
0
7:0
0
6:0
0
5:0
0
4:0
0
3:0
0
2:0
0
1:0
0
0:0
0
Total
Trips
Hour Starting
Boardings
Alightings
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 2 3
3.8.5 F e r r y
Ferry services include the F3 Parramatta River
Route, the F4 Darling Harbour Route and the
Manly to Darling Harbour Loop (a privately
operated fast ferry).
Ferries utilise the Pyrmont Bay wharf which is a
short walk from Pirrama Road access to The Star.
Ferry services operate from approximately 6am to
8pm.
Opal card patronage data collected in May 2016
for Pyrmont Bay Wharf is presented in Figures
below.
Figure 3.27: Sydney Ferry Network
Source: http://www.transportnsw.info/resources/documents/maps/sydney-ferries-network-map.pdf
Figure 3.28: Pyrmont Bay Ferry Wharf Boardings
and Alightings (Friday)
Figure 3.29: Pyrmont Bay Ferry Wharf Boardings
and Alightings (Saturday)
0
20
40
60
80
100
120
23:0
0
22:0
0
21:0
0
20:0
0
19:0
0
18:0
0
17:0
0
16:0
0
15:0
0
14:0
0
13:0
0
12:0
0
11:0
0
10:0
0
9:0
0
8:0
0
7:0
0
6:0
0
Total Trips
Hour Starting
Boardings
Alightings
0
20
40
60
80
100
120
6:0
0
7:0
0
8:0
0
9:0
0
10:0
0
11:0
0
12
:00
13
:00
14
:00
15:0
0
16:0
0
17:0
0
18:0
0
19:0
0
20:0
0
21
:00
22
:00
23
:00
Total Trips
Hour Starting
Boardings
Alightings
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 2 4
3.9 L O A D I N G D O C K F A C I L I T I E S
The existing loading dock facilities are located:
- within the service/bus corridor that runs
underneath The Star complex and is accessed
from Pirrama Road
- in Edward Street
- in Jones Bay Road
Figure 3.30: Loading dock under The Star complex
Figure 3.31: Loading dock on Edward Street
3.10 P E D E S T R I A N A C C E S S
The main pedestrian access points to the site
include:
- Pirrama Road
- Pyrmont Street
- Jones Bay Road
Pedestrian flow data was collected as part of the
traffic surveys at the eight critical intersections
surrounding the site. This crossing flow data has
been processed to produce the attached bubble
maps which illustrate the pedestrian densities
around the site.
The analysis reveals:
- Heavy AM and PM peak pedestrian demand
along the northern side of Union Street and
Pyrmont Bridge Road
- Later in the evenings, pedestrian demand
switches more to the western side of Pirrama
Road
Figure 3.32: AM Peak Hour Pedestrian Densities
(8:00-9:00am)
16
76
350
63
592
80
331
118
305
107
27 288
86
39
69
22
10
228
130
492
74
697
84
698
206
1122
314
0
5
10
15
20
25
30
0 5 10 15 20 25
STARComplex
PY
RM
ON
T
ST
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 2 5
Figure 3.33: PM Peak Hour Pedestrian Densities
(5:30-6:30pm)
Figure 3.34: Off Peak Hour Pedestrian Densities
(10:30-11:30pm)
3.11 P O R T C O C H E R E
The main users of the Porte Cochere include,
Royal Limousines, Avis Rental, Diamond
Members, Taxis and the Valet service.
Royal operate 24/7 and generally use the spaces
adjacent to the pedestrian crossing near the Astral
Hotel entry. They have an office near the crossing.
There have been operational problems with drivers
leaving their limousines parked and unattended for
long periods. This should only be used for short
term parking (up to 15-min) with drivers staying
with their cars always. Royal have dedicated
spaces on P1 for longer-term parking.
Diamond members are permitted to park their cars
in the Porte Cochere (generally opposite the Hotel
entry). There are up to 12 diamond members at
present. They are frequent visitors. There may be
6-7 visiting on any day.
The valet service pick-up peak demand is after
11am in the morning (Hotel check-out). The set-
downs peak occurs after 3pm (Hotel check-in).
Hotel guests are the main users of valet parking
during peak periods. The Casino arrivals are more
random in nature.
Table 3.5: Resourcing of Valet Service
Day of Week
Shifts
0700-1500 1500-2300 2300-0700
Mon-Thur 1 1 1
Fri-Sat 2 2 1
Sun 2 1 1
Under resourcing of the valet service has been
identified as an operational issue. During peak
periods, anywhere up to 10 cars can be stacked
waiting to be taken to the car-park. This results in
double parking behaviour. It can take up to 5-
minutes for a valet to take a vehicle to the car-park
and return.
The current bay outside the hotel is used for
stacking valet vehicles. However, this double
parking practice is considered undesirable.
2
4
43
43
394
59
300
82
176
109
177
149
77
5
220
155
325
112
70
30
42
82
107
679
90
346
117
784
231
768
415
0
5
10
15
20
25
30
0 5 10 15 20 25
STARComplex
PY
RM
ON
T
ST
2
35
57
201
28
157
44
85
81
58
80
57
17
102
46
372
376
104
19
60
16
113
239
64
214
52
430
242
468
305
0
5
10
15
20
25
30
0 5 10 15 20 25
STARComplex
PY
RM
ON
T
ST
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 2 6
When the general car park is full, patrons are
encouraged by staff, located at the Pirrama Road
entry, to use the valet service in the Porte Cochere
or other commercial parking sites located within
walking distance of The Star.
Figure 3.35: Porte Cochere Taxi Stand outside the
Casino Entry
Figure 3.36: Porte Cochere Valet Parking outside
the Astral Hotel entry
4.1 O V E R V I E W
The Star employs up to 5,000 staff. Only 2,500
may work on-site on any given day.
In August and September 2016, The Star
undertook a travel survey of staff and contractors
as part of an update to The Star Travel Plan. A
copy of the questionnaire is presented in Appendix
A
The survey was issued by email and offered
random prize draw of a $250 Star card to
encourage participation.
The Star received 913 complete responses and 71
incomplete responses. This represents a
statistically significant response rate for the given
population and a margin of error less than 5%.
The summary of results of the staff travel survey
are presented in Appendix B. The key findings are
discussed in the sections that follow.
4.2 S T A F F R O L E S
The breakdown of roles of the 913 staff surveyed
were:
Role Pattern %
Corporate/ Office 9am to 5pm 27%
Hotel & Guest Experience
Varied 7%
Gaming, Food and Beverage
3 Shifts 60%
Security 3 shifts 6%
Most staff (73%) were engaged in roles that
require shift work whilst the remaining staff worked
typical office hours.
4.3 S T A F F A R R I V A L & D E P A R T U R E P A T T E R N S
The Star is a 24/7 operation and never closes. A
review of shift data provided by The Star revealed
the following:
- The main shift changeover times fall outside
traditional AM and PM peak periods and
instead peak at 4am, noon and 8pm
- The secondary staff peaks occur at traditional
AM and PM peak periods
- There are additional supplementary shifts
across the day which help to minimise the
overall impact of staff travel across the
transport network
Figure 4.1: Staff Arrival and Departure Times
over a typical weekday
Staff are required to wear uniforms and are
provided with lockers to store their clothes and
other personal items. Most staff therefore arrive at
least 30 minutes before their shifts start, to allow
for changing and grooming time.
