THE ROAD LESS TRAVELLED Translink’S Improbable Journey from 1999 to 2008 Copyright © 2008 by Translink

TransLink 1600 – 4720 Kingsway Burnaby, BC V5H 4N2 Canada 604-453-4500 www.translink.bc.ca

Written by Trevor Wales Revised by Heather Prittie and Jhenifer Pabillano Edited by Patricia G. Webb Preface by Mike Harcourt

Library and Archives Canada Cataloguing in Publication

Wales, Trevor, 1986-

The road less travelled: TransLink’s improbable journey from 1999 to 2008 / written by Trevor Wales; edited by Patricia G. Webb; preface by Mike Harcourt.

ISBN 978-0-9810441-0-1

1. TransLink (Firm)--History. 2. Local transit--British Columbia--Vancouver Metropolitan Area--History. 3. Transportation and state--British Columbia--Vancouver Metropolitan Area--History. I. Webb, Patricia G. (Patricia Grace), 1959- II. TransLink (Firm) III. Title.

HE4508.B7W35 2008 388.409711’33 C2008-903858-4 CONTENTS

1 Preface by Mike Harcourt 51 Millennium Line SkyTrain Opens Amid Controversy 2 The TransLink 55 Three-Year Plan Marks Family of Companies a Fresh Start 59 U-Pass Earns High Marks 1- 5 Ignition: Pre-history - 1999 From University Students 6 Timeline 1897-1988 9 TransLink: A New Model 4-61 Momentum: 2004 - 2007 for Managing Transportation 62 Timeline 2005-2007 11 Life Before TransLink 65 Building Relationships 15 First Steps Throughout the Region 69 A New Plan, a 10-Year Outlook, 2-21 Path ﬁ nding: 1999 - 2001 and a New Deal 73 The Canada Line Debates 22 Timeline 1999-2001 77 Major Shifts in Governance, 25 Leaders are Appointed Mandate, and Funding and the Transition Begins 29 Early Transit and Road Improvements 5-81 New Destinations: 2008 and Beyond 33 The Vehicle Levy Stalls - 37 Transit Strike Crawls 82 Timeline 2008 2040 85 Expanded Mandate Makes Bigger Projects Possible 3-41 Acceleration: 2002 - 2003 42 Timeline 2002-2004 88 Awards 45 New Leadership Revitalizes TransLink 49 A New Push for Stable Funding PREFACE by Mike Harcourt

Mike Harcourt is a former premier of British Columbia, mayor of Vancouver, and city councillor. His work has helped B.C. become one of the most livable regions in the world. Today, he continues to champion sustainable development and livable communities worldwide, and has been honoured for his efforts with the Woodrow Wilson Award for Public Service, and the Canadian Urban Institute's Jane Jacobs Lifetime Achievement Award. In 2006, he chaired the Prime Minister's Advisory Committee for Cities and Communities, and co-chaired the National Advisory Committee on the UN-HABITAT World Urban Forum. Preface 1

In the 1990s, transportation was the top issue in the Opening in 2009, the new Canada Line provides a rapid Lower Mainland. Skyrocketing rates of car ownership and transit link between Richmond, Vancouver, and the Vancouver gridlock on the roads made commuting a nightmare, as well International Airport. The line offsets the need for more roads as challenging efficient goods movement and producing and bridges, adding the transit capacity of 10 major road environmentally damaging emissions. The provincial lanes to a corridor containing one-third of our region’s jobs, government and leaders of the 20 municipalities making up and one-fifth of its population. the Greater Vancouver Regional District (GVRD) knew at that time this situation couldn’t go on. And TransLink’s work has helped the region reduce its environmental impact. New transit vehicles run on cleaner The solution, the GVRD believed, lay in a regional response. diesel fuels that use less fuel and produce far fewer With no other transportation model coming close to fitting emissions, and 141 diesel-electric hybrid buses are even its needs, Greater Vancouver blazed its own trail, developing cleaner. TransLink also continues investing in zero-emission a regional agency with unprecedented authority to tackle electric trolley buses, replacing its entire trolley fleet to the crisis. Through negotiations with the Province of British low-floor models. Cycling infrastructure and bike access to Columbia, TransLink was born in 1999: a unique, made-in-B.C. transit are also major priorities: most TransLink buses are solution unmatched by any transportation authority in now equipped with bike racks, and bike lockers are in many the world. SkyTrain stations. MIKE HARCOURT TransLink has three key features. First, it is responsible for What will blow everyone’s socks off, however, is TransLink’s creating a transportation network to move people and goods next five to seven years. With 2008 bringing a new board efficiently, and building capacity to handle population growth structure and more dedicated funding, TransLink can now and meet the municipalities’ economic plans. Second, it is truly deliver on its promise of transporting people and goods responsible for both the major road network and the public while responding to the needs of municipalities. transit system - in almost every other city, these areas are the responsibility of separate departments. Third, it has the means Aligning with provincial plans, TransLink is already planning to raise its own funds through taxation—a key change from its two new rail rapid transit lines, the Evergreen Line and UBC predecessor BC Transit, who had to appeal to the province for Line, as well as an extension of the Expo Line. Seven more funding every year. high-capacity rapid bus lines will also be launched in Metro Vancouver. TransLink’s new real estate function is looking to The structure works. In the years since its formation, TransLink’s shape smarter, denser city development early on. Through work has brought a wealth of benefits to our region. these projects and more, TransLink is moving toward a complete regional transportation system, offering a viable For instance, after a decade that saw virtually no expansion alternative to the car, and linking city centres and corridors of transit services, TransLink increased transit service hours that are greener and more compact. by 32 per cent since 1999. The bus fleet expanded from 1092 vehicles to over 1400. Specialized services like community So enjoy this book: a thorough look at the monumental task shuttles and rapid bus lines have been added, and ridership of building TransLink, and the successes and challenges jumped due to programs like the Vancity U-Pass. overcome in its first decade of growth. There are many amazing achievements in these years. What comes next will TransLink also builds key roads and bridges to keep the region be even more spectacular. moving, expanding its capital budget from $600 million in 1999 to about $5 billion in 2008. Projects include the new Golden Ears Bridge opening in 2009, connecting Maple Ridge and Pitt Meadows to Surrey and Langley. The bridge ties directly into the road upgrades of the province’s Gateway Program, improving regional traffic flows immensely. 2 SERVICES OPERATING

Subsidiaries Contractors

BUS & SEABUS COAST MTN BUS CO LTD DISTRICT OF WEST VAN CONTRACTED SERVICES COMMUNITY SHUTTLES BC RAPID SKYTRAIN PUBLIC TRANSIT TRANSIT CO LTD

CP RAIL WEST COAST WEST COAST EXPRESS EXPRESS LTD VIA RAIL

7 CONTRACTORS HANDYDART (8 CONTRACTS)

FRASER RIVER ALBION FERRY MARINE LTD MUNICIPALITIES MAJOR ROAD & MINISTRY OF NETWORK TRANSPORTATION ROADS & BRIDGES AND HIGHWAYS

TRANSPORTATION JACK BELL DEMAND MANAGEMENT B.E.S.T

PACIFIC VEHICLE AIRCARE TESTING ENVIROTEST TECHNOLOGY LTD CANADA

INTELLIGENT TRANSPORTATION 592040 BC LTD SYSTEMS

Coast Mountain Bus Company BC Rapid Transit Company The Coast Mountain Bus Company The British Columbia Rapid Transit (CMBC) was created on April 1, 1999, Company operates the internationally TransLink is responsible for planning, and was formerly known as BC Transit respected SkyTrain advanced rapid financing, and managing transportation within Metro Vancouver. It is TransLink’s transit system, which connects largest subsidiary, with a current ﬂ eet of downtown Vancouver with Burnaby, modes and services in the Metro more than 1,400 buses and over 5,000 New Westminster, and Surrey. Vancouver region of British Columbia. employees. CMBC operates over 96 per TransLink’s SkyTrain is the world’s cent of the region’s bus service, which longest automated light rapid transit includes 208 state-of-the-art clean diesel system. SkyTrain began with the Expo The first North American transportation buses and 228 zero-emission trolleys. Line, built for the Expo 86 World Fair, authority responsible for both roads Contracted companies, including West with the Millennium Line added in 2002. Vancouver Blue Bus and community The two lines have a combined total of and transit, TransLink also oversees shuttle services, operate the remaining 49.5-kilometres of track and 33 stations. transportation demand management, four per cent of regional bus service. The system uses the same family of linear induction motor-driven trains cycling facilities, AirCare vehicle CMBC also operates the SeaBus found in Toronto, New York, and Kuala emissions testing, and intelligent passenger ferries, a vital link between Lumpur. SkyTrain is one of the country’s North Vancouver and downtown largest transit services, carrying over transportation systems technology. Vancouver. These two vessels, which 65 million people every year. This model allows TransLink to plan carry up to 400 passengers each, were a world ﬁ rst when launched in 1977. The West Coast Express the network as a strategic whole, and SeaBus crosses Burrard Inlet 45,000 West Coast Express runs the rail and has drawn acclaim from transportation times a year and carried more than 94 bus service that connects Mission, million passengers by 2007. Maple Ridge, Pitt Meadows, Port experts worldwide. Coquitlam, Coquitlam, and Port Moody with downtown Vancouver. It is the travel choice of over 9,000 a day and The TransLink Family of Companies 3

