Westmead Redevelopment Sustainable Travel Plan 2017 - 2026

20/11/19 Issue #: A-Dr12

Date: 20/11/19 Issue #: A-Dr12

Quality Record

Version Date Modified By Modifications Made Status Number Modified

A-Dr1 20/9/17 Amanda Green Restructure of Document & content Completed

A-Dr2 6/10/17 Brigette Humphrey- Additional information review of mode share Changes incorporated Robinson targets in alignment with the EIS Senior Consultant GTA

A-Dr3 13/10/17 Brett Maynard Review of document structure, inclusion of Changes incorporated Director GTA additional information/ data to Sections 1, 6, 9, 10

A-Dr4 Leonie McEntee Minor changes to formatting, typos and Changes incorporated Health Infrastructure clarification on data provided in sections 7-9.

A-Dr5 Leena Singh, Executive Minor changes, recommendation on section 5- Changes incorporated Director, Strategic Governance. Clarification of bus Services Business Development & Commercial Services

A-Dr6 27/10/17 Amanda Green, Director Draft circulated to First draft completed following consultation Service Redesign 1) Travel Demand Steering committee for with Steering Committee. review and feedback 2)Department of Planning & Environment as part of conditions of consent for the opening of the Multistorey car park

A-Dr7 10/12/17 Amanda Green, Director Incorporated Steering committee feedback. Work in progress, GTA to finalise stakeholder Service Redesign (WSLHD, SCHN, Health Promotion, TfNSW) feedback and update the plan to include 2016 census data

A-Dr8 10/04/18 Brett Maynard Further updates to incorporate TfNSW and Working document for issue to TfNSW and Director GTA CPH feedback, as well as travel plan progress precinct partners to-date

A-Dr9 15/07/19 Brett Maynard Updated data and actions following an Working document for issue to TfNSW and Director GTA implementation review precinct partners

A-Dr10 16/09/19 Brett Maynard Updates to incorporate stakeholder feedback Director GTA

A-Dr11 29/10/19 Brett Maynard Further updates to incorporate stakeholder Working document issued to satisfy CASB Director GTA feedback SSDA conditions of consent

A-Dr12 20/11/19 Brett Maynard Minor updates to incorporate TfNSW feedback Director GTA

has been prepared and no representation is made or is to be implied as being made to any third party. Use or copying of this document in

whole or in part without the written permission of GTA Consultants

constitutes an infringement of copyright. The intellectual property Report (NSW)

Melbourne | Sydney | Brisbane

contained in this document remains the property of GTA Consultants. GTA Adelaide | Perth

EXECUTIVE SUMMARY

The Westmead Health Precinct is transforming into a world-class health, education and research precinct, with the NSW Government having invested billions of dollars to-date in new infrastructure and facilities and private and non- government partners also committing extensive investment into the future status of the precinct.

“Westmead will become Western Sydney’s economic powerhouse with a cluster of up to 40,000 knowledge jobs by 2036”1

The Westmead Precinct comprises Westmead Hospital, The Children’s Hospital at Westmead, Westmead Private Hospital, Cumberland Hospital and several other entities and institutions.

The Precinct partners’ vision is for the Westmead Precinct to be a: • “workable, liveable and accessible health city • focus on integrated healthcare, teaching and research • promotes patient, carer and staff wellbeing and community engagement • attracts staff, students, residents, researchers and visitors from all over the world” 1 Active transport is recognised as an essential element of sustainable transport systems in the world’s most liveable cities. The benefits of active transport include: • improved health of individuals that participate in the strategy • reduce traffic congestion, noise and air pollution caused by cars • increased opportunities for social connections within communities • cost savings to the economy and individual The objectives of the Plan include: • allow all staff, patients, families and visitors to easily access the hospital by a range of transport modes • reduce the dependency on private car to 65% by 2026 • increase cycling and walking • improve health and well-being • build strong partnerships across government to support the uptake of active transport • improve access for disadvantaged populations in Western Sydney Local Health District.

“The Plan is committed to reducing the dependency of private vehicle travel by over 15% by 2026”

1 http://www.westmeadproject.health.nsw.gov.au/precinct/our-vision-for-westmead

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CONTENTS

Background 1

Sustainable Travel Plan 2 What is a Sustainable Travel Plan? 2 Why are we developing a Sustainable Travel Plan? 2 The Changing Context of Westmead 4 Westmead Redevelopment 4 Car Park Fee Structure 4 Parramatta Light Rail will Benefit Westmead 4 New Housing Closer to Westmead 4 Sydney Metro West will benefit Westmead 5 Developing and Owning the Travel Plan 6 Overview 6 Governance 6 How We Travel and What it Means 7 Existing Travel Behaviour – Journey to Work Data 7 Staff Travel Behaviour 10 Visitor Travel Behaviour 13 How do Staff Travel Now? 15 When Do Staff Travel? 16 Existing Transport Infrastructure & Operations 18 The precinct has a constrained road network 18 The precinct has parking constraints 18 The precinct has good public transport access to the North West and West, including the T-Way and T1 trains 19 Setting Our Targets 21

Actions 22 Action 1: Identify Goals and Implement Framework 22 Action 2-3: Reduce Drive Alone Travel 24 Action 4: Review Policy Framework 25 Action 5: Monitor and Evaluate 26 Action 6: Install New Infrastructure 27 Action 7: Collaborate Externally to Improve Public and Active Transport Access 28 Travel Plan Implementation Progress to Date 34 Action 1: Identify Goals and Implement Framework 34 Action 2-3: Reduce Drive Alone Travel 34 Action 4: Review Policy Framework 37 Action 5: Monitor and Evaluate 38 Action 7: Collaborate Externally to Improve Public and Active Transport Access 40 Next Steps 41

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Figures Figure 3.1: Future Housing Supply, Central City District – Greater Sydney Commission 5 Figure 5.1: 2011 JTW Data – Commuters to the Westmead Health Campus 7 Figure 5.2: Westmead Hospital Destination Zone (114913685) geographical area 9 Figure 5.3: Staff Travel Survey Results 11 Figure 5.4: SCHN Staff Origin Heat Map 12 Figure 5.5: WSLHD Staff Origin Heat Map 12 Figure 6.1: Estimate of Jobs within the Westmead Precinct 15 Figure 6.2: Time of day Staff and Visitors travel to Westmead 16 Figure 6.3: Time of day Staff and Visitors travel to Westmead 17 Figure 7.1: Public Transport Catchment across the Sydney Basin1 19 Figure 9.1: Comparison of Observed Mode Shares for Health Precinct (2011 Census Data) 22 Figure 9.2: Westmead Footpath Network Catchment (Left) 30 Figure 9.3: Forecast of Staff Desire Line (Right) 30 Figure 9.4: Desirable Pedestrian Alignment 30 Figure 9.5: Actual Pedestrian Alignment 30 Figure 10.1: Travel Access Guide – Draft (Page 1 of 2) 35 Figure 10.2: Travel Access Guide – Draft (Page 2 of 2) 36 Figure 10.3: Ride and Stride Week Activity 37 Figure 10.4: Example Pop-up Display 37 Figure 10.5: MSCP bicycle end of trip facilities 39 Figure 10.6: CASB bicycle end of trip facilities 39

Tables Table 5.1: Travel Characteristics for Key Staff Origins (JTW) 8 Table 5.2: Travel Characteristics Summary for Key Staff Origins (JTW) 8 Table 5.3: Travel Characteristics Comparison for Westmead Hospital Destination Zone (114913685) JTW 10 Table 5.4: Staff Responses 10 Table 5.5: Popular Staff Origins by Postcode 13 Table 5.6: Visitor Responses per Hospital 13 Table 5.7: Visitor Responses per User Group 13 Table 5.8: Outpatient Travel Mode Shares 14 Table 5.9: Visitors to Inpatient Mode Shares 14 Table 5.10: Expected Length of Stay 14 Table 6.1: Staff Arrival Patterns 17 Table 7.1: Comparison of Employees and Car Parking Spaces in the Westmead Precinct 18

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BACKGROUND

The Westmead precinct is one of the largest health, education, research and training precincts in Australia and a key provider of jobs for the Greater Parramatta and Western Sydney region. More than 18,000 people work around Westmead and it is home to the largest concentration of biomedical, scientific and healthcare focused minds in Australia.

More than $3 billion has been committed by government, universities and the private sector to upgrade and expand the precinct’s health services, education and medical research facilities and undertake urban transformation over the next ten years.

The Westmead Redevelopment includes construction of a 12-storey Central Acute Services Building opening in 2020. The building will include two new emergency departments — one for adults and one for children, operating/ interventional suites with specialised technology and equipment, a new Cardiac Comprehensive Care Centre, modern patient bedrooms and education, training and research areas.

Planning for the Westmead Redevelopment Stage 1 identified several traffic and transport challenges across the precinct including: • high private vehicle usage and unmet parking demand • geographical constraints limiting vehicle access opportunities e.g. Parramatta River, Parramatta Park, Toongabbie Creek, Western Railway Line • traffic congestion internally and externally • undesirable pedestrian and cyclist connections • large walking distances to public transport for some employees • some indirect public transport services and walking and cycling connections. While driving private vehicles to work is considered the most convenient travel mode for precinct staff, it is unrealistic to expect that construction of new infrastructure (including car parking) and road network capacity alone will meet the future travel demands of the precinct if private vehicle continues to be used at its current rate.

This travel plan has been developed to manage travel demands for the precinct, particularly promoting more sustainable modes of transport whilst recognising the unique context of travel planning at a health precinct.