The Star provides good staff travel incentives and
allowances that have consideration for the large
number of staff required to do shift work:
- Free travel on the Sydney Light Rail between
0
100
200
300
400
500
600
0
100
200
300
400
500
600
700
800
900
1000
1100
1200
1300
1400
1500
1600
1700
1800
1900
2000
2100
2200
2300
Number of
Staff
Time
of Day
Departures
Arrivals
4 S T A F F S U R V E Y
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 2 8
Central Station and Fish Market station.
- Discounted rate of $10 flat rate for car parking
in The Star car park, Monday to Thursdays only
and staff are asked to park on P5. Staff are not
allowed to park in the on-site car park from
Friday to Sunday night (which is considered the
peak parking demand of The Star, and
therefore parking is fully allocated to guests).
The $10 parking rate also applies to
motorcycles.
- Secure staff bicycle parking is located on level
parking P2.
- ‘End of trip’ facilities – there are approximately
60 showers (30 showers for males and 30 for
females) provided on the ground level; all staff
are required to change into a uniform on-site,
so are provided a small locker to store their
clothes and shoes.
For staff business travel, the following applies:
- There are no fleet vehicles, therefore staff use
their own cars, or other modes of transport if
their own car is not available.
- Any travel costs are reimbursed. There are no
incentives encouraging or discouraging any
mode – for example, taxi use is not
discouraged.
- There are no formal work travel polices in place
that deal with travel to/from external meetings
within the ‘home city’.
- The Star operates a number of other interstate
venues, therefore there is interstate some travel
for corporate staff . There are no formal policies
in place encouraging public transport for trips
to/from the airport, or for local travel, nor in
booking hotels close to workplaces.
Therefore, while The Star has some good
provisions in place, there are opportunities to
encourage the use of active and public transport
more proactively for both staff commuting and staff
work-related travel. The biggest challenge is
however the prevalence of shift work.
4.4 S T A F F O R I G I N
Respondents were asked about their origin of
travel, and their responses are summarised in
Figure 4.2.
The data indicates that:
- 33% originate from South Western and Western
Sydney;
- Just under 30% of staff commute from the inner
suburbs of Sydney (Eastern suburbs, Sydney
CBD, Inner West, Lower North Shore); and
- Remaining origins are scattered throughout the
broader Sydney area.
Additional observations included that while 33% of
staff are from the South Western and Western
suburbs, 41% of car commuters are from these
areas; and while 30% of staff are from the Inner
suburbs, they only comprise 19% of car
commuters. This demonstrates that staff living
further away from the site are more likely to use
cars due to a lack of reliable sustainable transport
options.
Figure 4.2: Origin of Staff Trips
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 2 9
4.5 S T A F F T R A V E L M O D E S
The breakdown of daily travel modes of the 913
staff surveyed and their reasons for their choice
are presented in Figures 4.3 and 4.4.
This clearly demonstrates the excellent public
transport connectivity of the site which has
achieved up to 41.2% of all staff trips to/from the
site by public or active transport modes.
To put this in context, staff trips represent between
7% and 21% of all car trips to/from the site during
peak periods (refer Table 4.2 below).
Table 4.2: Staff Contribution to Site Car Trips
AM PM OP
No. Employee trips 200 280 150
% by Car 52% 52% 52%
Estimated No Employee Car Trips
105 147 70
Total Number of Observed Car Trips to/from the site(1)
490 887 1037
Employee contribution to Car trips to the site
21% 16% 7%
Notes
1) Hourly observed traffic movements entering The Star car
parks and Porte Cochere during the AM, PM and Off-peak
hour.
The top 3 factors affecting mode choice were the
following:
1. Convenient/regular services (flexible, reliable,
fast) – 40% indicated this as the highest priority.
2. Cost – 15% indicated this as the highest
priority.
3. Availability of parking, and personal
security/safety – 14% indicated this as the
highest priority.
Additional observations included that almost 80% of staff use the same mode(s) for their commute between home and work, 13% use a different mode on another workday, and 8% use a different mode to and from work.
Figure 4.3: Staff Mode of Travel
Figure 4.4: Primary Reason for Mode Choice
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 3 0
4.6 D R I V E R S F O R M O D E S H I F T C H A N G E
Respondents were also asked how likely certain factors would be to motivate them to change their mode of travel to avoid traffic congestion or overcrowding.
The responses indicate that the three factors most likely to change the mode of travel for staff are:
1. Improved service frequencies for public
transport.
2. A shuttle bus to/from public transport
interchanges near The Star.
3. Incentives to try out and use other modes (such
as public transport discounts).
The findings are consistent with the primary reason for mode choice found earlier in the survey (i.e. convenient/regular services).
4.7 B U S I N E S S T R I P S
Staff were asked questions relating to business trips undertaken during the week which were additional to their work commute. This included the number of trips made, the mode of travel and motivating factors to change to non-car travel modes. The results are presented in Figures 4.5 and 4.6.
The data indicates the following:
- Most staff (over 80%) do not make any
business trips during an average week. Of
those who do, most make 1-2 trips per week.
- Most business trips are made by car (54% in
total). Approximately 40% of business trips are
made using public transport and walking or
cycling.
- For business trips, as with the work commutes,
"improved service frequencies for public
transport" would be the primary motivator for
staff to change travel modes from car/ taxi/ ride
hire to public transport.
Figure 4.5: Frequency of Business Trips
Figure 4.6: Mode of Travel for Business Trips
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 3 1
4.8 O T H E R O B S E R V A T I O N S
Additional observations based on the survey data include the following:
- Of the 222 staff (24%) who responded to the
open question about additional comments on
their commute;
o 50% had a comment about public transport
(mainly about light rail - extending the free
light rail section or services to Dulwich Hill
overnight, congestion at peaks; as well as
public transport in general);
o 37% about car use;
o 32% commented on working policies (such
as travel-related incentives/ allowance);
and
o 11% about safety concerns.
- Limiting staff parking or increasing the cost of
parking was a likely mode shift motivator, but
comments suggest this would be unpopular.
- Incentives to try public and active transport
alternatives (including better end of trip
facilities) were also "very likely" or "likely" to
motivate mode shift.
- The survey included responses from some staff
saying that they themselves, or people they
knew directly, had been “mugged” (robbed for
money or possessions) or assaulted in some
way on their walk to/from work at The Star.
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 3 2
5.1 O V E R V I E W
The Travel Plan must have targets and objectives
that are quantifiable and measurable over time, as
means of assessing whether the methods
implemented to influence travel behaviour amongst
staff and visitors have been successful. They must
be ambitious enough to provide The Star with the
incentive to make every effort to achieving
significant changes in travel patterns, yet be
realistic and achievable.