THE TRANSLINK FAMILY OF COMPANIES

over two million customers a year, and Intelligent Transportation Systems emissions inspection. New vehicles are pass when 25 or more employees makes the 65-kilometre commute Intelligent Transportation Systems (ITS) exempt from testing until they are seven from a company participate. By 2007, to downtown in just over an hour. involves the application of computer model years old. Pacifi c Vehicle Testing over 240 companies and 15,000 and communications technologies to Technologies delivers inspection in employees were on board, all playing WCE’s fi ve trains are vital for the maximize the efficiency and safety Metro Vancouver and the Fraser Valley. an important part in converting vehicle northeast-sector, taking customers of the transportation network. ITS These centres will perform some trips to transit trips. into downtown Vancouver during the minimizes congestion, improves 562,000 inspections in 2008. morning peak period, and back to safety and security, reduces harmful Park and Ride sites are found their communities in the aﬅ ernoon emissions and provides access to AirCare has been a big success— throughout Metro Vancouver, and all peak. The company’s mission is for better traveler information. ITS enables 12 years after its inception, vehicle- 20 are located at major bus loops customers to love riding their service; integration and interoperability between generated emissions in the region and SkyTrain stations so commuters amenities include computer plug-ins systems to support goods movement were reduced by 71 per cent, with can use transit for a portion of their and a cappuccino bar. The system’s and intermodal travel, allowing AirCare-related repairs responsible trip. TransLink also assists several double decker coaches are also climate- agencies in the region to provide a for 29 per cent. carpooling programs, such as controlled, wheelchair accessible, and seamless, smoother and safer trip Jack Bell Ride-Share, a not-for- equipped to carry bicycles. throughout the network. Transportation Demand Management profit organization offering an online TransLink’s Transportation Demand ride-matching database for casual Fraser River Marine Transportation Pacifi c Vehicle Testing Technology Management group aims to reduce ridesharing partners, in addition to The Albion Ferry Service is operated by AirCare, created in 1992 to address the single-occupant vehicle trips within formal car and vanpool groups. The Fraser River Marine Transportation Ltd. deteriorating air quality of the Lower Metro Vancouver—to improve the Company Car is a corporate car-share Currently, the Albion Ferry is the only Fraser Valley, provides emission testing air, fight climate change, and reduce program created in partnership with Fraser River crossing between the Port and identifi es vehicles with excess congestion. Through its Commuting the Cooperative Auto Network. It Mann and Mission bridges. Over 70,000 emissions. Excess polluters are required Options program, the group serves provides businesses with access to crossings between Langley and Maple to make repairs to reduce emissions or commuters with cost effective corporate vehicles so they can save Ridge are made annually by two vehicle their license and insurance may not be alternatives and carpooling. on gas and parking costs. ferries. Ferry service will end when the renewed. Most of the region’s passenger new six-lane $800 million Golden Ears cars, light-duty trucks, and motor One program, Employer Pass, offers Bridge opens in 2009. homes are required to have AirCare a 15 per cent discount on a transit 4 Chapter 1 Ignition: Pre-history – 1999 5

IGNITION: CREATING THE WORLD'S FIRST MULTI-MODAL TRANSPORT AUTHORITY

An idea is born in the early 1990s and steadily grows. The GVRD makes transportation its ﬁ rst priority. Then the province downloads roads responsibility to municipalities. In 1999, to everyone’s surprise, the province and region agree on a multi-modal transportation authority. Funding decisions? Those would come later. 6

THE IDEA IS BORN 1962 1993

BC Electric Railway GVRD and the Province Company is purchased for release Transport 2021 plan, the Province by Premier proposing integration of W.A.C. Bennett, and is land use and transportation operated by BC Hydro. 1976 planning, and major service 1897 improvements. The system is assigned to BC Electric Railway Bureau of Transit Services, Company founded, operating later named BC Transit. in Vancouver and Victoria. Chapter 1 Ignition: Pre-history – 1999 7

1998

FEBRUARY Ratified by the NOVEMBER Ken Dobell is GVRD and the Province, the appointed the first CEO of agreement is announced the GVTA. by Joy MacPhail, minister responsible for transit. DECEMBER BC Transit 1997 bus operations in the JUNE Province announces GVRD become a TransLink FEBRUARY GVRD board the Millennium Line. subsidiary - the Coast 1996 identifies principles to Mountain Bus Company. negotiate a new regional JULY 29 GVTA Act approved transportation authority. GVRD’s Livable Region by provincial legislature. Strategic Plan envisions APRIL Negotiations between a regional transportation OCTOBER First GVTA board Province and GVRD begin. authority. of directors meeting is held.

The BC government OCTOBER Negotiators transfers responsibility sign and submit a final for secondary highways to agreement to create the municipalities. GVTA (TransLink).

George Puil, GVRD Chair, declares transportation the most urgent priority. 8 Chapter 1 Ignition: Pre-history – 1999 9

TRANSLINK: A NEW MODEL FOR MANAGING TRANSPORTATION

On April 1, 1999, a transportation agency unlike any other was born. That day, seven Lower Mainland municipal officials boarded buses, SkyTrain, SeaBus, and West Coast Express, heading for a Burnaby boardroom and the official ceremony to launch the Greater Vancouver Transportation Authority, also known as TransLink.

TransLink was the world’s first multi- country’s third largest urban region. and coordinate transit and land use TransLink's modal transportation authority, tasked Greater Vancouver residents were also planning. This integrated approach not with creating an efficient transportation clamouring for action: just three years only made sense from a funding and founders created network to move people and goods earlier, transportation was rated the governance point of view, it also meant an agency with the well. To help build this network, the top issue in the region, and 50 per cent operational changes could be made to power to improve new agency had authority over both of residents believed that better transit relieve congestion and pollution in one the transportation major roads and public transportation, was the solution. of the country’s fastest growing areas. and would coordinate transportation network on multiple And so, from the growing transportation By drawing together experienced fronts, intended development with land use plans from the 20 municipalities of the Greater crisis, TransLink was born. The new and staff, a variety of revenue sources, and to bring dramatic Vancouver Regional District (GVRD). promising idea behind the organization regional growth strategies, TransLink transportation was that, unlike its predecessor BC aimed to benefit all businesses and enhancements At the time, Greater Vancouver had Transit, TransLink would go beyond residents within the GVRD—from to the region the highest per capita automobile public transit. Bestowing the new cyclists, transit users, and car as a whole. ownership in Canada, and the number authority with responsibility for commuters, to those transporting of registered vehicles in the Lower transit and major roads in the region, goods and services. Mainland increased at nearly three per TransLink’s founders created an hour. Sixty per cent of commuter car agency with the power to improve the trips crossed municipal boundaries, transportation network on multiple but the road network lacked the fronts, intended to bring dramatic structured approach required to transportation enhancements to the effectively manage it. region as a whole.

In short, transportation conditions Through the GVRD, TransLink would were far from what was needed to work with all municipalities in the support the thriving economy of regional district to develop and Canada’s Asia Pacific gateway and the maintain a major road network, 10 Chapter 1 Ignition: Pre-history – 1999 11

LIFE BEFORE TRANSLINK Compared to most major metropolitan areas in North America in the mid 1990s, public transit in the Greater Vancouver region was an anomaly.

The Vancouver metropolitan area BC Transit became a sprawling and BC Transit executive who became was one of only a few regions in North complex entity. A provincial crown head of GVRD’s transportation planning “ BC Transit wasn't America where transit was operated by corporation, it provided all services, in the mid-1990s, and later served doing a bad job, but the provincial government, rather than controlled expenditures, and established as TransLink’s director of strategic it was just transit. run at the local level. This was because contracts. Its services were divided planning. The regional district did not And it was very public transit in Vancouver had been geographically; two separate units each have control over public transit, and that mode-specific, yet chiefly run by a private company, the responsible for Victoria and Vancouver, was something they wanted to change. the challenges are BC Electric Railway Company, which and a third which oversaw municipal had operated both the streetcars and systems in communities throughout “We thought there was a need for a multi-modal, ” the electrical system since 1897. BC the province. For Vancouver, a separate new kind of approach, but this wasn’t just some dream that came about Clive Rock Electric was purchased by Premier commission of seven elected municipal W.A.C. Bennett and his Social Credit officials made pricing decisions, overnight. The region had been trying provincial government in 1962, and including fare increases. for decades to get something off the after that the transit system was ground,” he recalled. juggled from one provincial entity to But BC Transit’s major problem was its funding. Instead of having a stable Laying the foundations another. At one point, transit was a The GVRD’s evolving vision for regional division of BC Hydro, with excess power income, the organization was required to go to the provincial government transportation can be tracked through from the grid transferred to streetcars its planning documents published in and trolleys. each and every year. The result was fluctuating and unpredictable revenue, the 1990s, intended to shape the face Eventually, the system was handed making implementation of long-term of the region for years to come. Three off to the Bureau of Transit Services plans effectively impossible. of these documents provided key in 1976, and then to the Urban Transit transportation priorities and strategies Authority in 1978, and later renamed “BC Transit wasn’t doing a bad job, which would later lead to the creation BC Transit. but it was just transit. And it was very of TransLink. mode-specific, yet the challenges are multi-modal,” said Clive Rock, a former 12