It is noted that this travel plan was initially prepared to address existing staff and visitor travel behaviour, prior to the opening of the Darcy Road Multi-storey Car Park. The document has been updated periodically and is currently being issued in preparation for the opening of the new Central Acute Services Building and associated expansion of the daily staff, student and visitor population. It is intended to be a living document that continues to drive positive transport outcomes for the precinct into the future. This travel plan is currently limited to the Westmead Campus, which excludes Westmead Private Hospital and Cumberland Hospital, however, will be expanded to include these Precinct Partners in the future.

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SUSTAINABLE TRAVEL PLAN

What is a Sustainable Travel Plan?

A Sustainable Travel Plan (STP) enables the organisation to better manage how its staff travel to, from and for work. It is built on a thorough assessment of the workplace’s current baseline travel patterns and is designed to increase the use of sustainable transport modes such as walking, cycling and public transport.

Workplaces choose to develop STP for a host of reasons, including pressures on existing land use, contribute to broader environmentally sustainable initiatives across the government sector and to help staff choose modes of transport which will make their commute to work easier and healthier.

The STP for Westmead incorporates organisation specific actions within a Westmead Precinct framework.

The STP is supported by a suite of policies, programs, infrastructure and technology. The focus is to increase the use of healthy and sustainable transport modes through: • Policies, incentives and deterrents to reduce driving alone in single occupant vehicles, especially during the peak periods. • Multi-modal transport infrastructure to support active transport (footpaths, Shared Use Paths, cycleways, way - finding) and public transport (heavy rail and light rail stations, bus stops and ferry stops). • Sustainable transport services including public train, bus and ferry services and private ride-sharing including carpooling and car sharing. • Promote active and public transport strategies.

Why are we developing a Sustainable Travel Plan?

Westmead is growing - projected employee growth will more than double existing travel demand

By 2036, the number of full-time staff working across Westmead is expected to exceed 40,000 and the number of students will grow to over 30,000. Westmead provides direct health services to almost 10 per cent of Australia’s population.

In order to accommodate the increase of staff, patients and visitors attending the hospital daily, there is need for a change in the existing transport profile for the precinct. This includes setting hard targets for a reduction in the number of vehicles accessing the site.

The NSW government is investing in public transport around Westmead

Westmead is supported by an unprecedented investment in transport infrastructure, including Parramatta Light Rail with future plans for Western Sydney Airport Rail and Sydney Metro West. The precinct partners are working across all levels of government to address a wide range of transport and access issues to deliver on the precinct vision.

The full implementation of the plan is likely to have important health benefits for staff related to increases in average level of physical activity

Australians spend about one third of their lives at work, so being healthy travelling to and from (as well as at) work can make a big impact on helping to reduce the prevalence of lifestyle-related chronic disease such as type 2 diabetes and heart disease.

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Walking, cycling and using public transport means more exercise which results in a happier and healthier workforce that takes less sick days. Staff absenteeism costs Australian businesses $26 billion every year – or $360 a day lost (Workplace Travel Plans, PCAL 2010).

Patient models-of-care are changing to short, frequent visits rather than overnight stays

Changing patterns of health care, particularly as day surgery and out-patients increase, will increase travel demand to the precinct. By 2026, the Westmead precinct will have over 2.8 million outpatient visits and over 160,000 emergency department presentations every year. There are opportunities to support higher use of publ ic transport by ambulant patients and visitors.

The precinct partners have agreed to work in partnership to build a Sustainable Travel Plan

The Westmead precinct partners have agreed to address travel demand and develop a coordinated, STP. The precinct partners are committed to working with local councils, Roads and Maritime Services and Transport for NSW in helping realise the precinct vision. This includes regular strategic and operational meetings to ensure the Sustainable Travel Plan is implemented.

Baseline Travel Mode Share results – high reliance of private vehicle travel

There are two data sources that have been used to review the travel mode share at Westmead. They are: 1. State Significant Development Assessment (SSDA) – this assessment was completed in 2016. It estimated that 85-90% of Campus employees arrive to the campus by private vehicle. 2. 2011 Census data - The ABS 2011 Census Journey to Work survey indicated that the private vehicle mode share for the broader precinct was 81 per cent. This includes both the vehicle driver and vehicle passenger in the result.

Periodic review of travel mode share is required in order to assess the effectiveness of this plan. The Census data provides an existing reporting platform as it provides a full sample and updated travel mode share results every five years. Therefore, targets adopted under this plan will reference the 2011 Census results as the baseline, however it is important to note the SSDA reporting of the 2016 staff travel survey results in this context.

Westmead Redevelopment conditions of consent require the preparation of a Sustainable Travel Plan

Westmead Redevelopment has been approved as a State Significant Development Site. As part of planning approvals, the conditions for consent for the new central acute services building on Hawkesbury Road and the new multi-storey car park on Darcy Road both require the development of a Sustainable Travel Plan.

Multi Storey Car Park (MSCP)

D4 “A sustainable travel plan must be prepared in consultation with Transport for NSW for Westmead Hospital and submitted to the Secretary for approval prior to commencement of use of the car park unless otherwise agreed by the Secretary. The plan must identify measures to support sustainable transport modes and target a reduction in private vehicle travel”.

Central Acute Services Building (CASB)

D3. “The Sustainable Travel Plan (STP) for Westmead Hospital must be updated in consultation with TfNSW and submitted to the Secretary for approval prior to commencement of use of the CASB unless otherwise agreed by the Secretary. The STP must identify measure to support sustainable transport modes and target a reduction in private vehicle travel”.

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THE CHANGING CONTEXT OF WESTMEAD

Westmead Redevelopment

Central to the Westmead Redevelopment project is the new Central Acute Service Building, however there are several transport-related elements that are influencing staff and visitor travel: • new, rationalised and/ or improved at-grade car parking which reduces informal car parking around the campus and improves access control • appointment of a private car park operator and new car park access control equipment to improve and tighten parking management • new Darcy Road multi-storey car park for staff and visitors (opened late 2017) • planning and design for a new large plaza area in front of the CASB on Hawkesbury Road to improve the pedestrian arrival experience.

Car Park Fee Structure

At the commencement of the Westmead Redevelopment works in 2015 and until March 2017 the parking rate at Westmead Hospital was $3 per week for full time staff and $1.75 for part time with free limited on -street car parking. Visitor parking fees are charged on hourly basis and the maximum fee for a day without concession was approximat ely $17 a day.

The Ministry of Health policy directive PD2013_031 Hospital Car Park Fees Policy and Information Bulletin IB2017_011 Increase in Car Parking Fees outlines the staff parking rate of $22.70 per week (based on CPI increases from $21 in 2013) and a maximum daily rate of $19.50 for visitors. The fee policy for staff parking “encourages greater public transport use while ensuring the impact of the policy is equitable, recognising that many health care workers are shift workers and public transport may not provide a suitable alternative for private vehicles at all times ”.

Accordingly, the current staff parking rates for full-time staff at Westmead Hospital is $22.50 per week and $12.52 per week for part time staff and after hours.

The current staff parking rate for fulltime staff at The Children’s Hospital at Westmead staff is $17.40, and $12.52 for after-hours and part time staff. Fees for The Children’s Hospital at Westmead staff will align with the NSW Health policy directive by July 2018.

Visitor fees have increased to $19.50, with the implementation of concessional parking rates that facilitate reduced rates for some patients/ carers.

Parramatta Light Rail will Benefit Westmead

Parramatta Light Rail will be an important addition to the transport mix at Westmead. The service is expected to commence in 2023 and will improve public transport connectivity to Westmead for individuals living along the route, as well as providing improved connectivity to existing rail and high-frequency bus services. The service is expected to influence a shift in mode share from private vehicle to the light rail service, particularly for individuals living along the existing Carlingford Line and in north Parramatta.

New Housing Closer to Westmead New housing stock along the Parramatta Light Rail route, Parramatta CBD and Westmead will provide opportunities for the workforce and students to live closer to Westmead. This will result in a change in proportion

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of staff living within a closer proximity to the Westmead precinct whereby mode share travel is expected to increase the walking, cycling and light rail use therefore decreasing the utilisation of private vehicle use. To this note, 2011 ABS Census data indicates that 27 per cent of employees who live in Parramatta walk to work. Figure 3.1 details the indicative location for future additional housing supply near Greater Parramatta and illustrates the intention for significant housing growth to occur around the Parramatta Light Rail alignment. Figure 3.1: Future Housing Supply, Central City District – Greater Sydney Commission

Source: https://www.greater.sydney/central-city-district-plan/liveability/housing-city/providing-housing-supply-choice-and, Figure 11, Greater Sydney Commission

Sydney Metro West will benefit Westmead

Sydney Metro West will be an important addition to the transport mix at Westmead. The service is expected to commence in late 2020 and is expected to influence a shift in mode share from private vehicle to the metro west service, particularly for individuals living in the corridor between Greater Parramatta and central Sydney.

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DEVELOPING AND OWNING THE TRAVEL PLAN

Overview

The purpose of this plan is to encourage patients, staff and visitors to travel to the Westmead precinct by modes other than private vehicle and facilitate genuine travel choices. This will ultimately reduce parking issues and promote public and active transport opportunities.

Key to any successful workplace travel plan is ensuring that the development process is broadly encompassing enough to capture the views of a range of stakeholders within the hospital. This helps ensure that the best information is incorporated into the plan to make it more effective and viewed as an important part of the hospital’s operations.

The Westmead precinct partners have collaborated regularly to lead the preparation of the STP actions. The precinct partners include the Western Sydney Local Health District (WSLHD), The Children’s Hospital at Westmead, University of Sydney and research institutes, supported by the Westmead Redevelopment Team and the WSLHD, Centre for Population Health (CPH).