The mode splits targets set out below for
achievement within the life of the Travel Plan (5
years). Objectives are less specific and focus on
the overriding principles behind the targets.
5.2 T R A V E L P L A N O B J E C T I V E S
The objectives of the Travel Plan for The Star include:
1. Demonstrating commitment by The Star to
minimise traffic growth and traffic congestion,
and to promote a more sustainable
development through supporting sustainable
travel options, and improving local amenity.
2. Reducing traffic management and parking
needs and associated costs (opportunity cost
of floorspace, operation and maintenance of
parking areas).
3. Improving travel options for staff at The Star.
4. Improving facilities and services at The Star
that encourage more sustainable travel and
increased accessibility, thereby encouraging
more visitors and improving staff retention.
5. Healthier staff who therefore take fewer sick
days and are more productive.
6. Providing improved information to visitors and
staff about sustainable travel options to/from
The Star
7. Reducing traffic generation by The Star on the
road network around Pyrmont/ Ultimo;
8. Environmental improvements, especially to
local air quality and The Star’s carbon
footprint;
9. Improving The Star’s civic responsibility and
good neighbourliness – reducing traffic
generation and circulation on local streets;
improving or lobbying for improvements to
local bus, ferry, taxi, walking/ cycling and light
rail facilities and services will benefit the local
community.
10. Build strong and productive relationships with
the City of Sydney, community groups and
local residents, Department of Planning and
Environment, transport providers (including
Transport for NSW) and other interested
parties.
These objectives were used to guide development of the Travel Plan actions in Section 6.
5 T R A V E L P L A N O B J E C T I V E S & T A R G E T S
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 3 3
5.3 T R A V E L P L A N T A R G E T S
With the above objectives in mind, the following modal share targets (Table 5.1) based on the travel survey results in Section 3 are proposed.
A three-year timescale provides a short, but clear timeframe to achieve actions, targeting the following mode shifts, based on some key actions that The Star can take internally and put in place for longer term, more ambitious targets in the future.
The targets set for staff travel at The Star are presented in Table 5.1.
Table 5.1: The Star Travel Plan Mode Share Targets
Mode 2016 Existing
Mode Share %
2019 Target Mode
Share %
% Change By
Year-3
Walk 6.6 7.3 +10
Cycle 0.5 1.5 +300
Public Transport
35 38.5 +10
Car Pool 7.5 8.2 +10
Motorcycle 2.7 3 +10
Taxi/ Ride Share
0.4 0.4 -
Car 44.5 38.4 -1.4
Other 2.7 2.7 -
TOTALS 100 100
Table 5.1 above outlines the target to increase the mode share of staff travelling by the more sustainable modes of transport by at least 10%, and increase cycling to three times its current very low rate of 0.5% to 1.5% (still well short of City of Sydney’s target of Trips by cycle, as a percentage of all trips, to increase from under 2% in 2006 to 10% by 2016; and increase the proportion of all trips between 2km and 20km to 20% made by bicycle by 2016 – see Section 2.2).
The intention of these three-year mode shift targets is to focus on short-term achievable actions to provide a foundation for longer-term, more ambitious actions. It is to demonstrate both internally to The Star management and staff that shifts towards more sustainable travel are achievable, and to show the City of Sydney and the community that The Star is committed to positive change for a wider community benefit.
It is proposed that a full staff survey is undertaken annually following adoption of the Travel Plan to assess progress and that the targets are reviewed to ensure they are realistic.
5.4 S W O T A N A L Y S I S
The following SWOT (Strengths, Weaknesses,
Opportunities and Threats) analysis has been
prepared to summarise the key issues for the
Travel Plan, and to provide a basis for identifying
specific actions that will assist in achieving the
mode shift targets.
The SWOT summary reveals that The Star already
provides good support for staff who commute by
public transport and driving, and there is
opportunity to motivate staff to use public transport
more, if supported by improvements in facilities,
staff policies, and services.
However, staff with shifts that commence or end
when public transport services are very limited
(between midnight and 6am), and when personal
safety is a concern (10pm – 6am) must have safe,
low-cost alternatives.
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 3 4
5.4.1 S t r e n g t h s
- The Star provides incentives for light rail use
between Central and the Fish Markets (3 stops
either side of The Star).
- The Star provides shower, change and locker
facilities for all staff (required for changing into
uniforms).
- The Star is served by many public transport
options: light rail stop directly under The Star
building, ferry wharf within 15 mins walk, bus
stop directly outside (serving one route only).
- High level of shift work means that staff arrival
and departure times are not concentrated, so
demand for services is spread out over 24
hours.
- Location near CBD means there is a wide
range of public transport options during peak
times.
5.4.2 O p p o r t u n i t i e s
- Staff keen to use public transport more: long
shifts and late/ early shifts mean that if there is
a reliable and frequent public transport
alternative, staff would be amenable to using it
(avoiding driving while tired).
- Most important criteria for any transport service
is that it must be frequent and reliable. Cost is
secondary to this.
- Staff keen on more bus/ shuttle services
between Town Hall/ Central station and The
Star.
- Provide more information to car users on
alternative public transport or active transport
options.
- Improving the late-night/ early-morning safety
provision for staff: walking to nearby bus stops/
rail station/ ferry wharf; waiting for light rail;
walking/ cycling home.
- Incentivising public and active transport could
encourage greater use. “Rideshark” (or similar)
trip-buddying platform could be used.
5.4.3 W e a k n e s s e s
- Many staff work shifts that are less amenable to
public transport use: shifts starting or finishing
outside of hours when public transport is
frequent, safe (perception), or convenient.
- The Star provides staff with discounted on-site
car parking, and many staff consider driving as
their only viable transport option.
- at least 15-20 mins walk away from The Star,
on top of additional long travel times and
infrequent services in the off-peak when shifts
start/ end.
- High demand for staff car parking, but driven by
limited public transport availability to serve
hours worked.
5.4.4 T h r e a t s
- There is already traffic congestion around the
site, and there may be more congestion
resulting from future proposed expansion.
- Provision of on-site staff car parking may
support unnecessary car use. However,
ongoing careful management based on need
should minimise the impact of this space
availability.
- Night-time security and personal safety are
strong concerns of staff working late night or
early morning shifts, such that even if public
transport services are provided, they may not
be used if staff do not feel safe and secure.
- Providing car parking incentives (discounts,
more spaces) could discourage public transport
use.
- Difficult to influence interstate and international
visitor travel behaviour.
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 3 5
5.5 T R A V E L P L A N C O N S I D E R A T I O N S
Considering the findings from the Star Travel
Survey, review of the existing transport conditions
and facilities, and The Star’s travel-related policies,
the key resulting travel plan considerations are:
1. The Star’s Travel Plan should support
TfNSW’s Sydney City Centre Access
Strategy’s aims to minimise the demand for
car parking – particularly during traffic peak
periods – and thereby reduce traffic
congestion. It is also recommended that The
Star keep up to date with the progress of the
above key actions from the SCCAS, and work
with Transport for NSW to develop, refine,
and support, as appropriate, the relevant
actions.