“ We thought there was a need for a new kind of approach, but this wasn't just some dream that came about overnight. The region had been trying for decades to get something off the ground. ”

Clive Rock former head of GVRD transportation planning, and TransLink’s first director of strategic planning Chapter 1 Ignition: Pre-history – 1999 13

The first was Creating Our Future, “There were all these wonderful plans legislation on growth management which established measurable goals like Transport 2021, but if you look at strategies. Transportation played and targets in many areas of planning, that document, it doesn’t actually say a key role in the plan—increasing and was approved by the GVRD who would do what, when, and how,” transportation choice was one of its board of directors in July 1990. Most Rock said. “It was very easy to approve four main principles. While it was significant, from a transportation because it was very abstract. There only a vision on paper, the plan was perspective, was that the GVRD and its were these high-level, shimmering nonetheless a critical moment in member municipalities committed to a visions of the future, but they didn’t TransLink’s pre-history. The Plan was transportation policy that gave walking, say ‘OK, if you want to get there, this is eventually adopted by the GVRD in 1996. KEN CAMERON cycling, transit, and goods movement what you have to do tomorrow.’” higher priority than the private GVRD aims to take centre stage As manager of the GVRD policy and planning A key proposal in Transport 2021 in transport planning department in the 1990s, Cameron was an automobile. The region’s growing early visionary of regional transportation dependency on cars was causing was some form of road user cost In September 1996, the first of several planning, and one of the key ﬁ gures in concerns about air quality, land use, to help fund the major transit fleet transportation governance workshops negotiating the creation of TransLink. He and community choices. expansions, and transit and road were held, for which Ken Cameron was appointed CEO of the British Columbia infrastructure improvements. Ken credits Clive Rock’s insight. The two Homeowner Protection Oﬃ ce in 2004. Livable Region Plan targets Cameron, manager of the GVRD policy were already friends prior to working transportation and planning department and one of at the GVRD, and would carpool to and The agenda set out in Creating Our the key figures in developing the legacy from work in Cameron’s blue Pontiac Future directly influenced two other plans, viewed transportation as a 6000 station wagon. key documents: the Transport 2021 municipal service like any other. and Livable Region Strategic Plan, both “It was Clive who basically said when of which were based on integrating “You can look at it as if it’s no different he came on the scene, ‘If there’s going land use and transportation planning from water or sewers, or any other to be something different from just —an approach to regional planning kind of utility,” Cameron said. “So straight-up capital provincial projects, never before seen in Greater what are the financing principles and we have to put local money in, Vancouver. behind those utilities? They’re user there has to be some say in local pay, essentially. You use water and governance,’” Cameron said. “That was CLIVE ROCK Transport 2021 was completed sewer revenues to pay for water and really important insight and influence jointly with the province in 1993. sewer services, and the aim was for me, and he guided that whole Clive Rock is a former BC Transit executive who became head of GVRD’s transportation This document set specific strategies to get transportation services to be process.” planning in the mid-1990s, and later served as for how to achieve increased autonomous, self-financing, self- TransLink’s director of strategic planning. Rock transportation choice, as set out by constructing utilities.” Several options for governance were played a central role in developing the concept Livable Region Strategic Plan—the presented during the first workshop. of a regional transportation authority, and was chief methods were to manage At $1.5 billion, Transport 2021 was too The GVRD ultimately reached the a lead negotiator in the high level discussions rich for the provincial government, who conclusion that it wanted to play the that led to the founding of TransLink. land use, transportation demand, and transportation supply. But the turned to the GVRD to contribute. But central role in regional transportation, goals it set were lofty, including the without any say in how the planned and move toward a solution on a broad construction of three new rapid transit transit system would operate, the and strategic level, while finding a way lines, and doubling the 1992 bus fleet GVRD said no. to use existing tax sources to buy a place at the table. from 950 to 1800 buses by 2006, as The Livable Region Strategic Plan was well as adding new high-occupancy the GVRD’s first growth management vehicle carpool lanes and additional strategy. It was derived from traffic lanes for general traffic. Creating our Future and also met the requirements of new provincial 14

“ People had been trying for 20 years and no one had even come close. No one was out to sabotage the process, they just thought it was improbable. ”

Bob Lingwood former BC Transit general manager, Victoria Chapter 1 Ignition: Pre-history – 1999 15

FIRST STEPS In December 1996, two key events allowed the concept of a regional transportation authority to gain momentum. The first was the election of George Puil as chair of the GVRD board. A veteran of the parks board, Vancouver city council and the GVRD board for 27 years, Puil had one thing in mind when he became chair: transportation.

“In my inaugural speech, my priority highways to municipalities. Many Putting the pieces together was going to be transportation, municipalities found themselves with Negotiations for a planned rapid because polls had been done and the unexpected burden of maintaining transit line, comprising the Broadway- everybody was complaining,” Puil said. these newly acquired roads. The Lougheed Highway and Coquitlam- “Ironically enough, both Ken Cameron GVRD pounced on the decision as New Westminster lines, had already [GVRD policy and planning manager] an opportunity to negotiate a new begun between GVRD and provincial and Clive Rock [head of GVRD transport governance and funding agreement staff. These negotiations suddenly planning] had been working on this for not only the transit system, but the expanded to include governance and vision about what they wanted. And roads as well. Today, Cameron points financing issues as well. GEORGE PUIL I had no background in transportation, at the declassification as being a major but had pretty good teachers in those reason why ultimately a transportation “We found a very receptive atmosphere An acknowledged founder of TransLink, provincially,” Cameron said. “They George Puil served as its ﬁ rst chair, from 1999 guys.” authority was created, instead of wanted to get out of spending $250 to 2001. When he was elected chair of the merely a transit authority. Greater Vancouver Regional District, a post he Ken Cameron was shocked by the million a year on subsidies and held for six years in the 1990s, Puil declared announcement. “I had no idea he’d A 1997 study proposed a major road collecting taxes across the province for transportation the number-one political wanted to do this, and we certainly network, consisting of roads and it. I mean, raise property taxes in Prince priority—and headed the negotiations with had not had any conversations about bridges within the GVRD that were George for buses in Vancouver, how the province to create the Greater Vancouver it,” he said. “It’s interesting to see what regional in function. It also significantly does that work? They really wanted to Transportation Authority. He served as a public representative for 40 years, ﬁ rst elected in happens to someone when they get addressed the plans spelled out in achieve something.” 1962 to the Vancouver Parks Board, then to executive power, how they become the Livable Region Strategic Plan, and Vancouver City Council in 1976. Puil was a constructive and forceful for good included all the provincially downloaded However, the leading figures for the councillor until 2002—the same year he was things.” roads. Criteria were set for designating GVRD and the provincial government named Transit Advocate of the Year by the major roads: they had to link activity were at opposite ends of the political Canadian Urban Transit Association. The second major event was a centres; be key transit corridors for spectrum: George Puil’s counterpart decision by the provincial government both intra- and inter-municipal travel, was Joy MacPhail, the NDP’s minister to unilaterally “declassify” the major routes for goods movement, or responsible for transit. “We’re opposites responsibility of approximately 600 emergency response corridors; and in absolutely every aspect,” MacPhail kilometres of provincial secondary contribute to network continuity. 16

“ Getting a funding formula that George and his guys could live with was tough, but it was even more difficult to get it through the treasury board and cabinet. I had to draw on a lot of my political capital to get that through. ”

Joy MacPhail Former BC minister of finance Chapter 1 Ignition: Pre-history – 1999 17