Other important partners include Transport for NSW, Roads and Maritime Services and City of Par ramatta Council with respect to the public domain and transport infrastructure servicing the Westmead Precinct.

Governance

The STP is developed, endorsed and implemented by the WSLHD and The Children’s Hospital at Westmead and submitted to the Secretary of the Department of Planning and Environment for approval as part of the Conditions of Consent.

The Westmead Precinct Partners are important stakeholders in the design and implementation of the plan. Further consultation and endorsement by precinct partners will be obtained in the coming months.

The Executive Sponsors of the plan will be determined by the Precinct Coordination Group following a formal presentation of the STP.

Each action outlines the organisation responsible for its delivery and allocation of adequate funding. A local committee will be established to champion and oversee the implementation, review and monitoring of the plan and will report publicly each year.

The development of this plan has been based on quarterly workshops conducted with external transport organisations, including Transport for NSW, Roads and Maritime Services, Parramatta Light Rail and the City of Parramatta Council.

The WSLHD’s CPH Health Promotion Unit, in partnership with the City of Paramatta (CoP), has a key objectiv e the implementation of the Walk 21- International Charter for Walking, signed by the CoP in 2015. With the objective of increasing walking and improving ‘walkability’ the CPH support CoP to implement the Parramatta Ways project, designed to increasing walking by increasing urban tree cover and hence shade and amenity. CoP identified Westmead as a pilot site for Parramatta Ways. The CPH therefore convened a bi-monthly meeting of stakeholders (CoP, Westmead Redevelopment, WSLHD People & Culture and Health & Arts Research Centre) working to improve the walking environment and increase walking behaviours of staff in Westmead. The purpose of this meeting was to share information and to add value to existing projects.

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Existing Travel Behaviour – Journey to Work Data

The ABS Census Journey to Work (JTW) data 2011 is regarded as the most robust picture of existing travel patterns to/ from the Campus and the broader Campus. The smallest geographical area for which JTW data is available is a Travel Zone (TZ). JTW data was analysed for the Campus (TZ 1045) to better understand the baseline mode share distribution for trips to work, as presented in Figure 5.1.

Figure 5.1: 2011 JTW Data – Commuters to the Westmead Health Campus

The JTW data as shown in Table 5.1 indicates that nearly 10,170 people are employed within the Campus equating to approximately 8,800 daily commuter trips that are made to the Campus. More than 80% of trips (approximately 7,100) were made by car (as a driver or passenger), 12% via public transport and 5% via walking. It is worth noting that existing cycling levels are not directly available from this JTW data and form part of “other” modes. A significant proportion of the trips had origins within a relatively local catchment, with the 10 most common staff origins and their travel characteristics summarised in Table 5.2. Approximately 80% of the trips generated by these 10 local origins were made by vehicle. However, it is important to note that 15-25% of staff originating in Blacktown, Mount Druitt, Penrith and the Strathfield area use public transport. Furthermore, it is also important to note there is a high level of walking mode share for locally residing employees, with 27% of the approximately 1,600 employees who live in Parramatta walking to work.

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Table 5.1: Travel Characteristics for Key Staff Origins (JTW) Other Staff Origin Vehicle Vehicle (100%- sum Train Bus Walk and Sample size Driver Passenger of other columns) All 76% 5% 10% 2% 5% 2% 10,164 Parramatta 1,656 56% 7% 4% 4% 27% 2% Blacktown 1,014 75% 5% 16% 2% - 2%

Baulkham Hills 902 91% 3% 1% 3% - 2% Merrylands-Guildford 76% 10% 5% 2% 2% 5% 670 Blacktown North 610 78% 8% 6% 6% - 2% Mount Druitt 444 76% 6% 17% - - 1% Penrith 343 74% 3% 21% 1% - 1% Strathfield – Burwood – 76% 2% 16% 1% - 5% Ashfield 291 Ryde – Hunters Hill 289 87% 3% 3% 1% 1% 5% Fairfield 284 84% 4% 8% 2% - 2%

Table 5.2: Travel Characteristics Summary for Key Staff Origins (JTW)

Total Journey Car Trips Public % Public Staff Origin to Work Trips (driver of % Car Transport (PT) Transport [1] passenger) Trips

Parramatta 1449 908 63% 107 7% Blacktown 873 701 80% 155 18% Baulkham Hills 791 747 94% 32 4% Merrylands- Guildford 591 508 86% 43 7%

Blacktown North 516 444 86% 68 13% Mount Druitt 383 315 82% 65 17% Penrith 297 230 77% 64 22% Fairfield 260 228 88% 28 11%

Ryde – Hunters Hill 253 227 90% 10 4% Strathfield – Burwood – 243 188 77% 42 17% Ashfield Sub-Total (top 10) 5,656 4,496 80% 614 11% Total (all Trips) 8,786 1,084 % of Total 64% 57% -

[1] Excludes employees who didn’t go to work

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Overall, there are opportunities to pursue mode shift across all areas. Whilst the Parramatta area has a comparatively low journey to work driving mode share of 56%, this can still be considered high when noting that the furthest journey would be about 4km. Notwithstanding, based on the above, it is evident that public transport opportunities should further be investigated particularly for the following locations: • Baulkham Hills • Merrylands-Guildford • Blacktown North • Fairfield • Ryde-Hunters Hill • Parramatta • Blacktown. 2016 JTW data has been sourced from the ABS through analysis of destination zones, a geographical area defined by each state/ territory’s transport authority that can be aggregated into the ABS Statistical Area 2 (SA2).

The destination zone corresponding to the Campus (DZ114913685) is illustrated in Figure 5.2, and contains Westmead Hospital, The Children’s Hospital Westmead and Cumberland Hospital west campus.

Figure 5.2: Westmead Hospital Destination Zone (114913685) geographical area

2011 JTW data for the destination zone was analysed and compared to the 2011 JTW for the corresponding travel zone, to note if there was any significant difference between the datasets. Furthermore, 2011 and 2016 JTW data for the destination zone was analysed to gain an initial understanding of any change in staff travel mode share over the five year period. This analysis is summarised in Table 5.3.

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Table 5.3: Travel Characteristics Comparison for Westmead Hospital Destination Zone (114913685) JTW Mode 2011 JTW Data 2011 JTW Data 2016 JTW Data % Change Travel Zone Destination Zone Destination Zone Vehicle Driver 76% 76% 71% -5%

Vehicle Passenger 5% 5% 4% -1% Train 10% 10% 15% 5% Bus 2% 2% 3% 1%

Walk 5% 5% 4% -1% Other 2% 2% 3% 0% (100% - sum of other rows)

Table 5.3 indicates that the 2011 JTW destination zone data aligns with the travel zone data previously reported. Furthermore, comparison with the 2016 data indicates the following: • private vehicle mode share (as a driver or passenger) for commuter trips to Westmead Hospital has reduced by 6% between 2011 and 2016. • these private car trips shifted to public transport, noting commuter trips by train increased by 5% and trips by bus increased by 1%.

Staff Travel Behaviour

Survey Results

On behalf of Health Infrastructure, further staff travel surveys were completed in 2016, collecting responses from nearly 1,000 staff of the Campus, with breakdown of the responses included in Table 5.4.

Table 5.4: Staff Responses Entity No. of Responses

Westmead Hospital 248 The Children’s Hospital at Westmead 477 Westmead Institute for Medical Research 99

Children’s Medical Research Institute 160

Total 984

The four most common reasons for staff not choosing public transport (score above 3 out of 6 , see Figure 5.3) are: • journey to work trip takes longer by public transport than car • lack of convenient bus/ train stops close to home • no direct route, requiring staff to change services to complete the journey • insufficient services for typical shift start and finish times.

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Figure 5.3: Staff Travel Survey Results

Postcode Data

SCHN and WSLHD provided GTA with postcode data for staff predominantly working at WHC, including Cumberland campus. Detailed GIS analysis was completed for the postcode data set identifying key staff origins, illustrated in Figure 5.4 for SCHN staff and Figure 5.5 for WSLHD staff.

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Figure 5.4: SCHN Staff Origin Heat Map

Figure 5.5: WSLHD Staff Origin Heat Map

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The postcode data indicates that staff journey to work trips are largely from the local area and the north and west. Given this, it is evident that Darcy Road (to the west) and Briens Road (to the north) currently accommodate the majority of staff vehicle trips on a day-to-day basis. Darcy Road users typically make use of Dragonfly Drive and Institute Road and Briens Road users make use of Redbank Road to access the various car parks located across the WHC.

A reasonable number of staff also arrive from the local southwest and southeast areas, while a limited number of staff travel from the far northeast, far southeast and far southwest.

A summary of the most common staff origins based on postcodes is provided in Table 5.5. The data is generally consistent with the 2011 JTW data.

Table 5.5: Popular Staff Origins by Postcode

Occurrence Postcode Suburbs (based on postcodes) WSLHD SCHN

Constitution Hill, Girraween, Greystanes, Mays Hill, Pemulwuy, Pendle Hill, 2145 9% 10% South Wentworthville, Wentworthville, Westmead

2153 Baulkham Hills, Bella Vista, Winston Hills 4% 4%

2148 Arndell Park, Blacktown, Huntingwood, Kings Park, Marayong, Prospect 4% 2%

2155 Beaumont Hills, Kellyville, Kellyville Ridge, Rouse Hill 4% 3%

2147 Kings Langley, Lalor Park, Seven Hills, Seven Hills West 3% 2%

2154 Castle Hill 2% 2%

2146 Old Toongabbie, Toongabbie, Toongabbie East 2% 2%

2152 Northmead 1% 2%

Visitor Travel Behaviour

Survey Results

On behalf of Health Infrastructure, Parking and Traffic Consultants conducted intercept travel surveys in 2014, collecting responses from around 900 visitors to the Campus, with breakdown of the responses per hospital and per user group respectively included in Table 5.6 and Table 5.7.