2. There is opportunity for The Star to
significantly increase the cycling mode share
for both staff and visitor trips by improving
provision of cycling facilities. Cycle tourism
opportunities could also be identified in
collaboration with surrounding tourist
attractors. The Star could also lobby for
improved commuter cycling facilities – such
as across Pyrmont Bridge and into the
Sydney CBD cycle network.
3. Improved late night and early morning safety
and security around The Star and the nearby
Pyrmont and Darling Harbour precinct could
encourage greater walking and public
transport use for access, and reduce the
demand for car-based transport for both staff
and visitors.
4. Providing cycle parking conveniently located
near the key pedestrian access points and the
light rail stop could improve accessibility and
facilities for cyclists and encourage use of
cycling as an access mode to the site.
5. A useful short/medium term action could be to
set up a voluntary staff ‘Travel-buddy’
matching system, to match staff making
similar commutes at similar times so they can
travel together for some or all of their trip, if
they choose to. For example: a group of staff
all finishing at approximately the same time
meet at a nominated meeting spot within The
Star, to then walk to the rail station/ bus stop/
ferry stop together and even travel to their
destination stop; or staff offer car-pooling
either for free or a small fee; or meet to cycle
home along the same route. ‘Rideshark’
www.rideshark.com is an existing platform
that can be used to facilitate this.
6. Incentives for using public or active transport,
or even trying them out, could be provided.
This could be encouraged over a promotional
month, supported by a contact person to
discuss options with interested staff, and
perhaps providing free $60 Opal Cards and
putting them in touch with a “Travel Buddy”
from the voluntary staff travel matching
system suggested earlier.
7. For the medium-longer-term, to encourage
greater public transport use, there was strong
support for some form of staff shuttle bus:
either to/from nearby rail stations (eg.
Central), or staff shuttle buses to interchange
nodes where there are staff concentrations
(and willing users) across Sydney. The staff
shuttles would operate when other public
transport services are not regular or
convenient (such as between 10pm-6am) at
15 minute intervals, delivering staff safely to
and from The Star.
8. For staff who generally work within the hours
of 7am-8pm (9am-5pm, but with early start or
late finish, or both) – such as Corporate and
management staff – encouraging and
supporting the use of flexible working/ remote
policies could improve work-life balance, and
reduce demand on peak hour services: Re-
timing their arrival and departure times from
the office to spread demand on the public
transport system.
9. Increasing the supply and reducing the cost of
motorcycle parking could also reduce the
demand for staff car parking spaces.
Motorcycles use less space than a car, so
should be charged less for the parking space.
Motorcycles also cause less congestion on
the roads around The Star than cars, so
replacing some car parking spaces with
motorcycle spaces could encourage mode
shift from car for some drivers.
10. Provision of more and larger lockers, more
showers and bike parking would also
encourage people to switch to active modes,
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 3 6
and could support flexible work policies –
such as allowing staff to stagger their arrival
and departure times. Access to good facilities
could encourage staff recreation during break
times to compensate for early arrival and/or
late departure from work. The need for larger
lockers were also mentioned – to
accommodate motorcycle gear, additional
shoes for walking/ jogging to work, cycling
clothes and shoes, shower necessities. These
end of trip facilities also need to be attractively
designed and located in safe areas
11. Improved options for staff needing to use taxis
or ride-hire, particularly during the late night or
early morning shift changes, should be
identified to improve safety and security for
staff. A formalised taxi or ride-hire call facility
and safe waiting area (with security personnel
/ CCTV surveillance) would improve both staff
and visitor safety.
12. Investigate longer-term sustainable transport
initiatives such as sponsoring a high-quality
Premium Cycle Hub (similar to Brisbane’s
http://cycle2city.com.au/) which could serve
future Hotel and residential guests, as well as
staff and visitors to The Star, and the general
public. Hosting a Cycle Hub at The Star would
have the advantage of already having 24/7
access, which is often an issue for other
developments. The Cycle Hub would be seen
as a positive community contribution. Discuss
with City of Sydney to ensure alignment with
any existing community cycle provisions.
13. Continuing to monitor use and availability of
parking could provide data to develop more
nuanced options for managing supply and
demand of staff car parking, given the range
of public transport options already available.
Generally, staff parking should not be
supported for staff who have other viable
travel options. When other Travel Plan actions
have been implemented, it may be
appropriate to reduce staff parking numbers
or at least keep them static, even if staff
numbers increase.
14. For the long-term, but commencing within the
medium-term (following The Star’s
implementation of its own actions), The Star
could discuss with Transport for NSW the
following suggestions:
a. Improving off-peak public transport
service frequencies: for bus, rail, light
rail, ferry.
b. Operating the light rail towards Dulwich
Hill in the off-peak late-night period
also, rather than just between Pyrmont
and Central.
c. Extending public transport services to
24 hours/day, 7 days/week.
d. Other options to improve the access,
safety, and reliability of public transport
for The Star staff during the late-night
and early morning off-peak hours
(particularly between 10pm-6am).
15. Consider establishment of an Access &
Mobility Team and/or manager, so that a more
integrated and comprehensive approach can
be developed for managing all aspects of staff
and patrons access to/from and around The
Star. It would also provide a coordinated
framework to develop and promote greater
use of sustainable modes of transport for all
users, encouraging them to leave their cars at
home and use alternative modes. This team
or manager would potentially lead a Travel
Plan Champions (TPC), but have broader
responsibilities, beyond this initial staff travel
phase.
These will be incorporated into the Action Plan in
Table 6.1.
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 3 7
6.1 A C T I O N P L A N
The Travel Plan sets out the actions and
timeframes that The Star will commit to, to provide
more convenient, safer, and more sustainable
travel options for its staff and visitors both now and
in the future.
This Star action plan is presented in Table 6.1.
6.2 G O V E R N A N C E A N D R E S O U R C E S
The Star has identified that a Travel Plan
Champions (TPC) group has now been formed,
and would include staff from the following divisions
who will have key roles in the implementation of
the Travel Plan:
1. Human Resources/ Corporate (people focus) –
Team leader
2. Information technology/ Communications/
Marketing
3. Facilities and Property
4. Finance/ Risk & Compliance
5. General Staff – Team member representative
drawn from general staff, to ‘sense check’ the
more detailed development and implementation
of initiatives, perhaps with a new
representative, every 6-12 months, to allow for
different perspectives.
Responsibilities of the TP Implementation Group
will include:
- Coordinating and promoting implementation
efforts across divisions.
- Conducting surveys or other data collection
processes to measure progress.
- Communicating the travel plan to stakeholders
throughout The Star (external partners/ clients/
customers, as well as internally);
- Coordinating events to promote awareness of
the plan and associated initiatives (external and
internal, as appropriate);
- Coordinating marketing and promotional
programs;
- Undertake internal and external reporting;
- Periodic meetings to monitor and progress
actions, address issues, review priorities.
These actions have been included in the TP
outlined in Table 6.1.
