Abstract Manager

Large scale construction projects can often create major traffic impacts, and in Vancouver, the Broadway Subway Project (BSP) has been no exception. Five new underground stations are being built along Broadway, Vancouver’s major throughfare. Broadway is also used by Canada’s busiest bus route, the 99 B-Line that saw 11.3M annual boardings in 2023.

To facilitate construction of this underground railway, seven blocks along Broadway were excavated to depths of 60ft and were covered with temporary traffic decks that allowed street operations to continue. However, the needs of adjacent construction sites and varied construction logistics meant challenging road conditions for wide city buses. It was not long before the Coast Mountain Bus Company (CMBC, TransLink's bus operating company) started receiving reports of bus damage and other operational concerns.

To address this emerging problem, a working group was formed, consisting of representatives from TransLink, CMBC, The City of Vancouver, Province (project owner), and ProjectCo (project contractor). The group prioritized three key objectives:

1. Improve Overall Safety (for both the Contractor and bus operator)
2. Increase Bus Reliability, and
3. Reduce Bus Damage.

To achieve these objectives, the group took a multi-faceted approach:

• Bus Ride-Alongs - the group would board a 60ft articulated bus and travel through the Broadway corridor, keenly observing any dangers, risks, or obstacles along the way. Any observed issues were actioned and promptly resolved.
• BSP Notice Board - at the bus depot, CMBC established a BSP Notice Board where supervisors would post upcoming traffic changes on Broadway or issue updates on action take to address concerns raised. This notice board significantly improved bus operators’ interest and engagement on the project.
• Project-Specific Reporting by Drivers – bus operators were provided with a code to report issues of concern along the corridor.  These issues were immediately relayed to and actioned by the contractor.
• Open Houses – the working group would attend Open Houses at the bus depot, welcoming operators on their shift with coffee and treats, to help create dialogue about the project.

These approaches resulted in a significant reduction in reportable damage to buses and construction equipment and related traffic delay. They also resulted in a more trusting and effective relationship between the many stakeholders. Join us as we explore, in detail, the methods used, results achieved, and lessons learned along the way.