said. “He’s curmudgeonly beyond belief, secretariat, was familiar with the major a lengthy process. The first round transportation issues facing the region. of negotiations revolved around The leading figures but an incredibly straight shooter. But I quickly learned to feel a great deal However, it was the GVRD who secured developing a set of principles to guide in the negotiations of affection for him. I’m not sure if we Shaffer’s services. the discussion. Once that was achieved, were at opposite would’ve ended up as successfully as the trio began to tackle the issues “Marvin is quite a bright, creative guy,” ends of the political we did without George there.” one by one. Although the provincial spectrum. GVRD George Puil said. “He was the best government’s objectives were not as “When we started, the idea of meeting choice we could’ve made, because chair George Puil's specific as the GVRD’s, one of its major with her didn’t agree with me at all,” most of the things that we got, I think concerns was labour. counterpart was Puil admitted. “But the more we Marvin was responsible for.” Joy MacPhail, worked together, the more she grew on “Because our government ideologically The provincial government then brought the NDP's minister me, the more I realized how important embraced the trade union movement, in two people to negotiate their end of she was in getting this deal done.” and because we were such a highly responsible the bargain. The ﬁ rst was Bob Lingwood, for transit. unionized province in the public sector, On the last day of February 1997, the BC Transit’s general manager of labour issues were key,” MacPhail GVRD board adopted several principles Victoria and municipal systems, a said. “It’s a labour intensive industry, for negotiating the new authority. They man Joy MacPhail calls one of the and if the operators are offside then proposed a comprehensive entity best public servants she ever worked you’re screwed, absolutely screwed. with regional and local control, one with. The second negotiator was Peter We had successor rights, seniority that would operate on appropriate Cameron, a labour relations expert who rights, SkyTrain operators versus and equitable funding, be politically had previously worked for the Ministry bus drivers; we had security issues, responsible and accountable, and have of Health during the health sector regional issues…and we had to pull it effective management and operations. negotiations, and with whom MacPhail all together somehow.” was also familiar. Both Lingwood and Transport authority unlike Cameron remember the provincial “There was some desire on the NDP’s any other envisioned government’s skeptical attitude. part to not poke the union in the eye, As formal negotiations began, GVRD but there were some things that had to officials including Puil, Cameron, It was up to MacPhail to deal with that be done if there was going to be a deal, vice-chair Beth Johnson, and chief skepticism. “The reputation I had in the JOY MACPHAIL and not all of them were popular with administrative officer Johnny Carline government at the time was that, ‘If the unions,” Peter Cameron said. A longtime member of BC’s Legislative traveled to Toronto, Montreal, Boston, there’s a bag of crap to deal with, give Assembly, Joy MacPhail served as a cabinet and San Diego to research the operation it to Joy.’ And this was a bag of crap Other issues included the integration member from 1993-1999 and 2000-2001. It was during her post as Minister of Finance and governance of transportation in they were giving to me to deal with,” of the road system, breaking the new in charge of transit that she played a key those cities. They were not keen on any MacPhail said. “So there was hope, but authority into more manageable leadership role in TransLink’s founding. of the models they studied, and as they there was no optimism.” units with the ability to contract out, As chief negotiator for the provincial crossed each city off their list, one thing plus environmental issues, including government, MacPhail fought for and won became clear: the authority created in “No one was out to sabotage the whether or not to include AirCare treasury board and cabinet approval for the Vancouver would be unlike any other in process, they just thought it was testing as part of the agreement. But historic agreement. She was ﬁ rst elected in improbable,” Lingwood said. “People 1991 as MLA for Vancouver-Hastings and, North America. the bulk of the negotiations focused had been trying for 20 years and no while in cabinet, also handled the social on two crucial aspects: governance services and health portfolios. Before talks could begin, both sides had one had succeeded, no one had even and funding. What would the board to appoint negotiators, and ironically come close. But there was a good deal structure look like? How many enough, both sides wanted the same of common ground which made it members would it have, and how person: Marvin Shaffer. Shaffer, an worthwhile.” would they be appointed? How broad economist and policy analyst who would the scope of their powers be? had worked for the crown corporation On April 5, 1997, the parties sat down to the table to begin what would be 18

MARVIN SHAFFER An economist and policy analyst who had “ We were negotiating with Marvin in worked for the province’s crown corporation secretariat, Marvin Shaff er became the lead GVRD staff negotiator in negotiations with the his office in White Rock on a Saturday provincial government to establish TransLink. Shaff er was also co-chair, with Bob Lingwood, and we put a package on the table. of the transition team that prepared for TransLink’s offi cial launch in 1999. I could just see this look in his eye, and I knew that we had a deal. I didn't say that, but I could just see that he was surprised, and I knew then that this could actually work. ” BOB LINGWOOD As BC Transit’s general manager in Victoria, Bob Lingwood provincial government appointee to TransLink’s Bob Lingwood was appointed by the provincial transition team government to help cabinet minister Joy MacPhail lead talks with the GVRD to create TransLink. Subsequently, Lingwood was named co-chair, with Marvin Shaff er, of the transition team leading up to TransLink’s 1999 launch. Chapter 1 Ignition: Pre-history – 1999 19

Funding formula a key breakthrough improvements and maintenance The road show: winning government to work through it clause Everything ultimately came down of a major road network, offer support for the agreement by clause. to money. A vast amount of time transportation demand management The agreement was to be ratified by was spent on financial forecasting, programs for residents, and ensure its February 28, 1998, but not without an “That legislation is terrific, I was really and developing a model that would services met the region’s air quality extensive consultation process first. pleased with the way things turned work for both parties. Not only did objectives. The GVTA board was made Cameron, Rock, and George Puil out,” Puil said. “We got more than the negotiators have to identify stable up of 15 elected officials, including were left with the dubious task of we could’ve ever expected to get. I revenue sources for the new entity, mayors, councillors, and MLAs who touring all 21 municipalities and remember the CEO of Calgary’s transit they also had to figure out how to represented communities throughout making presentations at their council saying, ‘I would’ve died to get that sort divide the debt from previously existing the region. meetings, some of which were of financial arrangement.’ I was quite projects like SkyTrain. MacPhail said extremely hostile due to concerns surprised that the province was willing that reaching a funding formula was The province agreed to provide six about the GVTA hiking property taxes. to get involved and give as much as a huge milestone. “Getting something cents of tax room from the provincial It was a difficult process for Puil, who they gave. It really stunned me.” fuel tax, which would be a major that George and his guys could live was recovering from knee surgery and On July 30, 1998, the Greater with was tough, but it was even more funding source, and also give the GVTA whose patience was wearing thin. the parking sales tax revenue. The Vancouver Transportation Authority difficult to get it through the treasury “The West Van council was especially Act was signed into law by the board and cabinet,” she said. “I had to GVTA would have the ability to generate cruel,” Rock said. “But George is a a steady stream of revenue through Lieutenant Governor. A new era of draw on a lot of my political capital to scrapper, he’s a really tough guy. developing transportation in the public get that through.” levying taxes; however, any increase in He stood his ground in there.” taxes would have to first be approved interest had begun. “There was a joke that Peter and I by the GVRD board. The only increase A similar process with stakeholders, would make: ‘Everything’s great, except the GVTA could implement on its own including the BC Trucking Association for the funding and the governance.’ was to transit fares. and the BC Automobile Association, Well, that was essentially the entire had begun under the leadership of the deal,” Shaffer laughed. “But the people However, its goals for expansion fell GVRD’s newly appointed manager of I was working for, guys like Clive and short of what Transport 2021 had communications and education, Bob Ken, were incredibly committed to suggested; the negotiators had instead Paddon. this entire vision, and they had been developed a midpoint scenario, halfway for years at that point. They thought between BC Transit’s and GVRD’s “I wouldn’t say it was a slam dunk— it could be done and should be done. 10-Year Transportation Outlooks. All not everybody was willing to see this None of us wanted to walk away from fleet expansions, capital projects, new created,” Paddon said. “There was this. There were just a lot of pieces of initiatives, and its funding formula were some real hesitation because nothing the puzzle, and fitting them together based upon this midpoint scenario. like it had ever existed in this area was a bit of a struggle.” before, or anywhere, really. You couldn’t The GVTA itself would be a relatively even point your finger at anywhere in Lingwood pinpoints one key moment small organization—the actual the world and say, ‘We want it to be like On October 25, 1997, the three operations of the various elements this’, because ‘this’ wasn’t even there.” negotiators signed the final agreement. within the transit system would The following day, Ken Cameron, Clive be carried out by wholly-owned The GVRD board did eventually ratify Rock, and Johnny Carline gathered to subsidiaries, some of which already the agreement by a majority of 70 per analyze the document. The Greater existed, and others, including a new cent. The provincial cabinet approved Vancouver Transportation Authority bus company, which could be created the agreement on the same day. Work (GVTA) would have all the functions of by the GVTA. The GVTA itself was began immediately on drafting a piece BC Transit within the GVRD, allocate concerned with “steering,” not “rowing.” of legislation that properly reflected the funding to municipalities for capital agreement, and all three negotiators joined a team from the provincial 20 Chapter 2 Pathfinding: 1999 – 2001 21

PATHFINDING: EARLY WINS AND SETBACKS IN THE STRUGGLE FOR GROWTH

Fast upgrades to the bus system made a strong ﬁ rst impression. But the vehicle levy is quashed, and TransLink’s image takes a few dents. And then a few more, as a bus strike tries the patience of the region. As the population burgeons, the urgency for stable funding grows.

1999 – 2001 22

TRANSLINK IS LAUNCHED

1999

APRIL GVTA, now known as TransLink, is officially launched.

OCTOBER Millennium Line construction starts in New Westminster. Chapter 2 Pathfinding: 1999 – 2001 23

2001

JANUARY CEO Ken Dobell AUGUST Auditor General announces resignation. releases a report recommending changes in MARCH Auditor General composition of TransLink’s begins review of TransLink board. 2000 financing and governance. SEPTEMBER Province APRIL TransLink’s APRIL Bus company announces additional gas Strategic Transportation workers declare strike; tax funding—if TransLink Plan 2000-2005 is approved congestion on Greater can match revenues from by the TransLink board, a Vancouver roads skyrockets. local sources. year ahead of schedule. APRIL Pat Jacobsen is DECEMBER George Puil NOVEMBER TransLink and appointed CEO of TransLink. steps down as TransLink GVRD approve Vehicle Levy chair; Surrey mayor Doug proposal. AUGUST Province ends BC’s McCallum becomes chair. longest transit strike with NOVEMBER Province back-to-work legislation. quashes Vehicle Levy. TransLink reduces services and delays improvements. 24

images from campaign to go here Chapter 2 Pathfinding: 1999 – 2001 25

LEADERS ARE APPOINTED AND THE TRANSITION BEGINS “We’ll get you there.” With universal promise TransLink launched an education campaign to prepare the public for the imminent shift to the Greater Vancouver Transportation Authority (GVTA). It aimed to build awareness and support for the changes in transit funding and governance that it would bring. If the campaign raised expectations for better transit service, staff teams were already working on plans to meet them.