Table 5.6: Visitor Responses per Hospital Entity No. of Responses

Westmead Hospital 475 The Children’s Hospital at Westmead 442 Total 917

Table 5.7: Visitor Responses per User Group User Group No. of Responses Outpatients 591

Visitors to inpatients 267

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User Group No. of Responses

Students 12

Other (contractors, volunteers etc.) 47 Total 917

Table 5.8 provides a summary of outpatient main modes of transport. The results indicate that trips were primarily made via private car. Furthermore, The Children’s Hospital at Westmead has a higher private car mode share when compared to Westmead Hospital.

Table 5.8: Outpatient Travel Mode Shares Mode of Travel Westmead Hospital Children’s Hospital at Westmead

Car 73.9% 90.3% Public Transport 18.0% 5.4% Taxi 4.2% 1.5% Other 3.9% 2.7%

Table 5.9 provides a summary of visitors to inpatient main modes of transport. The results indicate that trips were primarily made via private car. Furthermore, The Children’s Hospital at Westmead has a similar private car mode share when compared to Westmead Hospital.

Table 5.9: Visitors to Inpatient Mode Shares Mode of Travel Westmead Hospital Children’s Hospital at Westmead Car 77.1% 79.4% Public Transport 14.8% 15.3% Taxi 1.7% 1.1%

Other 6.3% 4.4%

Parking and Traffic Consultants determined visitor (both outpatient and visitors to inpatients) average length of stay through analysis of visitor car park access control equipment data supplied by the previous car park operator, Hub Parking. Table 5.10 compares the average length of stay collected in the intercept survey to the average length of stay determined by the car park access control equipment data.

Table 5.10: Expected Length of Stay Westmead Hospital Children’s Hospital at Westmead User Group Intercept Survey Access Data Intercept Survey Access Data

Outpatient 2.06 hours 2.18 hours 2.63 hours 3.03 hours Visitors to inpatients 1.76 hours 2.18 hours 2.15 hours 3.03 hours

Table 5.10 indicates that visitors (both outpatient and visitors to inpatients) under-estimate their expected length of stay. Furthermore, Table 5.10 indicates that the length of stay for visitors to The Children’s Hospital at Westmead is around 30 to 45 minutes longer than to Westmead Hospital.

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HOW DO STAFF TRAVEL NOW?

The 2011 Census data indicated that the private vehicle mode share of, 81% (comprising of 76% vehicle drivers and 5% passengers) of Westmead employees drove to work.

In the subsequent questionnaires in 2014 and 2017, the drive alone mode share was 63% (1,318 employees) and 59% (669 employees), from smaller sample sizes.

The 2016 Census data indicates that private vehicle mode share has reduced from 81% to 75% between 2011 and 2016, with a corresponding 6% increase in commuter trips made by public transport.

Prior to the Westmead Redevelopment commencing and additional car parking facilities being constructed, the demand for car parking exceeded the available off-street parking within the Westmead Campus (verified as being 4,377 parking spaces in October 2015) and the Westmead neighbourhood on-street parking (est. 1,100 car spaces). It is noted that the available on- and off-street parking supply is changing regularly throughout the course of the Westmead Redevelopment as a result of construction staging and work area requirements, however there is a comm itment that there is no net loss in parking at any stage during the circa 5-year construction period.

On completion of the master plan, travel demand could reach 25,299 employees and 43,629 patients and visitors (est. 68,929 total, per day). Figure 6.1 provides an estimate of jobs within the Westmead Precinct (existing through to completion of Stage 1 redevelopment).

Figure 6.1: Estimate of Jobs within the Westmead Precinct

160 813 2016 500 3,046 4,931

180 750 ASB 500 3,500 5,232

300 750 2020 625 6,406 8,575

- 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000

FTE FTE FTE FTE FTE

Westmead Hospital Children’s Hospital NSW Pathology Cumberland Other health services

WHEN PARKING DEMAND EXCEEDS CAPACITY – STEPS MUST BE IMPLEMENTED TO MANAGE DEMAND INCLUDING POLICIES, PRICING, ADDITIONAL CAR PARK CAPACITY AND PEAK SPREADING. PRICING, PEAK SPREADING AND ACCESS TO PRE-TAX CAR BENEFITS AND * DISCOUNTED PARKING BENEFITS ARE ESSENTIAL POLICIES TO ADDRESS, ESPECIALLY FOR BACK- OF-HOUSE EMPLOYEES ARRIVING IN THE PEAK HOUR FROM THE PREDOMINANT RESIDENTIAL CATCHMENT.

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HOW DO STAFF TRAVEL NOW?

When Do Staff Travel?

In 2014 and 2017, an online questionnaire was conducted to assess how visitors and employees travel to Westmead. The 2017 questionnaire was emailed to all employees and hosted at the Redevelopment Info Hub iPads between 20-31 March. The questionnaire was communicated via email, posters and handouts provided to 2,000 pedestrians at campus entries and to 4,000 car windscreens in the campus car parks and on-street residential neighbourhoods. The response rate decreased from 1,792 participants in 2014 to 1,163 participants in 2017. The questionnaire sought responses regarding: • demographics • destination • current travel pattern • awareness of travel options. A free form comments section was provided, taking into consideration the volume of free form comments collected during the 2014 questionnaire.

The questionnaire responses are a sample of staff, patient and visitor travel demand and transport use (mode share).

In the 2017 questionnaire, most employee respondents (73% or 835 staff and visitors) reported travelling to Westmead during the peak of the peak period. Employee travel demand is driven by the roster (Figure 6.2) and (non-emergency) patient travel demand is driven by the scheduled appointments.

Figure 6.2: Time of day Staff and Visitors travel to Westmead

Figure 6.3 identifies staff travel by time of day to Westmead, and also highlights the time of non-emergency patient/ visitor travel demand.

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HOW DO STAFF TRAVEL NOW?

Figure 6.3: Time of day Staff and Visitors travel to Westmead

Much like other hospitals, staff shift times vary for each health department across the Campus. However, collectively the staff shifts can be grouped into the day shift, afternoon shift and evening shift.

Observations made with regards to the peak staff arrival and departure periods for the three primary shift times have also been summarised in Table 6.1.

Table 6.1: Staff Arrival Patterns Peak Arrival Peak Departure Shift Time Key Observations Period Period Staff arrivals generally concentrated between 7:00am and 8:30am 3:00pm- Day 6:30am-8:30am Staff departures more dispersed across the afternoon period given the 6:00pm various department shift times as well as shift changeover requirements typical to the majority of hospitals Staff typically arrive well before the shift start time which is likely attributed to external traffic conditions and the extent of staff parking demand Afternoon 2:30pm-6:00pm 9:30pm-10:30pm Staff departures assumed to occur across a relatively brief period, primarily associated with a reduced level of variation across different departments Staff arrivals are concentrated around the 10:00pm typical shift start time 7:30am- Night 9:30pm-10:30pm 9:30am Staff departures dispersed across the morning period as a result of staff shift changeover requirements typical to the majority of hospitals

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EXISTING TRANSPORT INFRASTRUCTURE & OPERATIONS

The precinct has a constrained road network

Previous traffic and parking studies identified the Westmead road network constraints. The precinct operates like a peninsula, with limited access to the north at Cumberland Hospital and no access east at Parramatta Park. There are few opportunities to increase the road network capacity through new roads or intersection improvements. In the 2011 Census, 6,652 employees (76% of those who travelled to work) in Westmead drove a car to work excluding passengers, which is a further 5%.

Spreading car travel demand before or after the morning and afternoon peak periods could reduce traffic demand, but not parking demand.

The precinct has parking constraints

Prior to the redevelopment, there were 4,377 employee car parking spaces on Westmead Campus (October 2015 count) and an estimated 1,100 on-street car parking spaces within a reasonable walking distance in Westmead. While there are fluctuations in parking supply as a result of the Westmead Redevelopment, there is a commitment to no net loss of parking during construction (as discussed in Section 6). Following construction of the Darcy Road Multi-storey Car Park in late 2017, and CASB in 2020 it is estimated that 5,793 parking spaces will be available.

There is a projected 80% increase in employee numbers for the Precinct Partners identified in Table 7.1, while only a 30% increase in parking supply, clearly signalling the need for alternate travel options to access the Westmead Campus. It is noted that projected employment numbers are not expected to be achieved in 2020/21 (i.e. upon opening of the CASB). Rather, the level of employment will gradually increase over the ensuing years.

Table 7.1: Comparison of Employees and Car Parking Spaces in the Westmead Precinct

Employees Car Parking Spaces Group Existing End-State Existing End-State

Westmead Adults 4,931 8,575 2,876 3,863

Westmead Children’s 3,046 6,406 1,300 1,729

ICPMR 500 625 Included in Westmead Adults

Westmead Institute of Medical Research 255 484 52 52 (Westmead Adults)

Other facilities and institutions 149 149 Total 8,732 16,090 4,377 5,793

Sydney and international case studies have demonstrated the link between parking pricing and parking demand. When the price is below the market rate (or free), all available car parking is full (City of Ryde, City of San Francisco). Since providing car parking is capital intensive (circa $30,000-$50,000 per car space), parking pricing is used to manage parking demand to ensure 10-15% of car parking spaces are available (those searching for a car space, find one) – Seattle set parking rates based on an annual occupancy audit, San Francisco set parking rates using technolo gy to audit parking availability.

