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


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

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 MO T T M A C D O N A L D P A G E 3

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



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



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.



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



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



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.


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 0

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



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.



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

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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



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



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

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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

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Jones Bay

Central

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Miller

North of Miller

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Parking Spaces

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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.



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



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.



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

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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



Figure 3.21: Star Light Rail Station Patronage

(June 2016, AM Peak, Outbound)


(June 2016, AM Peak, Inbound)


(June 2016, PM Peak, Outbound)


(June 2016, PM Peak, Inbound

Direction)

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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)

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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

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0

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10:0

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9:0

0

8:0

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0

6:0

0

5:0

0

4:0

0

3:0

0

2:0

0

1:0

0

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0

Total

Trips

Hour Starting

Boardings

Alightings



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

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0

8:0

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9:0

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:00

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:00

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:00

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16:0

0

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0

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0

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0

21

:00

22

:00

23

:00

Total Trips

Hour Starting

Boardings

Alightings

http://www.transportnsw.info/resources/documents/maps/sydney-ferries-network-map.pdf

http://www.transportnsw.info/resources/documents/maps/sydney-ferries-network-map.pdf



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



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



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



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



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



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



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.



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



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.



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.



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,

http://www.rideshark.com/



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.



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



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]


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

http://www.rideshark.com/



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).


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]


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.


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).


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.


Working Group

http://cycle2city.com.au/

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



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.



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


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


Shift starting 7am


Shift starting10am


Shift starting12noon


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


Shift starting 3pm


Shift starting 8pm


Shift starting11pm


Other (provide shifttime in commentbox please)


once a week 2 times a week 3 times a week 4 times a week 5+ times a week

4

HOW YOUTRAVEL


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)


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


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.


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)


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


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)


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.


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


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



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



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



▼▼ 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

THE STAR TRAVEL PLAN (DRAFT)

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Transcript of THE STAR TRAVEL PLAN (DRAFT)