Six months before the hand-off date, recommended two subsidiaries, lines cross those boundaries anyway? a transition team was struck, with one urban and one suburban, to Sure, there would’ve been some joy in Bob Lingwood and Marvin Shaffer, reflect distinct market segments and multiple subsidiaries, in competition, negotiators who helped get the GVTA geographic boundaries. The report and privatization, but it wasn’t a large off the ground, appointed co-chairs. also stated that multiple subsidiaries priority then. We had other issues to This team was now responsible for would increase the opportunity deal with.” running the transit system and setting for privatization, reduce costs, and up appropriate mechanisms in time encourage innovation. A day after that Dobell quickly seconded Larry Ward, for the April launch—when they would report was released, Ken Dobell was president and CEO of SkyTrain, to KEN DOBELL assume responsibility for the regional appointed as the first chief executive join him and assist in setting up the road network as well as transit. officer of the GVTA. Dobell had been new authority. Shortly after these TransLink’s first chief executive officer, appointments, the board decided Ken Dobell brought to the position over 30 a City of Vancouver employee since Important pieces of the GVTA years experience in urban issues from his 1967, and had recently retired from the to organize bus operations and career at the City of Vancouver. Starting as a governance puzzle were also falling top post of city manager. He was one maintenance as a single subsidiary research engineer in 1967, he was appointed into place. The inaugural board of of 55 applicants for the GVTA job, and company, and also to establish a deputy city manager in 1978. He became directors was elected in October 1998, though others had more experience heavy maintenance overhaul unit. A city manager in 1990, a post he held until and a week later George Puil, who public campaign, “Don’t Break Up the taking the helm at TransLink in 1998. During in transportation, few could equal his had done so much to bring about its Bus System”, also had a significant the authority’s early months, Dobell led the strong grasp of the issues facing the implementation of key improvements to existence, was named founding chair. region. And he had a different view of influence on the decision. transportation; among them, upgraded bus the bus issue. services and implementation of the Intelligent Single bus company gets the nod Transportation System subsidiary. A key With the launch fast approaching, a “The subsidiary issue was not one we achievement during Dobell’s tenure was the number of major decisions remained. placed at the top of the list,” he said. SkyTrain Cost Sharing Agreement, which had One of the most far reaching was “There was an existing company, which the province paying the capital costs for the whether the GVTA bus company Millennium Line. was not a bad company, so why would would be a single entity or divided you fragment it? Why would you split into multiple subsidiaries. A study off Surrey or Delta when the transit 26

“ We were looking for a name that clearly said 'more-than' a given operating entity. 'TransLink' linked all the modes across the Lower Mainland. ”

Jan Pezarro former TransLink vice-president, customer service and marketing Chapter 2 Pathfinding: 1999 – 2001 27

“TransLink” name gives agency of the people of the region. Whether a friendlier image those people are customers, whether Jan Pezarro, previously with BC Transit those people are suppliers of services, and West Coast Express, was the third whether those people are businesses, senior staff member to join, named as we wanted to have something that vice-president of customer service and said, ‘Not equipment, not infrastructure, marketing. Pezarro was responsible for but people.’” many initiatives, but the most evident was the name of the new authority. A frenzy of activity led up to the April 1 launch date, including naming the new JAN PEZARRO LARRY WARD “It wouldn’t be the letters GVTA, bus subsidiary the Coast Mountain Jan Pezarro was TransLink’s ﬁ rst vice- From his post as head of British Columbia because I felt that was much too BusLink, which was selected from president of customer service and marketing, Rapid Transit Company—operator of the bureaucratic,” Pezarro said. “We were nearly 3,000 proposals from the public. and the third senior staﬀ member to join the SkyTrain system—Larry Ward joined new authority. She had previously been with TransLink in 1999 as senior vice president looking for a name that clearly said However, this name was strikingly BC Transit and West Coast Express. Among of planning. He became TransLink’s acting ‘more than’ a given operating entity. So similar to another existing company; Pezarro’s early initiatives was the search for CEO during the search for a new leader aﬅ er the idea came for TransLink, which is it was eventually changed to Coast a more approachable name for the GVTA— Ken Dobell’s resignation in 2001. transportation and transit, and linking Mountain Bus Company. “TransLink” was the successful choice. all those aspects across the Lower Mainland.” With the essentials in place, the new board and senior staff made their Pezarro also wanted the logo to reflect way to Burnaby on April 1, 1999 for a human focus. “If the philosophy was the ribbon-cutting moment. It was that this would be a customer-centered the official launch of a new transport entity, we wanted a reminder about authority for Greater Vancouver, and what the agency was for,” she said. a new approach to moving people “And at the heart of that, we wanted to around the region. support the quality of life and mobility 28 Chapter 2 Pathfinding: 1999 – 2001 29

EARLY TRANSIT AND ROAD IMPROVEMENTS

TransLink staff got things moving quickly, immediately tackling an array of initiatives in every area of its mandate.

Prior to launch, head planners from “We all wanted the same thing: to Bus service tailored to make a difference right away, and community needs TransLink the GVRD and BC Transit were brought together to help develop the authority’s see significant changes right off the TransLink immediately tackled the immediately first plan. Clive Rock headed up the bat,” Leicester said. “But there were changes that had been long-desired tackled the changes GVRD personnel, eventually becoming huge expectations that things would under BC Transit. Notably, different that had been TransLink’s director of strategic change overnight, from the public and types of buses were brought in to long-desired under planning. Glen Leicester, a senior the municipalities. People just didn’t accommodate ridership on various BC Transit. planner from BC Transit, eventually understand; they thought we could routes. On Bowen Island, for example, became the vice-president of planning. get hundreds of buses right away. two commuter-oriented mini-buses The two had known each other for To get buses, you have to change were provided to serve the island of years and worked together in the past. the infrastructure, you have to build 3,000 people. The concept became a garages, and that’s a long process. model for flexible community-based At the start, however, there was some We wanted to do things and we tried transit for out-of-the-way locations. friction between the two groups. “There to do them the best we could.” (“Flexible” meant the mini-bus would was definitely a bit of a cultural clash,” stop wherever along the route Bowen said CEO Ken Dobell. “Bringing together But change did in fact happen quickly. passengers happen to be waiting.) the GVRD planners and the operational The planners came up with a program planners out of BC Transit was an to see the new authority through the For routes to South Surrey and interesting kind of challenge because end of the year, with a total operating Tsawwassen, highway coach buses were they had very different views, very budget of $358.8 million. One hundred purchased, oﬀ ering passengers a much different opinions, and very different and ten buses were delivered in 1999, more comfortable experience. Bicycle histories.” What united them however including 64 to replace aging buses, racks were added on certain routes, was a common purpose: to make and 46 for service expansion. By far, with plans for all buses to be equipped transportation better for people as the lion’s share of the budget was for bikes by 2005. And looking forward, soon as humanly possible. dedicated to transit, with an increase a planning project in South Surrey and of 140,000 annual hours of bus service White Rock, called Community Bus 2000, proposed. began looking into innovative services for suburban areas. 30 Chapter 2 Pathfinding: 1999 – 2001 31

Planning also began for B-Line service important achievements on his watch. But the plan's boldest goal was from Vancouver to Richmond, the “Getting an understanding so that to grow transit use by 29 per cent busiest north-south corridor in Greater things finally got done was big,” he said. through major fleet expansions, Vancouver. The 98 B-Line built on the improving connections between town success of the 99 B-Line linking the Strategy calls for bold expansion centres, expanding SkyTrain capacity, Broadway SkyTrain Station to UBC. Beyond increasing bus service, the and maintaining ongoing public first year’s objectives included other consultation while implementing these As Glen Leicester noted, “In real estate broad goals: to improve customer changes. The additional services and it’s all about location, location, location, responsiveness and promote the capital programs set out in the plan but with transit it’s all about frequency, integration of services, and to support were to increase TransLink’s annual frequency, frequency.” regional and municipal transportation costs from $506.7 million in 1999 to and land use goals by working $814.4 million in 2005. Unlike previous In the meantime, Jan Pezarro, vice- collaboratively with local governments. president of customer service and strategies, the plan also recognized the importance of goods movement and marketing, focused on bringing In 2000, TransLink also released its other economic factors. TransLink closer to the customer. first strategic plan, outlining actions to “Transit agencies are historically very respond to the needs of the region over focused on having to spend money the next three to five years. on safety, and it’s much more difficult to get them focused on what they The plan featured three objectives: might view as softer issues,” she said. expand existing transit services; “This was the time to do that.” An improve the major road network in-house market research capacity and add new facilities such as the was developed to improve interaction South Fraser Perimeter Road, and a with customers. Technology initiatives bridge to replace the Albion Ferry (to included a voice recognition system relieve congestion at key points and for the call centre, revamping of the support goods movement); and launch website, and a trip planning tool for “transportation demand management” better accessibility. efforts to promote alternatives such as walking and cycling. Millennium SkyTrain construction starts The Major Road Network had only Among these generally successful come into being with the establishment changes, SkyTrain’s new Millennium of TransLink so there were no plans Line was undertaken only a few identifying its future capital needs, months into TransLink’s first year or even the criteria for including a of operation; construction began on road in the MRN. The 2000 plan set the new line in New Westminster criteria, implemented maintenance in October 1999. Five months standards and cost tracking systems, later, TransLink and the provincial set funding for maintenance and government signed the SkyTrain Cost rehabilitation of the MRN at $12,000 Sharing Agreement, with the province per lane kilometer per year, and agreeing to pay 100 per cent of the established budgets for major and line’s capital costs. minor capital improvements. TransLink also identified projects of strategic Ken Dobell names the Millennium importance and set out to establish Line agreement as one of the most partnerships to fund them. 32 Chapter 2 Pathfinding: 1999 – 2001 33