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EXISTING TRANSPORT INFRASTRUCTURE & OPERATIONS

The precinct has good public transport access to the North West and West, including the T-Way and T1 trains

As was shown in Figure 7.1, the North West and West is the predominant residential catchment for employees. • The limited stops T1 to the West and East is a high standard, frequent service (164 per week day, a 24 -hr span of service) that covers typical shift patterns, especially during the peak periods (714 or 11.4% of Adult Hospital employees). • The T-Way coverage to the North West is good (252 inbound week day bus services and 4:00am-midnight span of service) that covers typical shift patterns, especially during the peak periods (338 or 5.4% of Adult Hospital employees).

The orange areas highlighted in the map below shows the 800m or 10 minute walk to train and bus stations. In addition, the 818 bus route is available, connecting Westmead along Hawkesbury Road and Darcy Road to Merrylands via South Wentworthville. There are no direct buses to the north or east of Westmead.

PROMOTING THE EXISTING T1 AND T-WAY SERVICES IS THE BASIS OF A QUICK WIN PROMOTIONAL * CAMPAIGN TO INCREASE PUBLIC TRANSPORT USE.

Figure 7.1: Public Transport Catchment across the Sydney Basin1

818 bus route not shown on figure. Connects Westmead (along Hawkesbury Road and Darcy Road) with Merrylands via South Wentworthville

Church Street is a desirable bus corridor to Baulkham Hills and Castle Hill, with 188 bus services per weekday with an 18-hour span of service. The closest bus stop to Westmead is 1.8 km walk to Children’s Hospital and 2 .3 km walk to Westmead Adult Hospital. To transfer to another bus at Parramatta Station, results in a 25 minute travel time penalty. This is not a practical option for the 405 employees or 6.5% of Adult Hospital employees who live along this corridor.

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EXISTING TRANSPORT INFRASTRUCTURE & OPERATIONS

Victoria Road is a busy bus corridor to the Lower North Shore and Inner West, with 259 bus services per weekday, with a 24 hour span of service. The closest bus stop to Westmead is 1.8 km walk to Children’s Hospital and 2.3 km walk to Westmead Adult Hospital. To transfer to another bus at Parramatta Station, results in a 25 minute travel time penalty. This is not a practical option for the 245 employees or 4% of Adult Hospital employees who live along this corridor.

Pennant Hills Road is also a desirable bus corridor with 77 buses between Macquarie Park, Epping, Carlingford and Parramatta. The closest bus stop to Westmead is 1.8 km walk to Children’s Hospital and 2.3 km walk to Westmead Adult Hospital. To transfer to another bus at Parramatta Station, results in a 25 minute travel time penalty. This is not a practical option for the 290 employees or 4.6% of Adult Hospital employees who live along this corridor.

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SETTING OUR TARGETS

Workplace travel plans set targets for shifts in staff commuting modes, to provide some guidance as to where resources in a travel plan should be deployed and provide a baseline measurement. Typically, targets are set over the three - to five-year life of the travel plan and are designed to be challenging but achievable. These targets have been set based on an understanding of the existing transport constraints and the future potential, including public and active transport improvements, as well as changes to land use.

For the purpose of this travel plan, two data sources have been reviewed to assess the baseline of travel mode share at Westmead. They are: • CASB State Significant Development Application (SSDA) – this assessment was completed in 2016. It estimated that 85-90% of Campus employees arrive to the campus by private vehicle. • 2011 Census data - The ABS 2011 Census Journey to Work survey indicated that the private vehicle mode share was 81 per cent. This includes both the vehicle driver and vehicle passenger in the result.

The following future mode share targets outlined below remain generally consistent with the SSDA, noting that the previous 2021 target of 75% has been adjusted, given the 2016 Census data indicates that this has already been achieved: • short-term (2021) vehicle mode share target of 70% • long-term (2026) vehicle mode share target of 65%. The target dates noted in this plan aligns with the expected five yearly census study program s.

The long term vehicle mode share target of 65% by 2026 will focus the implementation of car parking fees, active and public transport encouragement programs. In order to achieve these targets there is a requirement for ongoing consultation with the state and local government transport stakeholders.

Supplemental, supporting targets are to: • shift car drivers to walking, increase walking to 8.4% • shift car drivers to bicycle-riding, to reach an additional bicycle mode share of 3.9% from adjacent suburbs • shift car drivers to T-Way buses, to reach a bus passenger mode share of 4.6% • shift car drivers to reach 11.8% train mode share. Taken together, meeting all these targets results in a 65% drive alone mode share.

It is noted that existing cycling levels are not directly available from the JTW data detailed in Section 6 and form part of “other” modes. On this basis however, the existing cycling mode share is less than 2% and represents a significant opportunity given the regional cycleway facility adjacent to Westmead Hospital (which follows the T -Way alignment) as well as the recently completed Queens Road cycleway, which connects to Parramatta Park and the broader bicycle network.

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ACTIONS

Action 1: Identify Goals and Implement Framework

ACTION 1.1: Set a Mode Share Target

The WSLHD Travel Demand Management Precinct working party was established in late 2016 and continues to meet to assist with the development of a Travel Plan for Westmead Hospital and The Children’s Hospital at Westmead. This working party is represented by a number of key stakeholder groups such as WSLHD, Transport for NSW, City of Parramatta and the Westmead Redevelopment team. This working group has supported the need to adopt a target mode share for driving alone to work. A target mode share of 65% by 2026 (which represents a mode shift of around 10%) has been adopted for the Campus. This target will be reviewed after the 2021 ABS Census (when the data becomes available at a Travel Zone level), notionally mid-2022.

Within the Sydney Metropolitan Region, the drive alone mode share varies between hospital precincts, as is shown in Figure 9.1.

Figure 9.1: Comparison of Observed Mode Shares for Health Precinct (2011 Census Data)

Westmead Royal North Shore Prince of Wales Health Hospital Hospital Campus (76%) (58% single driver) (60% single driver)

Liverpool Hospital Royal Prince (75% single driver) Alfred Hospital (55% single driver) Target of 60% Source: TfNSW Bureau of Transport Statistics (now TPA), adapted from ABS 2011 Census JtW Data

Despite the Liverpool Hospital 2014 Travel Plan target of 60% drive alone, subsequent data shows Liverpool has the highest drive alone mode share at 75%, reflecting the challenges of ‘encouragement-only’ travel plan actions without addressing attractive, low employee parking costs which promote driving alone.

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ACTIONS

Meeting a mode share target of 65% drive alone will be challenging for the precinct partners to meet. However, when the redevelopment is complete, there will be 3,863 car spaces on-site at the Westmead Hospital – only sufficient parking for just under 45% of employees at the Adult Hospital.

A 65% target will focus the investment in the active and public transport encouragement programs, highlight the importance of competitive parking pricing compared to the Opal card daily public transport cap and provide a basis for on-going consultation with the state and local government transport stakeholders.

Supplemental, supporting targets are to: • shift car drivers to walking, to increase walking to 8.4% • shift car drivers to bicycle-riding, to reach a bicycle mode share of 3.9% from adjacent suburbs (noting Section 8 commentary on existing cycling levels) • shift car drivers to T-Way buses, to reach a bus passengers mode share to 4.6% • shift car drivers to reach 11.8% train mode share. Taken together, meeting all these targets results in a 65% drive alone mode share.

ACTION 1.1: Set a mode share target Timeframe Responsibility

1.1.1 Set a target to reduce single occupant car travel to campus. Completed WSLHD/ SCHN

1.1.2 Monitor annual participation via questionnaires and car park audits. Ongoing WSLHD/ SCHN

1.1.3 Collaborate with other hospitals to understand lessons learnt from travel Q4 2019 WSLHD/ SCHN planning process and other opportunities for incorporation into the Plan.

ACTION 1.2: Governance & Implementation Framework ACTION 1.2: Governance & Implementation Timeframe Responsibility

1.2.1 Conduct Precinct partner’s travel demand management interviews, travel Completed WSLHD/ SCHN demand management options assessment and recommendations.

1.2.2 Develop a governance framework - Formal agreement on actions, WSLHD/ SCHN demonstrating organisational commitment to these policy, infrastructure Completed Precinct Partners and operational projects.