The TPC will be responsible for monitoring,
reviewing and updating the travel plan over time. It
is likely that coordinators will require assistance
from ‘champions’ to promote specific actions and
encourage the uptake of initiatives.
It is important that the TPC have the full and active
support of The Star’s General Manager, so that
actions can be implemented in terms of staff
resourcing and financial resourcing, and to help
demonstrate that The Star is committed to building
a positive community profile and presence, and
supporting its staff both now and in the future. An
annual budget for the TP should be planned for
and allocated, as required.
It is also recommended that The Star’s Travel Plan
Champions work with the City of Sydney’s
transport team to develop, refine, and monitor the
progress and impacts of the Travel Plan actions,
as appropriate.
6 T R A V E L P L A N M E A S U R E S
Table 6.1: The Star Travel Plan Actions
Timing
Actions When Who
Year 1 1. Establish the Travel Plan Champions (TPC) with responsibilities to implement the Travel Plan, update progress, and monitor results. The TPIG would commit to an initial 2-year term.
Completed TPC
2. Call out to Team members (staff) to nominate to be part of the Travel Plan Champions (TPC) for 6 months. Team members would provide valuable “sense check” input into the refinement and implementation of actions.
Completed TPC / Human Resources
3. Put the Adopted Travel Plan on The Star’s internal and external webpages:
● On the internal TP webpage, provide a comment/ feedback link for team members. Provide a summary of the Team Member Travel Survey undertaken in August/ September 2016.
● On the external TP webpage, provide a comment/ feedback link for patrons, visitors, and the general public.
● TP would be submitted to Department of Planning & Environment, and could then be linked to The Star’s website.
Q2 2018 (April -June)
Internal communicatio
ns
4. Incorporate Travel Plan actions into existing relevant corporate policies and initiatives, such as The Star Environmental and Sustainability Framework, to increase ownership of the actions and provide a framework for monitoring progress and reporting on updates. [Section 2.2]
Q3 2018 (July-Sep)
Transport Champions
(Sydney only)
5. Promote the use of flexible working/ remote policies. For staff who generally work within the hours of 7am-8pm (9am-5pm, but with early start or late finish, or both) – such as Corporate and management staff – encouraging and supporting flexible working could improve work-life balance, and reduce demand on peak hour services: Re-timing their arrival and departure times from the office to spread demand on the public transport system. [Section 2.2]
Q3 2018 (July-Sep)
Information Technology /
Transport Champions
6. Undertake a night-time audit of walking routes between The Star and Central and Town Hall stations, bus stops for routes 389 and 501, Casino ferry wharf and Pyrmont Bay ferry wharf, and nearby on-street parking areas. Checking lighting, casual surveillance, and overall personal safety. [Section 3.1]
Q1 2018 (Jan-March)
TPC / Safety/Securit
y / Travel Coordinator
7. Encourage staff to walk or take public transport to meetings where possible, particularly in or near peak transport periods (7-9am, 5-7pm) through internal staff communications (corporate office). [Section 4.3]
Jan 2018 Internal staff communicatio
ns / Sustainability
Committee
8. Encourage cycling to/from work with incentives and promotions, such as interest free loans for bicycle purchase, periodic free bicycle maintenance, on “Ride to Work day” provide free breakfast event/ meal voucher (for other shift workers) for cyclists.
Q2 2018 (April-June)
HR / Internal communication / Wellbeing coordinator)
9. Consider providing staff with discounted rates to use car share as an option for staff needing to commute for late-night or early-morning shifts when other travel options are not feasible. [Section 3.3]
Q1 2018 (Jan-March)
Carpool Roster in
place / Workforce
planning
10. Provide Opal cards at reception for staff to use for travel to meetings, instead of using taxis. [Section 4.3]
Q3 2018 (July-Sep)
Transport and Executive assistants
11. Provide advice to business visitors who come from the airport to travel to The Star and around Sydney using a pre-paid Opal card and provide information on nearby train stations/ bus stops. [Section 4.3]
Q1 2019 (Jan-March)
Marketing / Information Technology
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 3 9
Timing
Actions When Who
12. Provision of more and larger lockers, more showers and bike parking would also encourage people to switch to active modes, and could support flexible work policies – such as allowing staff to stagger their arrival and departure times. Access to good facilities could encourage staff recreation during break times to compensate for early arrival and/or late departure from work. [Section 2.2, 3.1]
Q1 2019 (Jan-March)
Finance / Building
Management
13. Promote reduction of The Star’s carbon footprint/ energy use, as well as promoting staff wellbeing and health, by promoting walking targets, and participation in relevant organised corporate events such as “Walk to Work day”, “Ride to Work day”, “Step-tember” (September), “Sydney Rides” (October) . [Section 2.2, 3.1]
Q3 2018 (July-Sep)
Marketing
14. On The Star’s “getting here” webpage, include a map showing the location of the light rail stop, nearby bus and ferry stops, walking and cycling routes to/from nearby nodes (such as rail stations, and other attractions such as Darling Harbour), car share pods, car parking stations. [Section 2.1]
Q2 2018 (April-June)
Information Technology
15. Set up a voluntary staff “Travel-buddy” matching system, to match staff making similar commutes at similar times so they can travel together for some or all of their trip, if they choose to. For example: a group of staff all finishing at approximately the same time meet at a nominated meeting spot within The Star, to then walk/cycle to the rail station/ bus stop/ ferry stop together and even travel to their destination stop; or registered staff offer car-pooling either for free or a small fee; or for staff to meet to cycle home along the same route. “Rideshark” (www.rideshark.com) is an existing available platform that could be used. [Section 2.2, 2.3, 3.1, 3.2, 3.3]
Q4 2018 (Oct-Dec)
Human Resourcing /
Marketing
16. Increase the supply and reduce the cost of motorcycle parking, which could encourage some mode shift away from cars to motorcycles, thereby reducing the demand for staff car parking spaces. For the short term, convert some car parking spaces to motorcycle parking spaces and reduce the parking fee by at least 50%. For the longer-term, include increased provision of motorcycle parking spaces for staff and patrons. [Section 2.2, 3.3]
Q4 2018 (Oct-Dec)
Building Management /
Finance
17. Promote car share services to hotel patrons as another option in addition to hire cars. [Section 3.3]
Q3 2018 (July-Sep)
Marketing
18. Provide convenient public bicycle parking near street entrances at The Star and at Star Casino light rail stop. Public bicycle parking should be located where it is well-lit at all times of the day and night, and where there is surveillance by security personnel and/or cameras.
Q3 2018 (July-Sep)
Finance / Building
Management
19. Implement a formalised taxi or ride-hire call facility and safe waiting area (with security personnel / CCTV surveillance) to improve both staff and visitor safety.
Q4 2018 (Oct-Dec)
Building Management
Year 2 20. Introduce a staff shuttle bus: either to/from nearby rail stations (eg. Central), or staff shuttle buses to interchange/ park & ride nodes where there are staff concentrations (and willing users) across Sydney. The staff shuttles would operate when other public transport services are not regular or convenient (such as between 10pm-6am) at 15-minute intervals, delivering staff safely to and from The Star. [Section 2.2, 3.2, 4.4]
Q1 2019 (Jan-March)
HR
21. Investigate extending the ‘free light rail’ trips for staff beyond just between Central and Fish Markets. Include in this review, consideration of the Sydney CBD-South East Light Rail (CSELR) extensions currently being constructed (due to open in 2019).