THE VEHICLE LEVY STALLS TransLink’s founding agreement pinpointed a key potential funding source: a vehicle levy. This proposed method to raise money for transportation through individual car ownership would bring TransLink its first major test of public support.

A vehicle levy was proposed as the endorse the levy because they felt New services hang in the balance primary strategy to fund expansion. commercial drivers were already hit It was a simple proposition: without Releasing its It would require all vehicle owners in hard enough at the pumps with fuel the $500 million generated by the levy strategic plan Greater Vancouver to pay a set amount taxes. Residents south of the Fraser over those five years, no expansion in April 2000, each year for every automobile they River saw it as unfair, because the could occur. That would mean the bus TransLink began owned. The average person would have majority had lengthy commutes and fleet would remain at 1,100 vehicles discussing the to pay $75 a year, generating about $95 lacked frequent transit services in their instead of growing to 1,640, that 200 vehicle levy with million in 2002, the first year it was to municipalities. SkyTrain cars would not be purchased, stakeholder be implemented. and major highway improvements “It was something that, when you would not be carried out. The 98 B-Line groups—and It was an example of the utility service talked to anybody south of the Fraser, service to Richmond, scheduled to quickly hit several theory that Ken Cameron had favoured. they were livid about it,” said Doug begin in December, would also be brick walls. “Everything we put before the public McCallum, mayor of Surrey and a delayed until spring 2001. had the vehicle levy front and centre TransLink director. “You cannot bring in it,” said Marvin Shaffer, the GVRD’s things in, in financing, unless you have “It’s no threat, it’s just a fact,” said negotiator. “The powers all stemmed a general agreement that people think chairman George Puil at the time. from the vehicle levy.” it is fair, and they didn’t think the levy “Either we do something now, or was fair.” the transit system deteriorates.” Opposition breaks out Puil rounded the talk-show circuit, Not everyone was fond of the concept. However, for the majority of people in explaining how TransLink’s road Releasing its strategic plan in April the region, improving transportation mandate meant this was a user fee 2000, TransLink began discussing it was still a major priority. An Ipsos-Reid and not an attempt to force people out with stakeholder groups—and quickly poll conducted in early October found of their cars. “All we’re trying to do is hit several brick walls. 74 per cent of Greater Vancouverites give them an alternative,” he added. supported TransLink’s five-year plan, Neither the BC Automobile Association even if it meant paying a vehicle levy. The flames were fanned by McCallum, nor the BC Trucking Association would who said the levy would result in 34

“ When the vehicle levy was ripped away from us, we had already ordered buses and upped service levels. Then we had to claw it right back. And that was very painful for people. ”

Bob Paddon TransLink vice-president, corporate and public affairs (2002-present) Chapter 2 Pathfinding: 1999 – 2001 35

unbalanced funding. He refused to Province quashes levy agreement Dobell announces resignation endorse it, even threatening to pull It was a sign of what was to come. The same week that the levy failed, Surrey out of the GVRD if the levy was Premier Ujjal Dosanjh had already said Dobell dropped his own bombshell by passed. An 18,000-signature petition he would not support any increase in announcing his resignation, to become against the levy was announced in taxes. On January 21, Mike Farnworth, Deputy Minister to Premier Gordon early November by the Canadian the minister responsible for TransLink, Campbell, effective in April. The timing Taxpayers Federation. declared the cabinet would not sign an would enable his replacement to work order-in-council enabling it to collect on TransLink’s new strategic plan from The only way to avoid a levy was the levy on TransLink’s behalf. its inception. through the return of some federal tax monies to the region to pay for CEO Ken Dobell believed it was a “Was the GVTA in better or worse improved transportation. TransLink violation of the original agreement shape when I left? In some sense established www.vehiclelevy.com, with the province. “That really stung worse, because the vehicle levy had left enabling residents to relay their Ken and I badly,” said Larry Ward, then a bad taste in lots of people’s mouths,” concerns to federal election candidates, president of BC Rapid Transit Company, Dobell said. “But was the organization and urge them to help reduce or which operated SkyTrain. “Well, not just reasonably functioning and operating eliminate the levy through alternate us, but everyone at TransLink, when it well? Yes, definitely.” funding. comes down to it.” The search for a new CEO began, with TransLink board approves levy “It was devastating to lose the vehicle Larry Ward filling in temporarily. After a four-hour debate on November levy,” said Bob Paddon, vice-president 22, the TransLink board narrowly of TransLink’s corporate and public approved a modified plan where affairs. “The unfortunate part is that levy amounts would be based on a by the time it was ripped away from combination of insurance classification, us, we’d put in bus orders and upped and the weight of the vehicles. A week service levels out on the street, and later, the GVRD board also passed then we had to claw it right back. And the contentious levy. “When that went that was very painful for people.” through, it was with a huge sense of relief,” Puil said. “That was a big Unable to implement the initiatives in milestone, maybe the biggest.” the five-year plan, TransLink regrouped quickly. It had to trim its 2001 budget The plan proposed that the Insurance by $7 million, but cuts would have Corporation of British Columbia (ICBC) been far worse without a $36-million would collect the levy amount when one-time surplus it was able to tap vehicle owners paid their insurance. into. Still, every bus route was closely However, in October, ICBC chairman examined, and those with the lowest Bob Williams said the corporation was ridership numbers became candidates in no position to do so. for elimination. 36 Chapter 2 Pathfinding: 1999 – 2001 37

TRANSIT STRIKE CRAWLS In 2001, a brief period of quiet followed the vehicle levy issue. However, it was only a matter of months before TransLink was thrust into the spotlight again, for an entirely different controversy—a strike by Coast Mountain Bus Company drivers and mechanics.

In contract negotiations, Coast increased by 39 per cent, and the placard-waving protestors took over Mountain management had been number of private vehicles on the road TransLink’s board meeting in June, After the strike, demanding the ability to employ part- in the morning rush hour had jumped forcing chair George Puil to call an transit users time drivers to increase efficiency, from 370,000 to 585,000. abrupt end to the meeting after 45 enjoyed three allowing savings of $9 million over minutes of passionate speeches. free days on the three years. Across the table, the Bus riders leﬅ to ﬁ nd other modes system, but it Canadian Auto Workers Union (CAW), While 675,000 bus riders were forced to And it wasn’t just transit users who representing 3,300 employees, was find alternative transportation, a saving were unhappy—members of the would take a lot grace was that SkyTrain and West Downtown Vancouver Business more than that asking for an 18 per cent wage hike over three years. Talks broke down on Coast Express were still allowed to run, Improvement Association saw to regain public March 26 and CAW members voted thanks to a Labour Relations Board business drop by an average of 39 support. in favour of a strike, as did Office and ruling that limited picketing by striking per cent. A tent-camp protest began Professional Employees International security guards. outside Vancouver City Hall. Union members who worked at Coast It quickly became evident that a Still, the end was nowhere in sight. Mountain’s head office. The transit resolution would not be easily reached, system came to a complete halt on and highly regarded labour mediator April 1, TransLink’s second anniversary, Vince Ready was brought in to solve the and the public braced itself for gridlock. dispute. The union dropped its wage The last significant disruption had demand to a nine per cent increase, occurred in summer 1984, when transit but Coast Mountain was only willing riders endured a three-month-long BC to offer eight per cent. Negotiations Transit strike before the bus company stalled again, and some members was legislated back to work. But of the public began venting their transportation in Greater Vancouver frustration on TransLink, dismissing had evolved over the 17 years into the fact that bus service was Coast a different creature—ridership had Mountain’s responsibility. Two hundred 38 Chapter 2 Pathfinding: 1999 – 2001 39

Protestors target home of Campbell government legislates TransLink chair end to strike As the strike progressed, Puil became, During the strike, former Vancouver in his words, a “lightning rod” for Mayor Gordon Campbell and his team TransLink’s problems. One morning in of 76 Liberals overwhelmingly won late July, he awoke to find a tonne of the provincial election held in May. manure covering the walkway of his On August 1, the Liberals said “enough home. A group calling itself the Biotic is enough” and introduced back-to- Bullshit Brigade claimed responsibility, work legislation to end the 123-day blaming Puil for prolonging the strike. transit strike—the second longest in Days later, 200 protestors held a Canadian history. The settlement gave protest picnic on his front lawn. Soon union members a 8.5 per cent wage afterwards, Puil and fellow board increase over three years, plus a member Jennifer Clarke received $1,000 signing bonus. plainclothes police escorts. Transit users were given three free “I remember during the strike, days on the system before normal someone had written ‘Osama bin Puil,’ charges resumed, but it would take on the back of a bus,” Puil reminisced. a lot more than that to regain public “I didn’t see it, but my family saw it. support. An upcoming series of Hearing things like that was tough.” crucial public consultations would help determine the next strategic plan, but with TransLink’s low approval ratings, the authority—under new CEO Pat Jacobsen— had a tough uphill battle ahead. 40 Chapter 3 Acceleration: 2002 – 2003 41

ACCELERATION: LEADERSHIP CHANGE BRINGS A NEW APPROACH

New leadership injects energy into all relationships. When TransLink is awarded a gas tax contingent on matching funds from public taxation, those relationships are vigorously tested. The Millennium Line opens, RAV is the new hot question, and U-Pass leads to dramatic growth in transit use.