1.2.3 Establish an external transport working group to meet and action items Completed WSLHD/ SCHN quarterly 1.2.4 Set timeframes for activities & establish a champion for each initiative. Completed Health Infrastructure Completed Q2 2018 for Darcy Rd MSCP WSLHD/ SCHN 1.2.5 Finalise draft Westmead Travel Plan Q4 2019 for CASB, Precinct partners ongoing live document

1.2.6 Establish an internal travel plan steering committee to assist with Re-established 5 June WSLHD/ SCHN implementation. 2019 Ongoing (limited funding outside WSLHD/ SCHN 1.2.7 Identify funding and delivery responsibilities redevelopment activities)

1.2.8 Work with Westmead Private Hospital to encourage their involvement with Q3/ Q4 2019 WSLHD/ SCHN the travel plan

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ACTIONS

Action 2-3: Reduce Drive Alone Travel

ACTION 2: Campaign to Encourage Public Transport

ACTION 2: Campaign to encourage public transport use Timeframe Responsibility

2.1. Develop multi-modal transport promotion and marketing campaign 2.1.1. Promote existing sustainable transport options for travelling to work and related recreational trips such as the existing T-Way regional bus network, T1 and T5 trains 2.1.2. Communicate how to access the hospital 2.1.3. Install electronic notice boards (ipad or similar) throughout the Q3 2019 for use in Q4 campus at entries, lifts, waiting rooms 2019 WSLHD/ SCHN/ 2.1.4. Collect information from people regarding their walk, bike ride GTA Consultants or public transport trip to inform improvements 2.1.5. Communicate how to top up opal cards, including at campus retailers and online 2.1.6. Any change to opal fares and fare structures to be communicated in staff quarterly forum 2.2 Develop a new starter kit with public transport information, recommend Q3 2019 for use in Q4 WSLHD/ SCHN maps and apps 2019 2.3 Provide transport updates in quarterly staff forums, including any change In progress, ongoing WSLHD/ SCHN to opal fares and fare structures 2.4 Prepare a Travel Access Guide and provide on all “how to get here” WSLHD/ SCHN/ Q3 2019 websites for precinct partners GTA Consultants 2.5 Prepare travel information (this may include the Travel Access Guide) to be supplied to patients and visitors with any appointment booking Q3 2019 WSLHD/ SCHN information 2.6 Work with campus retailers to install OPAL top up machines on-site, ongoing WSLHD/ SCHN market OPAL availability

ACTION 3: Campaign to Encourage Walking and Cycling ACTION 3: Campaign to encourage walking and cycling Timeframe Responsibility WSLHD/ SCHN Health 3.1 Implement “Make Healthy Normal” programs across campus ongoing Promotion Units 3.2 Prepare and distribute a Local Walking Guide with nearby walkable WSLHD/ SCHN/ Q3, 2019 destinations and recreational walking routes (all main building entries) GTA Consultants 3.3 Provide copies of City of Parramatta’s “Greater Parramatta by Bicycle” map as follows: • to be distributed with TAG to all staff tbc WSLHD/ SCHN • as hard copies stocked at key visitor interfaces i.e. within reception areas for patients and visitors where other similar material is currently available 3.4 Conduct regular walking and running events (e.g. walks with the Heart In progress, continue to WSLHD/ SCHN Foundation, Global Corporate challenge / beat the street) communicate 3.5 Support regular bicycle events: • monthly rides with CAMWEST Ongoing, continue to • quarterly skills courses WSLHD/ SCHN • annual Ride to Work day events communicate • promote Parramatta Council cycling events • promote RMS cycling events

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ACTIONS

ACTION 3: Campaign to encourage walking and cycling Timeframe Responsibility

3.6 Prepare case studies of existing active transport users (targeting non- WSLHD/ SCHN Health stereotypical users), for promotion on social media platforms, electronic Ongoing Promotion Units noticeboards and staff forums 3.7 Encourage bicycle share schemes (external providers) to target WSLHD/ SCHN Health Westmead Precinct and the major bus corridors on Church Street, Ongoing Promotion Units Victoria Road and Pennant Hills Road

Action 4: Review Policy Framework

ACTION 4: Review of staff parking arrangements

High rates of driving alone and parking is linked with the historically low parking prices for Westmead Hospital in particular and ongoing payment of weekly parking fees, reducing the likelihood that staff consider walking, cycling or catching public transport for part or all of their weekly commuter travel.

When public transport is more expensive, indirect, and infrequent and offers a shorter span of services – employees do not consider it a viable option for their commute.

Parking congestion is a factor in changing employee travel demand, noting also that there is a willingness to pay more for better access to parking, with anecdotal evidence reported in the staff questionnaire that employees use visitor parking for the overflow when they are unable to find parking in the staff car parks or on-street. This is detrimental to patient access.

ACTION 4: Revise access to parking and enforce parking rules Timeframe Responsibility

4.1 Increase weekly staff parking fees Completed WSLHD/ SCHN

Completed (existing car 4.2 Identify and implement parking allocation for patients, staff, short stay WSLHD/ SCHN/ and long stay visitors. Provide dynamic signage to indicate parking parks) Secure Parking availability. 2020 (CASB)

4.3 Manage travel demand by considering allocation of staff and visitor car Ongoing, surplus WH parking and through implementing a waitlist arrangement as available WSLHD/ SCHN parking at present car parking approaches capacity.

Ongoing, surplus WH 4.4 Investigate opportunities for staff to be able to suspend their car WSLHD/ SCHN parking entitlements for periods of time when not required parking at present

4.5 Establish a parking booking system for staff and patients to book a car Ongoing, surplus WH WSLHD/ SCHN/ space when they need it (staff linked with Action 4.3) parking at present Secure Parking

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ACTIONS

Action 5: Monitor and Evaluate

ACTION 5: Monitor and Evaluate Travel Demand

This travel plan is a live document and must be monitored and evaluated on an on-going basis. Monitoring establishes the staff, patient and visitor baseline transport use (mode share) and parking occupancy. Conducting monitoring actions regularly (walking audit, car park occupancy audit) will enable precinct partners’ document and evaluate future progress or identify gaps in the travel demand actions. It will likely identify gaps in the internal transport network, as well as the local active and public transport network. This data will provide valuable information to future planning processes and will clearly identify user requirements, areas of improvement and also aid key stakeholder groups with clarity for allocation of funds.

Already internal monitoring is conducted to facilitate the transition of the car parks to the new car park operator and to establish the baseline travel mode share for the precinct partner organisations. The Working Group transport decision - makers at a state and local level have already expressed an interest in this data especially the baseline mode share and the potential gap analysis (Action 7). This data was provided in April 2017.

ACTION 5.1: Establish baseline and evaluation program Timeframe Responsibility

5.1.1 Audit car parking to establish a baseline parking occupancy and Ongoing Secure Parking monitor regularly

Annually (minimum every 5.1.2 Conduct staff travel questionnaire WSLHD/ SCHN 2 years)

5.1.3 Analyse staff home postcode data to identify potential target groups WSLHD/ SCHN/ Q3 2019 for mode shift or specific measures GTA Consultants

Completed 2018 (SCHN) 5.1.4 Audit formal and informal bicycle parking to confirm the short- and Q3 2019 (Updated WSLHD/ SCHN medium-term program of works Campus-wide)

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ACTIONS

Action 6: Install New Infrastructure

ACTION 6: New infrastructure to support non-driving trips

Access to open spaces, walkways and cycle ways is critical in achieving a liveable and sustainable precinct. In order to enhance walking and cycling connections, the Westmead redevelopment have included end of trip and bicycle parking facilities within the new entry plaza being delivered in Stage 1 of the Westmead Redevelopment. These facilities will encourage walking and cycling and support the green link concept between the Innovation District and the CBD through Parramatta Park.

There needs to be an expanded local network of green corridors beyond Westmead linking Westmead through to Parramatta Parklands and into the Parramatta CBD. Each of these green corridors should support safe, active transport links for walking and cycling, allowing Westmead Innovation District staff and visitors to have a green sustainable alternative for travelling to their home and to leisure activities.

Action 6.1: Install and promote supportive transport infrastructure

ACTION 6.1: Install supporting infrastructure with nearby stakeholders Timeframe Responsibility

CoP, Council 6.1.1 Install lighting on footpath approaches to station, bus stops TBC Parramatta Park

6.1.2 Implement a High Pedestrian Activity Area for Hawkesbury Road TBC RMS

6.1.3 Manage on-street parking in residential areas using pricing or 2P controls TBC CoP Council

6.1.4 Upgrade car park operations for cycling and motorcycling: i. Mark bicycle lanes with high visibility green paint leading from the entries and exits to bicycle parking (West Plaza area Westmead In progress WSLHD Hospital) (existing facilities) ii. Install way finding signage to bicycle parking and end-of-trip facilities 2021 (new Westmead iii. Install bicycle parking cages for 5% of employees facilities) Redevelopment iv. Install bicycle parking u-rails near all building entries for 5% of visitors

6.1.5 Install end-of-trip facilities (male and female) change rooms, showers and 2021 WSLHD/SCHN lockers (for 5% of employees)

6.1.6 Encourage staff to trial the utilisation of bicycle share schemes (internal or WSLHD/ SCHN Health ongoing external providers), and to use these for cross-precinct trips Promotion Unit

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ACTIONS

Action 7: Collaborate Externally to Improve Public and Active Transport Access

ACTION 7.1: Continue Collaboration with State and Local Government Stakeholders to Improve Access to Active and Public Transport

The precinct partners are working across government to improve transport and access at Westmead. This includes the City of Parramatta, Parramatta Light Rail, RMS, TfNSW, Sydney Trains and the bus operators.

Many of the staff and patient transport issues documented in the 2014 and 2017 travel questionnaire (Action 5) are the responsibility of these external stakeholders. To meet the target mode share, the precinct partners must c ollaborate with these organisations to flag these concerns for these organisations to address (Action 7).

To collaborate with representatives from Transport for NSW and City of Parramatta representatives, quarterly meetings are established to share data, present results and flag infrastructure and operational improvements.

ACTION 7.1: Coordinate with state and local transport stakeholders Timeframe Responsibility

Completed 6 workshops to date: 21/10/2016 1/02/2017 7.1.1 Convene a quarterly collaborative working group to work with 6/04/2017 external transport stakeholders to request changes to create mode 12/09/2017 shift to active and public transport: 19/02/2018 WSLHD/SCHN 2/07/2019 o Meet quarterly 1/10/2019 o Precinct partners to provide feedback on key actions

Upcoming: 28/01/2020 7/04/2020

ACTION 7.2: Off-street parking changes and steps to manage on-street parking

Parramatta is designated as the second Sydney CBD, referred to by the Greater Sydney Commission (GSC) as the Central River City. The GSC includes Westmead as the ‘health and super education’ precinct of the Greater Parramatta and Olympic Park (GPOP) corridor, with planning, funding and management for local infrastructure required.