Q4 2018 (Oct-Dec)
Finance / PET
22. Seek approval to provide financial incentives for encouraging team members to ‘try out’ more sustainable travel options, and to maintain use of sustainable travel options. [Section 2.2, 4.4]
Q3 2018 (July-Sep)
Finance
23. Launch a “Star Supports your Commute” promotional month, where incentives are given to staff for trying out or using public
Q3 2018 (Oct-Dec)
Marketing
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 4 0
Timing
Actions When Who
or active transport, supported by a Star TP team member to discuss options with interested staff.
24. Work with Transport for NSW to develop and support actions from its Sydney City Centre Access Strategy which are also relevant to The Star [Section 2.2]:
a) Improving the safety at key locations on existing cycleway links such as the link between the Pyrmont Bridge and King Street.
b) Simplify and extend the late night public transport network, including transporting people from key night time precincts into Town Hall for easy distribution on the late night public transport and NightRide system.
c) Increase bus frequencies on routes and corridors serving the
late night economy.
Q3 2018 (July-Sep)
Transport Coordinator
Year 3 25. Discuss with Transport for NSW the following suggestions [Section 2.4]: a) Improving off-peak public transport service frequencies for bus,
rail, light rail, ferry.
b) Operating the light rail towards Dulwich Hill in the off-peak late-night period also (rather than just between The Star and Central), and increase service frequency.
c) Extending public transport services to operate 24 hours/day, 7 days/week, to reflect Sydney’s position as a Global city.
d) Other options to improve the access, safety, and reliability of public transport for The Star staff during the late-night and early morning off-peak hours (particularly between 10pm-6am).
Q2 2018 (April-June)
Transport Coordinator
26. Investigate longer-term sustainable transport initiatives such as sponsoring a high-quality Premium Cycle Hub (similar to Brisbane’s http://cycle2city.com.au/) which could serve future Hotel and residential guests, as well as staff and visitors to The Star, and the general public. Hosting a Cycle Hub at The Star would have the advantage of already having 24/7 access, which is often an issue for other developments. The Cycle Hub would be seen as a positive community contribution. Discuss with City of Sydney [Section 2.3, 3.2, 4.4]
Q3 2018 (July-Sep)
Transport Coordinator/Fi
nance
27. Develop strategic partnerships with nearby attractions to promote active and public transport access by staff and visitors. [Section 2.2]
Q2 2018 (April-June)
PET
28. Prepare and undertake a Travel Survey of The Star Visitors and Staff to develop and refine actions to encourage use of more sustainable transport modes to/from The Star.
Q2 2019 (April-June)
Communications
Ongoing 29. Undertake follow-up survey annually to identify what changes staff have made. This could be reported as part of The Star’s Environmental and Sustainability Framework annual reporting.
Q3 2019 (July-Sep) +
ongoing
HR
30. Continue to monitor use and availability of parking, to provide data to develop more nuanced options for managing supply and demand of staff car parking (given the range of public transport options already available).
Q2 2018 (April-June)
Transport Manager
31. Monitor availability and adequacy of “end of trip” facilities (showers, lockers etc), Check that enough are available and adequate for all interested staff. If they aren’t, action steps for improvement.
Q4 2018 (Oct-Dec)
Transport Manager
32. Consider improving active transport and public transport facilities, accessibility, and information to team members and to visitors/ patrons, in all future renewal, refurbishment, and expansion works at The Star.
Q2 2018 (April-June)
Working Group
6.3 M O N I T O R I N G A N D R E V I E W
Ongoing monitoring of the progress of individual
actions as well as the overall achievement of
targets is required to maintain the momentum of
the Travel plan. This section describes the
monitoring proposals for the implementation of the
Travel Plan. This methodology is designed to
ensure that the Travel Plan is a ‘living document’,
continually evolving in-line with the latest data on
mode share and travel habits.
Given that The Star is currently already in a period
of significant expansion and evolving operations, it
is recommended that the Travel Plan be adapted
over time and as plans evolve: to both reflect new
opportunities, and to guide future development. In
addition, a visitor Travel Survey could be
undertaken soon to better understand visitor travel
to The Star.
Generally, a period of 5 years is recommended for
the Travel Plan to become firmly established and
for benefits, both economic and sustainable, to
become fully measurable.
It is proposed that the progress of the Travel Plan
towards achieving mode-share targets should be
monitored on an annual basis. To this end, it is
recommended that full surveys be undertaken in
year 3 and 5 and smaller snapshot travel surveys
be undertaken at the end of each year 1, 2 and 4.
This will allow targets to be continually altered to
reflect levels of success and ensure that final
targets are realistic and achievable. In this way,
the Travel Plan document should be a continually
evolving study which maintains a high level of
relevance through to its conclusion.
Travel Plan progress will be continually monitored
through the review of progress against measures
identified for implementation. Progress made
toward these measures will provide an indication of
the speed of movement towards full realisation of
the plan and will allow corrective actions to be
undertaken should any part of the plan be poorly
adhered to or lacking in impact. These measures
should be reviewed on an annual basis and
amended as required.
In addition to travel surveys, monitoring will also be
undertaken in the form of
- Prepare and undertake a Travel Survey of The
Star Visitors and Staff to develop and refine
actions to encourage use of more sustainable
transport modes to/from The Star, at some
point during the first 2 years.
- Undertake follow-up surveys annually (full
surveys in year 3 and 5 and smaller snapshot
travel surveys at the end of each year 1, 2 and
4) to identify what travel changes staff have
made. This could be reported as part of The
Star’s ‘Environmental and Sustainability
Framework’ annual reporting.
- Provide an online “travel feedback form” to seek
comments about staff and visitor travel to The
Star. This could be located on the The Star’s
“Getting here…” webpage.
- Monitor availability and adequacy of “end of
trip” facilities (showers, lockers etc), checking
that enough are available and adequate for all
interested staff.
- Undertake periodic observations of usage of
different access modes (car parking, motorcycle
parking, light rail, bus, ferry, walk/cycling,
taxis/ride share, etc).
- Monitor the take up of policies and promotions.
6.4 P R O M O T I O N A N D M A R K E T I N G
Being a significant tourist attractor and employer,
The Star already uses many avenues for internal
and external promotion and marketing. It is
recommended that mention of The Star Travel
Plan (including web-links and a phone number for
further information) be included in relevant
marketing materials. Many of these items link to
initiatives covered in the promotional measures in
Section 5:
- Hold a Travel Plan launch event with
information on the Travel Plan, public transport,
walking and cycling maps attended by Council if
possible
- Promote and co-ordinate site events such as
‘Bike Week’, ‘Car Free Day’, ‘Ride to Work day’.