2002 – 2004 42

2002 2003

JANUARY First two JULY Vancouver and SEPTEMBER VanCity DECEMBER TransLink Millennium Line stations Whistler win 2010 Olympic U-Pass is introduced, board and GVRD approve open. and Paralympic Winter subsidizing an unlimited $4-billion, 10-Year Regional Games. transit pass for students Transportation Plan, the JULY TransLink’s 2002-2004 at UBC and SFU. region’s largest-ever Transportation Plan is AUGUST Full Millennium capital plan. released. Line officially opens. Governance Task Force presents recommendations to GVRD Council of Councils. Agreement is not reached on the composition of TransLink board. Chapter 3 Acceleration: 2002 – 2003 43

2004

OCTOBER The province puts DECEMBER TransLink board $370 million towards Canada finally approves Canada Line, to connect downtown Line and the public-private to Richmond and YVR, with partnership to build and $170 million earmarked for operate it. future Evergreen Line.

TransLink board twice rejects deal to build the Canada Line. 44 Chapter 3 Acceleration: 2002 – 2003 45

NEW LEADERSHIP REVITALIZES TRANSLINK Damage to TransLink’s image lingered hard after the strike. After only less than two years of operation, the agency not only had to regain the trust of the public, but also convince them to open their wallets.

Aﬅ er the vehicle levy had failed, Dobell hands oﬀ to Jacobsen Dobell realized must happen Dobell passed the reins to Jacobsen, for TransLink to be successful. New CEO Pat massive cuts were made to plans for transit services expansion, and the and helped her become familiar with Jacobsen's energetic organization set to work revamping its a region she knew little about. That approach was successfully put approach soon had strategies. Extensive stakeholder and to the test at the Coast Mountain Bus things moving public consultation had to take place “Ken was enormously helpful,” Company, which also experienced forward again. first, and the lengthy strike had delayed Jacobsen said. “He provided me with a change in leadership when its that process. a lot, in terms of background and president David Stumpo resigned a his assessment of what TransLink month after transit services returned. “It really felt like a rescue operation needed, as well as supporting me He was replaced by Denis Clements, at that point,” said Bob Paddon, with the municipalities and provincial previously Coast Mountain’s senior vice-president of Corporate and government. We wouldn’t be on vice-president of service delivery. Public Affairs. “A lot of people were the financial footing we have now hurt, morale was really down, and without the support and leadership “We made a lot of changes after the that was our low point.” Ken gave. Very few people could have strike,” Clements said. “We started been the first CEO; the things he had communicating more with the unions New CEO Pat Jacobsen’s energetic to concentrate on to get TransLink and employees, and saw significant approach soon had things moving up and running were difficult, to say results within a year. We sat down with forward again. the least. For it to grow in two years the union and said, ‘Here’s the budget, from an idea to an active organization and here’s the manpower.’ This sort of As deputy minister of transportation was a huge challenge, and a huge thing had never been done before. The in Ontario in the early 1990s, Jacobsen accomplishment.” team was pretty hands-on in helping had tried to create an integrated right the ship, and that helped foster transportation authority there, but Jacobsen’s people-oriented style was a new attitude. Our philosophy is to couldn’t gain sufficient support geared towards building stronger go out and find people doing things from the municipalities. When the relationships with governments and right, because it’s contagious. It’s a opportunity presented itself to guide stakeholders, something both she and much more proactive attitude and TransLink, she saw it as a dream job. organization now.” 46 Chapter 3 Acceleration: 2002 – 2003 47

Auditor General sees reduced role for province Shortly after the strike, on August 9, 2001 provincial auditor general Wayne Strelioff released his report, which had been commissioned after the vehicle levy debacle. The province asked him to look at whether TransLink’s governance and funding PAT JACOBSEN structure was potentially flawed. Pat Jacobsen was appointed CEO of Strelioff did indeed propose changes TransLink in 2001. She had become very familiar with the challenges of moving goods in governance. He called for and people over a large region as deputy eliminating overlaps in roles and minister of transportation in Ontario, where responsibilities—and suggested that she oversaw the development of the Greater the provincial government should Toronto Area Transportation Plan and the play a less prominent role in regional Highway 407 public-private partnership. Pat also brought 10 years experience as a transportation. He also recommended senior executive in the insurance industry. that all parties involved in local At TransLink, she led the development and transportation should carry out their funding of the 2005-2007 Three-Year Plan accountability obligations to the public, and 10-Year Outlook, which includes eight which TransLink fulfilled by releasing major road projects, the Golden Ears Bridge, its first annual report. signiﬁ cant bus ﬂ eet expansion, and Canada Line construction. Transit ridership increased by 30 per cent and regional sources leveraged over $2 billion in senior government funding and $1 billion in private investment under the 10-Year Outlook. Jacobsen resigned in early 2008 to pursue other opportunities. 48

DOUG McCALLUM Doug McCallum was the second chair of the TransLink board of directors. Then the mayor of Surrey, McCallum took over in 2002 aﬅ er George Puil’s resignation and served until 2005. First elected to Surrey city council in 1993, he was mayor from 1996 to 2005. Advancements that took place during McCallum’s chairmanship include TransLink’s 2002 three-year plan that saw upgrades to transit, major investment in roads, plans for a new Fraser River crossing, and signiﬁ cant eﬀ orts to build stakeholder relationships and solidify the authority’s funding mechanisms. Chapter 3 Acceleration: 2002 – 2003 49

A NEW PUSH FOR STABLE FUNDING Prior to his departure, Ken Dobell had laid the groundwork with the new Liberal government for a different approach to funding as well. Then, in September 2001, came the decidedly welcome news that the province had granted TransLink permission to add up to two cents a litre for gasoline. This would generate as much as $42 million annually at the pump to improve transportation in the region.

It was a signiﬁ cant success—but not up and running, and we’re not Puil steps down, McCallum steps up order to achieve things, to get things it came with a big string attached: going to be able to meet any of your As this eventful and difficult year done properly, you have to make TransLink would have to match the expectations with the level of revenue drew to a close, chairman George Puil decisions that are not popular. And this gas tax funding through other sources, that we have. If you want to achieve announced his resignation. He cited region had to have some decisions including increased fares and property these things, you need to give us more.’ fulfillment of two goals during his brief made for it.” taxes. TransLink executives embarked That was a tough sell.” and action-packed tenure: helping to on an intense fall campaign to gain create a local transportation authority, the support of the municipalities TransLink officials presented two then providing it with financial stability. for those measures. Surprising no options. The first was a “do nothing” one, municipal councils in the region scenario. Projections for several key Before Puil left, he introduced the expressed little enthusiasm for a commuting and goods shipment routes TransLink Governance Task Force, property tax hike. showed how much longer travel times to look into issues raised in the would become in 10 to 20 years in the auditor’s report. A key question? The “Coming out of the strike, our approval absence of new investments. composition and size of TransLink’s rating was in the ditch, but we had to board—but it would be six years before go out to the public and get approval The second choice was, of course, that question was answered. of funding,” said Ian Jarvis, then calculated to be more attractive TransLink’s Vice-President of finance despite the cost implications: TransLink Puil’s longtime opponent, Surrey mayor and corporate services. “So it wasn’t a must raise $80 million through transit Doug McCallum, became the board’s very fun fall of 2001. We basically got fares and fuel and property taxes new chair. hammered everywhere we went.” to pay for modest improvements. A public opinion poll showed 66 per cent “I always like a challenge, and that’s “That campaign was as significant as supported option two. In November, the how I looked at it: as a challenge,” the first major strategic plan we did,” TransLink board approved it, and staff McCallum said. “I’m the type of person Bob Paddon said. “We basically went got to work on the new plan, slated for who likes to get things done, and I said right back out to people and said, release in early 2002. when I came in that I wasn’t going to ‘We’ve stopped the bleeding, but we’re sit back and wait. I knew a lot of the still lying on the ground here. We’re things the board would have to approve wouldn’t be popular, but sometimes in 50 Chapter 3 Acceleration: 2002 – 2003 51

MILLENIUM LINE SKYTRAIN OPENS AMID CONTROVERSY The Millennium Line opened on August 31, 2002. The muted fanfare seemed to reflect the project’s awkward history—which began several years before TransLink had been established.