To allow Council to plan for the appropriate responses to this demand (signage, pricing), the City of Parramatta must be notified of the precinct’s pending off-street parking changes and likely demand for on-street parking in residential neighbourhoods. As an example, where the Optus Travel Plan (North Ryde and Macquarie Park) created on-street parking spill-over into the residential neighbourhoods, on-street parking time controls and pricing were required to manage demand for publicly available parking.

ACTION 7.2: Off-street parking changes and steps to manage on- Timeframe Responsibility street parking

7.2.1 Advise the City of Parramatta about pending off-street parking TBC WSLHD/CoP Council changes and request steps to manage on-street parking

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ACTIONS

ACTION 7.3: Advise the City of Parramatta about upcoming pedestrian promotions and request steps to improve pedestrian conditions

The City of Parramatta approved the Parramatta Ways plan to install large shade producing trees, footpath and lighting within the LGA. The precinct partners must support this, as the busiest residential catchment for the Adult Hospital is the suburb of Westmead (315 employees or 5% of Adult Hospital employees). 315 employees live within the suburb and 257 employees are within a 15 minute walk of the workplace. The darkest purple streets in the map contained in Error! Reference source not found. have the highest employee residential density.

Encouraging more people to walk to work, including the 257 (4.1%) employees which live within a 15 minute walk, will require comprehensive walking improvements throughout the Westmead suburb.

In the staff travel questionnaire 2017, employees reported that pedestrian links to the station, T-Way stops and Parramatta Park require: • wider footpaths and pedestrian ramps • more frequent pedestrian signals (currently 540 second delay to cross Hawkesbury Road at Darcy Road) • improved footpaths and lighting • improved wayfinding • improve pedestrian amenities, including water bubblers and benches. New, direct connections, street lighting and more crossing opportunities will benefit pedestrians and increase the attractiveness of walking to higher frequency public transport options: • Church Street bus stops (21550144, 2150146) to Baulkham Hills, Castle Hill, Macquarie Park, Epping, Carlingford and Parramatta. • Victoria Road bus stops (215088, 215089) to the Lower North Shore and Inner West.

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ACTIONS

Figure 9.2: Westmead Footpath Network Catchment Figure 9.3: Forecast of Staff Desire Line (Right) (Left)

The Westmead suburban residential catchment south of Parramatta Marist High School and the rail line is impermeable, with limited or no crossings. This significant travel time penalty adds to the walk time -- (540m or 47% travel time increase to 24 minutes, excluding wait times at pedestrian signals) or Hawkesbury Road (230m or 20% travel time increase to nearly 20 minutes, excluding wait times at pedestrian signals). The desirable pedestrian alignment is illustrated in Figure 9.4.

Figure 9.4: Desirable Pedestrian Alignment Figure 9.5: Actual Pedestrian Alignment

ACTION 7.3: Improve awareness of pedestrian routes and conditions. Timeframe Responsibility

7.3.1 Advise the City of Parramatta about upcoming pedestrian Prior to promotions, TBC WSLHD/ SCHN promotions and request steps to improve pedestrian conditions

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ACTIONS

ACTION 7.4: Advise the City of Parramatta about upcoming bicycle promotions and request steps to improve bicycle conditions

The City of Parramatta approved the Parramatta Bike Plan to install cycleway and shared user paths, bike parking, wayfinding and lighting within the LGA. It is important to support this plan, given that bicycle riding could accommodate almost 20% of staff travel to Westmead. At the moment, to ride a bicycle from nearby residential areas, employees must ride on - street using busy roads. Encouraging more people to ride a bicycle to work, including the 1,179 (18.8%) employees which currently live within a 20 minute bicycle ride, will require comprehensive improvements to link Westmead to adjacent residential catchments. Bicycle improvements to nearby neighbourhoods is required, particularly to: • Greystanes • Merrylands, Granville • Northmead • Winston Hills /Baulkham Hills • Toongabbie • Girraween/ Pendle Hill. Cyclists have demonstrated they are willing to ride further than 5km – some already cycling along the Parramatta Valley Cycleway from Meadowbank and Olympic Park and the Cooks River Cycleways.

ACTION 7.4.: Coordinate with local transport stakeholders Timeframe Responsibility

Work with Parramatta Council to: 7.4.1 Continue supportive communications, especially for walking and cycling ongoing WSLHD/ SCHN events

7.4.2 Install tree cover, lighting and footpaths to nearby destinations, regional CoP Council TBC destinations, widen existing footpaths and upgrade ramps, street furniture Precinct Partners

7.4.3 Resolve gaps in the bicycle network and extend bicycle infrastructure CoP Council through campus, connecting to the T-Way cycleway and the Parramatta TBC Precinct Partners Valley Cycleway

7.4.4 Minimise on-street parking overflow by establishing a market rate for on- street parking, use pricing to ensure some 2P zones are available at all TBC CoP Council times.

Work with Cumberland Council to: 7.4.5 Resolve gaps in the bicycle network, connecting employee residential TBC Cumberland Council suburbs of Westmead and nearby Wentworthville, Mays Hill and Holroyd, among others.

ACTION 7.5: Advise Transport for NSW about upcoming public transport promotions; and request improvements to bus network connections to facilitate travel between Westmead Hospital and nearby residential catchments and surrounding activity centres where the majority of Westmead Hospital staff reside including:

• Toongabbie/ Constitution Hill/ Wentworthville (280 employees) • Girraween/ Pendle Hill (226 employees)

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ACTIONS

• Greystanes/ Pemulwuy/ South Wentworthville (152 employees), • Northmead East/ Winston Hills East (182 employees) Provide regional connections to regional activity centres and residential catchments: • Castle Hill/ Baulkham Hills (338 employees) – including Northmead/ Winston Hills bus proposal (520 employees) • Pennant Hills Road via Carlingford/ Epping/ Macquarie Park (290 employees) • Victoria Road (245 employees) • Fairfield/ Guildford West/ Merrylands West (199 employees).

ACTION 7.5.: Coordinate with local transport stakeholders Timeframe Responsibility

Work with TfNSW to: 7.5.1 Advise TfNSW of upcoming public transport promotions and TBC WSLHD/ SCHN request improvements to bus network to facilitate travel for nearby residential catchments and surrounding activity centres.

ACTION 7.6 Advise TfNSW about the upcoming transport promotions and request service enhancements for specific services

Increase the service starting time for the T5 to 5:00 and increase the frequency to 20 minutes The T5 from Campbelltown only starts at 6:21 and runs until 00:35 and operates every half hour, which is not high frequency for the rail network. This is not a practical service for employees rostered on at 6:00, nor is the frequency attractive for employees living nearby (182 employees live in Merrylands, Guildford and Fairfield or 2.9% of Adult Hospital employees) nor for employees living along the rail catchment (305 employees or 5% of Adult Hospital employees). Revert to the T1 Blue Mountains line weekday stop at Westmead The T1 Blue Mountains train timetable was changed in 2013. Since 2013, employees commuting to Westmead must transfer to an all stops service at Blacktown (313 employees, 5% of Adult Hospital employees) or Parramatta (189 employees, 3% of Adult Hospital employees)– the weekend timetable still includes Westmead. This receives numerous comments (43, 4% of all responses or 13% of all employees from this area responded) in the staff travel questionnaire, from employees who made residential decisions made on the previous timetable. Review existing, circuitous and infrequent bus services Review all local public bus routes in the Westmead Hospital precinct.

ACTION 7.6: Coordinate with state transport stakeholders Timeframe Responsibility

Work with TfNSW to: 7.6.1 Share and use creative assets in active and public transport promotions

7.6.2 Improve T1 interchange timetable between Westmead and Parramatta and WSLHD/ SCHN & TBC Blacktown T1 Blue Mountains train services (or add a direct trains each TfNSW hour between Westmead and Blue Mts, Newtown / Redfern)

7.6.3 Increase the starting time for the T5 to 5:00 and increase the frequency to 20 minutes

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ACTIONS

ACTION 7.6: Coordinate with state transport stakeholders Timeframe Responsibility

7.6.4 Review all existing local public bus routes in the Westmead Hospital precinct

7.6.5 Request improvements to bus network connections to facilitate travel between Westmead Hospital and nearby residential catchments and surrounding activity centres.

7.6.6 Request improvements to bus network connections to facilitate travel from residential catchments south west of the precinct by linking the Liverpool Parramatta T Way to the North West T Way through Westmead.

7.6.7 Ensure future transport plans address the precinct’s 24-hour, 7 day transport requirements, such as future Parramatta LRT, connecting to NW TBC TfNSW Metro stations via the bus network / future Sydney Metro

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TRAVEL PLAN IMPLEMENTATION PROGRESS TO DATE

The Travel Plan was established in October 2017 and several actions identified in the Travel Plan have since been implemented, in addition to initiatives that were already underway during the preparation of the Travel Plan. Some specific examples of how actions have been implemented on Campus are contained in this section, which will be progressively updated with subsequent revisions to the Travel Plan.

Action 1: Identify Goals and Implement Framework

Action 1.1.2 Set a target to reduce single occupant car travel to campus

Staff travel surveys were distributed all electronically to all WSLHD and SCHN staff working in the Westmead Precinct in September 2019 and July 2019 respectively. Key results include a significant reduction in Westmead Hospital private vehicle mode share when compared to the previous staff travel survey in 2015, from 93 per cent to 70 per cent. Children’s Hospital at Westmead experienced a modest three per cent reduction from 82 per cent to 79 per cent in the same period.