- Advertise Travel Plan activities and events via
universally accessible forums including pay-
slips and posters
- Set up a Travel Plan intranet page with links to
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 4 2
Travel Plan information, and email update
newsletters directly to staff
- Produce a ‘Travel Information Pack’ for all new
starters, which could include offering a free
Opal card/ top-up and public transport
information specific to their home location.
- Produce a Travel Plan Guide to outline,
summarise and explain the concept and
findings of the Travel Plan. Disseminate to all
staff and Management.
- Put the Adopted Travel Plan on The Star’s
internal and external webpages, and provide
regular updates on progress, including media
releases on key activities or successes to
distribute positive new stories.
- Promote the use of flexible working/ remote
policies internally.
- Promote reduction of The Star’s carbon
footprint/ energy use, as well as promoting staff
wellbeing and health, by promoting walking
targets, and participation in relevant organised
corporate events such as “Walk to Work day”,
“Ride to Work day”, “Step-tember” (September),
“Sydney Rides” (October).
- Launch a “Star Supports your Commute”
promotional month, where incentives are given
to staff for trying out or using public or active
transport, supported by a Star TP team member
to discuss options with interested staff.
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 4 3
A P P E N D I X A S T A F F T R A V E L S U R V E Y F O R M
Dear Team Members,
The Star Sydney has been growing and expanding our operations and, to continue to do this wellinto the future, we want to have plans in place so that this growth happens in a sustainable way.
One of the key plans we’re developing is a Travel Action Plan, which aims to better understand TeamMembers' travel, and how to support you better with your travel to and from work, as well as anybusiness trips during the working day.
To help us develop a plan that works for you, please complete the following 3-minute survey byMonday 5 September, 2016. If you have any queries regarding this survey, or if you would like moreinformation about the Travel Action Plan, please contact [email protected]. All team members who complete the survey by 5 September 2016 can go in the draw to win a $250Star gift card.
Thank you for your time.
Greg HawkinsManaging Director, The Star
INTRODUCTION
The Star - Team Member Travel Survey 2016
1
1. Please select which Division you work in at The Star:*
Finance
Food and beverage
Gaming
GM Leadership Team
Hotel
Human Resources
Legal & Regulatory
Marketing
Property Operations
Product & Development
Security & Surveillance
Information Technology
Other (please specify)
2. What is your Role/ Title:*
NSW postcode:
Or suburb name ifyou don't know thepostcode:
3. What postcode (or suburb) do you travel from?*
2
YOUR WORKHOURS
The Star - Team Member Travel Survey 2016
once a week 2 times a week 3 times a week 4 times a week 5+ times a week
Approximately9am-5pm
For more than 5 times, please specify number
Shift starting 4am
For more than 5 times, please specify number
Shift starting 7am
For more than 5 times, please specify number
Shift starting10am
For more than 5 times, please specify number
Shift starting12noon
For more than 5 times, please specify number
4. In an average week , what are your usual work hours? And how many times aweek do you work these hours?*
3
Shift starting 2pm
For more than 5 times, please specify number
Shift starting 3pm
For more than 5 times, please specify number
Shift starting 8pm
For more than 5 times, please specify number
Shift starting11pm
For more than 5 times, please specify number
Other (provide shifttime in commentbox please)
For more than 5 times, please specify number
once a week 2 times a week 3 times a week 4 times a week 5+ times a week
4
HOW YOUTRAVEL
The Star - Team Member Travel Survey 2016
5. What is your main* mode of travel to work (for your most regular shift, if youwork different shifts)? *for the longest part of your journey
*
walk/ run
bicycle
motorbike/ moped/ motorised bike or scooter
bus
light rail
train
ferry
taxi/ ride hire
car by myself
carpool (as driver)
carpool (as passenger)
Other (please specify)
5
6. Please rank the importance of the following for your choice of commute (select "1"for the most important to "7" for the least important - all must be numbered tocontinue):
*
convenient/ regular service (flexible, reliable, fast)
availability of parking
comfortable journey
health & well-being (exercise and/or stress reduction)
cost
fits with other responsibilities
personal security/ safety
7. Do you use a different mode of travel for your return trip home, or for yourcommute on another day of the week?*
Yes, different mode for the return home
Yes, different mode on another workday
No
6
walk/ run
bicycle
motorbike/ moped/motorised bike orscooter
bus
light rail
train
ferry
taxi/ ride hire
car by myself
carpool (as driver)
carpool (aspassenger)
8. If you answered "Yes" to the previous question, what different mode did you use?And why?
7
MOTIVATION TO CHANGEMODES
The Star - Team Member Travel Survey 2016
Very Likely LikelyNeutral/ Notapplicable Unlikely Very Unlikely
1. More informationabout other transportoptions (services,cost, travel time)
2. Better 'end of trip'facilities (such asmore showers/changerooms/ lockers/bike parking)
3. Incentives forregular walking/running/ cycling
4. Better personalsafetyprovisions to/fromThe Star Sydney
5. Incentives to tryout and use othermodes (such aspublic transportdiscounts)
9. How likely would these motivate you to change to an alternative mode oftravel, to avoid traffic congestion or overcrowding?*
8
6. Improved servicefrequencies for publictransport (bus, lightrail, train, ferry)
7. Shuttle busto/from publictransportinterchanges nearThe Star Sydney (eg.Central/ Town Hall/Wynyard trainstations, or RailwaySquare buses)
8. If parking feesincreased or staffparking was limited
9. Promotion offlexible or remoteworking for office-based staff
10. Any othersuggestions? Rank ithere and describe itbelow.
Very Likely LikelyNeutral/ Notapplicable Unlikely Very Unlikely
Your suggestion: What else would encourage you to change your mode of travel?
9
Very Likely Likely Neutral/ not possible Unlikely Very Unlikely
Change modes towalking/ running/cycling
Change modes topublic transport(bus, light rail,train, ferry)
I would arriveand/or leave workoutside of peakhours
I would work fromhome or remotelyone or more daysa week
What other changes would you make?
10. How likely is it that you would make the following travel changes to avoidtraffic congestion or crowding on services, if the improvements you chose abovewere made?
*
10
BUSINESS TRIPS (trips during the workday)
The Star - Team Member Travel Survey 2016
I most often make business trips to (location)...
11. Do you make trips for business purposes during an average week (notincluding your work commute)?*
No
Yes, 1-2 times a week
Yes, 3-4 times a week
Yes, 5+ times a week
11
Other (please specify)
12. If you do make business trips in an average week, what mode do you usuallyuse for your business trips?
walk
bicycle
motorbike/ moped/ motorised bike or scooter
bus
light rail
train
ferry
taxi/ ride hire
car by myself
carpool (as driver)
carpool (as passenger)
Very Likely LikelyNeutral/ Notapplicable Unlikely Very Unlikely
1. More informationabout other transportoptions (services,cost, travel time)
2. Better 'end of trip'facilities (such asmore showers/changerooms/ lockers/bike parking)
3. Change in TheStar Sydney's travelpolicy, promotingpublic transport oractive transport forbusiness travel.
13. If you use a car/ taxi/ ride hire for business trips , how likely wouldthese motivate you to change to an alternative non-car mode?*
12
4. Incentives forregular walking/running/ cycling/ usingpublic transport
5. Incentives to tryout and use othermodes (such aspublic transportdiscounts)
6. Improved servicefrequencies for publictransport (bus, lightrail, train, ferry)
7. Any othersuggestions? Rank ithere and describe itbelow.
Very Likely LikelyNeutral/ Notapplicable Unlikely Very Unlikely
Your suggestion: What else would encourage you to change your mode of travel for business trips?
13
Thank you for completing this survey. To make sure your response is sent, please click the“DONE” button below.
Your responses will contribute to developing The Star Sydney’s Travel Action Plan, which aims toimprove the transport options for Team Members and visitors of The Star Sydney, both now and into thefuture.
Please note that your responses will be analysed by Mott MacDonald on behalf of The Star Sydney,and will not be passed on to any third party. If you have any queries regarding this survey, or if youwould like more information about the Travel Action Plan, please contact [email protected].
If you would like to be entered into the prize draw to win a $250 Star gift card for completing thesurvey, please provide your email or phone number below (details will only be used for the purpose ofthe prize draw).
THANK YOU. ***********************************************
FINAL COMMENTS & PRIZEDRAW
The Star - Team Member Travel Survey 2016
14. Do you have any other comments about the way you commute or makebusiness trips to/from The Star Sydney?
First name:
Email address orphone number:
15. If you would like to enter the prize draw to win a $250 Star gift card forcompleting the survey, please provide your details below:
14
T H E S T A R T R A V E L P L A N ( D R A F T )
P R E P A R E D B Y M O T T M A C D O N A L D P A G E 4 4
A P P E N D I X B S T A F F T R A V E L
S U R V E Y S U M M A R Y R E S U L T S
train 22%
car by myself 46%
The Star Travel Survey Total Completed responses: 913
Survey Date: Aug/Sept 2016
Top 5 travel modes
light rail
Origin location of all commutes
7%
Key Messages: Almost 50% of staff drive by themselves for their work commute. 35% use public transport, and 8% walk or cycle. A
convenient and regular service, and the cost of tavel, are the two factors more consistenly valued by everyone surveyed, across all modes
of transport. A third of staff commute from the South-Western and Western suburbs (33%), followed by another 30% from the inner
suburbs (Sydney CBD, Inner West, Eastern suburbs, Lower North Shore).
Western Suburbs12%
Eastern Suburbs11%
South Western Suburbs21%
Other 14%
Northern Suburbs 6%
Inner West 5%
Sydney CBD11%
St George & Sutherland Shire9%
Northern Beaches2%
Upper North Shore2%
Lower North Shore4%
Parramatta Hills District3%
0%
10%
20%
30%
40%
50%
60%
70%
80%
4 am and 7 am10 am , 10 am and 12 noon2pm and 3 pm8pm and 11 pm other
Mode of transport per Shifts
Car/taxi
Train
Light Rail
Active Transport
Bus
Ferry
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
bicycle bus car by
myself
Car Pool
and Taxi
ferry light rail motorbike train walk/ run Grand
Total
Factors affecting mode choice, by modeSum of personal security/ safety
Sum of fits with other responsibilities
Cost of travel
Helath and well-being (exercise/stress
reduction)
Comfortable journey
Availability of parking
Convenient/regular service
(flexible,reliable,fast)
Active Transport
8%
Bus
6%
Key Messages: Car/ carpool is the most popular mode but
there is variation over shifts: early morning and late night shifts
have a higher rate, likely due to reduced public transport
availability and safety concerns. Train mode share does not vary
significantly, except when trains do not run (midnight-4am
approx). Active transport is more popular for shifts starting in
the morning (ending in the afternoon or early evening).
7%
1% 6%
1%# 6%
5%
2%45% 5%
2%
16%
3%9%
25%
Other Northern BeachesLower North
Shore
Inner West Eastern Suburbs
Location of car travellers
The Star Travel Survey Total Completed responses: 913
Survey Date: Aug/Sept 2016
All modes of transport
▼▼ Focus on car drivers▼▼
10% 4%
3% 3% 16%
South Western Suburbs
St George &
Sutherland Shire
Parramatta Hills
District
Western Suburbs
Sydney CBD
Change Mode Preferences for Car Travellers
Key Messages: While 33% of staff are from the SW and W suburbs, 41% of car travellers are from these areas; and while 30% of staff are
from the inner suburbs, they only make up 19% of car travellers. Hence car is used more by people living farther away - most likely
because they have fewer or no other reliable transport options at their shift times, and longer distances (and time) to travel.
Walk
Ferry
Car share (driver)
Car share (passenger)
Train
Cycle Bus
Other
Car (by self)
Light Rail
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Change modes to
walking/ running/
cycling
Change modes to bus,
light rail, train, ferry
I would arrive and/or
leave workoutside of
peak hours
Count of I would work
from home or remotely
one or more days a
week
Very Unlikely
Unlikely
Neutral
Likely
Very Likely
The Star Travel Survey Total Completed responses: 913
Survey Date: Aug/Sept 2016
▼▼ Change of Mode Motivators▼▼
If you use a car/ taxi/ ride hire for business trips, how likely would
these motivate you to change to an alternative non-car mode?
Key Messages: The actions most likely to motivate staff to change modes are "improved service frequencies for public transport" and a
"(staff) shuttle bus to/from public transport interchanges near The Star". This reflects the response to an earlier question which identified
that "Service frequency/ convenience" was the single most important factor for staff commutes. Limiting staff parking or increasing cost
of parking was the next most likely mode shift motivator, but comments suggest this would be highly unpopular. Incentives to try public
and active transport alternatives (including better end of trip facilities) were also "very likely" or "likely" to motivate mode shift.
Key Messages: As with the work commutes," improved service frequencies for public transport" would be the primarly motivator for staff
to change modes from car/ taxi/ ride hire to public transport for business trips. Likelihood of changing modes for this reason is 30%.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
More
information
about other
transport options
Incentives for
regular walking/
running/ cycling
Better 'end of
trip' facilities
Better personal
safety provisions
to/from The Star
Sydney
If parking fees
increased or staff
parking was
limited
Promotion of
flexible or remote
working for
office-based staff
Incentives to try
out and use other
modes (such as
public transport
discounts)
Shuttle bus
to/from public
transport
interchanges near
The Star Sydney
Improved service
frequencies for
public transport
How likely would these motivate you to change your mode of travel, to avoid traffic
congestion or overcrowding?
Very Unlikely
Unlikely
Neutral/ Not
applicable
Likely
Very Likely
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1. More information
about other transport
options
2. Better 'end of trip'
facilities
3. Change in The Star
Sydney's travel policy
4. Incentives for regular
walking/ running/
cycling/ using public
transport
5. Incentives to try out
and use other modes
6. Improved service
frequencies for public
transport
Very Unlikely
Unlikely
Neutral/ Not
applicable
Likely
Very Likely