Action 1.2.4 Monitor annual participation via questionnaires and car park audits

Health Infrastructure has been responsible for carriage of the Sustainable Travel Plan during the Westmead Redevelopment. The Director Corporate Services at WSLHD (currently Adam Cruickshank) has been established as champion for Sustainable Travel Plan moving forward. The Director Corporate Services role is well positioned to continue progressing the travel plan after the Westmead Redevelopment is complete.

Action 1.2.6: Establish an internal travel plan steering committee to assist with implementation

Internal steering committee convened 5 June 2019 attended by WSLHD, HI, PwC and GTA on 11 June 2019. It is expected the steering committee will undergo change following the WSLHD Director Corporate Services being established as champion for the Sustainable Travel Plan, noting the committee will primarily be composed of WSLHD and SCHN staff.

Action 1.2.7: Identify funding and delivery responsibilities

New visitor bicycle parking funded as part of Darcy Road Multi-Storey Car Park capital investment. New staff bicycle parking and end-of-trip facilities (as well as associated connecting path infrastructure) funded as part of the Central Acute Services Building capital investment. Further infrastructure funding expected as part of the forthcoming Children’s Hospital at Westmead capital investment. Confirmed no additional funding for travel planning actions at this stage. This must be considered when prioritising actions.

Action 2-3: Reduce Drive Alone Travel

Action 2.1/ 2.2/ 2.4/ 2.5/ 3.2: Prepare a Travel Access Guide and provide on all “how to get here” websites for precinct partners (among other actions)

A Travel Access Guide (TAG) has been prepared for the Westmead Hospital Precinct, identifying public transport connections to the precinct, as well as recommending cycle and pedestrian routes to the precinct and surrounding area. The TAG will be reviewed by WSLHD for incorporation of patient/ visitor information and inclusion of the most recent campus map. Draft format illustrated in Figure 10.1 and Figure 10.2.

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Figure 10.1: Travel Access Guide – Draft (Page 1 of 2)

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Figure 10.2: Travel Access Guide – Draft (Page 2 of 2)

Action 2.1.3: Install electronic notice boards (ipad or similar) throughout the campus at entries, lifts, waiting rooms

Confirmed there are a number of TVs across the Westmead precinct, controlled by the Westmead Redevelopment, WSLHD, SCHN, University of Sydney and WIMR. Content provided to date to Westmead Hospital TVs typically include redevelopment works, including Parramatta Light Rail video and route announcement. Opportunity to advertise existing public transport routes and any public and active transport changes in the precinct to visitors through these channels.

Action 2.1.4: Collect information from people regarding their walk, bike ride or public transport trip to inform improvements

As stated for Action 1.1.2, staff travel surveys were distributed to all WSLHD and SCHN staff working at the Westmead Precinct in September 2019 and July 2019 respectively.

Action 2.3: Provide transport updates in quarterly staff forums

Transport updates currently provided by Westmead Redevelopment team to staff and visitors through both online newsletters2 and staff forums. The most recent staff forum convened 23 May 2019. The WSLHD Director Corporate Services will be responsible for continuing staff forums once Westmead Redevelopment is complete.

2 http://www.westmeadproject.health.nsw.gov.au/news-and-publications/project-update

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Action 2.6: Work with campus retailers to install OPAL top up machines on-site, market OPAL availability

New Opal cards and top-up facilities currently available in the Westmead LPO, located in Shop 206 within Westmead Hospital main building. Westmead LPO open 7am to 5pm Monday to Friday. This information is available via https://transportnsw.info/opal-retailers#/.

In the October 2019 Stakeholder Workshop committed to investigating whether additional opal card top up machines could be provided in other campus retailers across the site. This would particularly benefit The Children’s Hospital at Westmead as the Westmead LPO is located within the Westmead Hospital building.

Action 3.4: Conduct regular bicycle events

Similar to the nationally promoted “Walk to Work Day” and “Ride to Work Day” initiatives, Westmead Hospital have commenced holding an annual “Ride and Stride Week”, which has been conducted in 2016, 2017 and 2018 to-date. Ride and Stride week is an active transport week event held annually in October, with the 2017 event featuring a series of activities and pop-up displays. The objective is to encourage staff who usually drive to work to consider alternative transport options during the week. Opportunities to walk, cycle or catch public transport are heavily advertised. This initiative can be promoted to encourage participation amongst Children’s Hospital at Westmead staff as well.

Figure 10.3 and Figure 10.4 provide examples of the collaborative nature of Ride and Stride week, as well as one of the pop-up displays from October 2017.

Figure 10.4: Example Pop-up Display Figure 10.3: Ride and Stride Week Activity

City of Parramatta Council has expressed that Council can provide support for the hospital’s promotion of the Biketober 2019 campaign, which seeks to encourage workers to cycle to work at least once throughout the period.

Action 4: Review Policy Framework

Action 4.1/ 4.2: Increase weekly staff parking fees and identify and implement parking allocation for patients, staff, short stay and long stay visitors. Provide dynamic signage to indicate parking availability.

Several elements of this action have been implemented, along with further rationalisation of parking management including: • Westmead Hospital car park pricing has been increased and is now in-line with the Ministry of Health guidelines as identified in Section 4, with The Children’s Hospital at Westmead to follow in June 2018.

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• For Westmead Hospital alone, there was previously in the order of active or redundant 13,000 proximity cards with access to staff car parking. This has been cleaned up and cross-checked against staff currently entitled and paying for car parking to be in the order of 4,000 proximity cards. • Dynamic car park signage (LED displays) has been implemented in most staff and visitor car parks, indicating the number of available parking spaces for staff and visitors. Action 4.3 Manage travel demand by considering allocation of staff and visitor car parking and through implementing a waitlist arrangement as available car parking approaches capacity

Considering the Westmead Redevelopment project has delivered surplus car parking spaces in anticipa tion for increased future staffing numbers, Mathivanan Sakthivel (previous WSLHD Director Corporate Services), stated at the travel demand workshop on 2 July 2019 that Westmead Hospital is developing a staff priority approach to be implemented once demand reaches supply.

Following consultation with Transport for NSW, WSLHD has agreed to reduce staff parking supply prior to demand reaching supply. This is initially being implemented through the reallocation of 50 parking spaces in Car Park 1 from staff to visitor spaces, which will assist with the temporary Hawkesbury Road traffic arrangements during PLR construction. Further reductions in staff parking are to be agreed internally within WSLHD. Once staff parking demand reaches an average of 90 per cent occupancy (accounting for daily fluctuations in demand), this will be considered as the trigger to implement waiting list arrangements.

Action 4.4 Establish a parking booking system for staff and patients to book a car space when they need it (staff linked with Action 4.3)

Discussions with WSLHD notes that there is currently a surplus of car parking spaces hence a parking booking system is considered unnecessary. This will be implemented at a later stage once car parking demand approaches supply.

Action 5: Monitor and Evaluate

Action 5.1.2: Conduct staff travel questionnaire

As stated for Action 1.1.2, staff travel surveys were distributed to all WSLHD and SCHN staff working at the Westmead Precinct in September 2019 and July 2019 respectively.

Action 5.1.3: Analyse staff home postcode data to identify potential target groups for mode shift or specific measures

Updated postcode data analysis has been completed, illustrated in Figure 5.4 and Figure 5.5 and detailed in Table 5.5. It is intended for staff postcode data to be provided to Transport for NSW to assist public transport planning to the precinct.

Action 5.1.4: Audit formal and informal bicycle parking to confirm the short- and medium-term program of works

As part of the Westmead Redevelopment, bicycle parking and associated end of trip facilities are being provided within the CASB forecourt level 1, as shown in Figure 10.6. A bike ramp is provided along the northern edge of the CASB forecourt, delivering cyclists safely from Hawkesbury Road to the end of trip facilities.

Furthermore, as part of the Darcy Road multi-storey car park development, opened late 2017, publicly accessible bicycle racks were provided on the first floor near Institute Road, as shown in Figure 10.5.

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Figure 10.5: MSCP bicycle end of trip facilities

Figure 10.6: CASB bicycle end of trip facilities

Image source: Plaza and Landscape presentation prepared by Multiplex dated September 2018

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Action 7: Collaborate Externally to Improve Public and Active Transport Access

The regular planned travel demand workshops convened on 2 July 2019 and 8 October 2019, attended by WSLHD, TfNSW, City of Parramatta Council, SCHN/ CHW, HI, PwC and GTA. Next meetings indicatively scheduled as follows: • Q1 2020 – 28 January 2020 • Q3 2020 – 7 April 2020. Transport for NSW expressed a willingness to understand existing staff user group profiles and residential origins to assist discussion around potential public transport changes to better cater for Westmead Hospital Precinct staff requirements.

Action 7.2.1 Advise the City of Parramatta about pending off-street parking changes and request steps to manage on-street parking

It should be noted in regards to this action that City of Parramatta Council stated in the 2 July 2019 travel demand workshop that there are no plans currently to review on-street parking in Westmead as there is no unreasonable use at present. Review will be conducted on a case by case basis when required.

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NEXT STEPS

Outlined below is a list of key steps to support the implementation of the STP: • Circulate the revised STP to the Travel Demand stakeholder group for any further feedback and coordination. • Progressive implementation of STP. • Expansion of the STP to include other precinct partners including Westmead Private Hospital. Monitoring and evaluation of key actions will be formalised via the reporting framework or dashboard. Progress of the action plan will be reported on a bimonthly basis. The agency responsible for each action are required to provide a status report on their progress at the scheduled quarterly Travel Demand workshops.

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