The new automated light rail line Province’s unilateral move “Rapid transit people from around ran north from the existing Columbia predates TransLink the country were talking about the Station on the Expo Line, serving To everyone’s surprise, the study Millennium Line proposal,” said former residential and commercial areas ended suddenly in June when Clark’s CEO Ken Dobell. “And one of them in New Westminster and Burnaby. government announced the decision to said, ‘I can’t figure it out. You’ve got The route, however, was chosen not build an elevated SkyTrain line between this project that the government is by the transportation authority or Broadway Station and Lougheed Mall, mostly paying for, and you’re not—and municipalities in the region, but by with a budget of $1.24 billion. The you guys are fighting and saying they the provincial government of the day. provincial government said add-ons should pay for something else. We It was forced into being over many such as overpasses and tunnels would take that hands down.’” concerns—chiefly, that the route made SkyTrain a more feasible option, would not service the rapidly growing despite opposition from municipalities The line was not popular with population in the northeast sector, and that favoured light-rail. TransLink and municipal leaders, left Coquitlam Centre without a rapid but the province forged ahead with transit connection. Even worse, the route was neither construction, and managed to keep the first nor second choice of the costs to $1.2 billion, $40 million under Its history began back in 1995, when municipalities. Instead, it combined budget. NDP Premier Mike Harcourt and Glen sections of two different lines, selected Clark, minister responsible for transit, by the province because they could be announced that a street-level light rail constructed more quickly. Certainly, line would be built along Broadway Lougheed Mall, Lake City Industrial and Lougheed Highway to Coquitlam Park, and Simon Fraser University Centre. An 18-month review of rapid- would benefit, but a large portion of the transit alternatives began in January line paralleled the existing Expo Line, 1998, with Clark as Premier. and it doubled back upon itself at the end of its route. 52 Chapter 3 Acceleration: 2002 – 2003 53

State-of-the-art features win approval And when they were delivered, the new A ribbon-cutting ceremony took place On the positive side, the new stations SkyTrain Mark II cars enjoyed good at the Lougheed Town Centre Station were attractive. Designed for safety and reviews, too. Built by Bombardier, they on August 31, 2001; the fi rst SkyTrain crime deterrence, they featured plenty of operated in two-or four-car trains and cars had traveled the fully-functional glass to provide clear sight. Innovations had a capacity of 119 passengers per nine-station line hours earlier. Offi cials included platform edge warning tiles to car, compared to the original four-car predicted the new line would result in warn the visually impaired about getting Mark I cars which carried 75 people a ridership increase of 16 million in its too close to the guideway, laser devices per car. The open layout off ered more fi rst year. to shut down the system and trigger an comfortable seating and let passengers alarm if anyone fell into the guideway walk between cars. With this addition of Once the tenth station at Vancouver area, and anti-graffi ti fi lm on windows 60 cars, the SkyTrain fl eet was expanded Community College fi nally opened in which would also hold glass in place if to a total of 210. 2006, the line spanned 20.5 kilometres. broken. 54 Chapter 3 Acceleration: 2002 – 2003 55

THREE-YEAR PLAN MARKS A FRESH START After the extensive consultations of autumn 2001, TransLink staff began developing a new three-year transportation plan. Setting a path for the future, the plan would provide a fresh start after the setbacks of the vehicle levy, transit strike, and SkyTrain controversies—and it would also reflect valuable lessons gleaned from those ordeals.

Public consultation led to the students, and increase service levels Vancouver and White Rock – there was sources meant we had the money to adoption of four principles that became by nearly 14 per cent with an additional concern about the equitability of this look at expanding and running the the plan’s backbone: a balance of 328,000 hours. All-day direct bus routes revenue source. TransLink had been system efficiently.” interests, operational eﬃ ciency, would also be introduced between given legislative authority to develop clear accountability, and ﬁ scal and regional town centres, as well as limited a tax on parking areas. However, such One of the issues that consistently environmental sustainability. weekend night bus service for core a tax had never been implemented arose during public consultations was routes. HandyDART service would be in Canada. Nonetheless, to address the “empty 40-foot bus syndrome,” It quickly became evident that to expanded to carry 60,000 additional trips. regional equity the TransLink board which the public saw as a sign of balance diverse interests successfully, agreed to develop a parking area tax poor money management. TransLink TransLink would need a similarly The road network was the other main that would be uniformly implemented replaced 15 per cent of conventional balanced funding strategy, reflecting beneficiary of the 2002-2004 three-year across the entire region. bus routes in low-ridership areas with the needs of all who had a stake plan: community shuttles, improving service in public transportation systems. None of the increases were wildly at half the cost. The surplus larger Funds should come from a variety of $125 million were allocated to road popular among homeowners, transit buses were redeployed to enhance mechanisms and should be spent on improvements, with minor capital funding users, and businesses. But, taken service on busier core routes. The a variety of services: transit, the major for cost-sharing with municipalities. together, they were a successful example program was both a fiscal success— road network, cycling, commuting TransLink would spend $200 million of TransLink’s new balanced approach. and a gratifying win in public approval. options, AirCare, and intelligent over three years to improve efficiency transportation systems. and safety. Planning studies also began An amendment to the plan increased for a new Fraser River crossing. TransLink's borrowing limit, allowing Funding campaign leads to the future construction of the broad support However, the new plan inevitably meant Richmond-Airport-Vancouver rapid Operating expenditures for the transit hikes in property taxes and transit transit project. system, however, commanded the fares, plus an increase in the parking largest portion of the projected budget. sales tax from seven to 21 per cent. “We had access to other revenue A key priority was to attract more Because only a few municipalities have streams that other cities at the time commuters and post-secondary paid off-street parking – principally didn’t have, said TransLink chair Doug McCallum. “That wide range of revenue 56 Chapter 3 Acceleration: 2002 – 2003 57

U-PASS EARNS HIGH MARKS FROM UNIVERSITY STUDENTS

The new plan called for dramatically building transit volume among post-secondary students. For years, TransLink had hoped to introduce a universal transit pass offering post- secondary students subsidized travel to use anytime, anywhere on the system—and now was the time to give it a try.

“When Pat Jacobsen, TransLink’s certain routes became so busy during In fall 2007, the Vancity U-Pass U-Pass became second CEO, came on board, one of peak hours that in the early weeks, expanded to Langara College and the things she wanted right off the bat buses had to pass students by—causing Capilano College, where students wildly popular right was to increase ridership,” said Glen a new public relations issue. However, approved the program through away. Within the Leicester, TransLink’s former vice- the system was improved, and within referenda. TransLink staff hope to first year ridership president of planning. “And university the fi rst year ridership at UBC increased continue expanding it to other post- at UBC increased students are a great market, because 53 per cent. Ridership at SFU also secondary institutions in the future. you have a new group every year. enjoyed a signifi cant increase, up 39 per 53 per cent, and “It’s a rather strategic move,” noted CEO 39 per cent at SFU. They’re on the margin economically, cent in its fi rst year. and all headed to the same place so Pat Jacobsen. “If we lose that generation you can have specialized routes. We “There were people critical of us of transit users during that stage of their knew it had been very successful in because we put a strain on the transit life, we lose them for good. But if we can Victoria, but it had never been tried in a system,” said TransLink director of graduate generations of transit users, city the size of Vancouver. But Pat said, communications Ken Hardie. “Yes, it is a they will transform attitudes towards ‘Just make it happen.’ So we made it strain, but it just proves that the system transit. They’ll start to shape where they happen.” could carry a lot of people, and with the work and where they live. And I believe right investment it could carry more. young people can transform what their UBC and SFU student bodies approved To see the incredible rise in demand parents do.” the universal pass concept—although over the past years is really quite the SFU vote was a close call. U-Pass remarkable.” Jacobsen’s belief in the potential of was a scheme to minimize the cost up-and-coming generations would of a mandatory pass for each student. Daily ridership by students, faculty, and eventually fuel a vision for TransLink’s Vancity also sponsored the program, staff in early 2005 amounted to more evolving strategies for sustainable reducing administrative costs to make than 49,000 trips, and automobile traffi c public transportation. But the question the passes even more affordable. to and from UBC had dropped nearly 15 of how to fund massive investments to per cent. The massive success of the stimulate changes in travel behaviour The Vancity U-Pass became wildly Vancity U-Pass program accounts for a was still waiting for a definitive answer. popular right away. In fact, despite the good deal of the 30 per cent growth in 23,000 additional service hours added, transit ridership in recent years. 58 Chapter 4 Momentum: 2005 – 2007 59

MOMENTUM: NEW FUNDING AND GOVERNANCE SPARK NEW STEPS

The New Deal for cities clears the way for more tax funding, welcome news in the wake of the exhausting but successful Canada Line campaign. Bold initiatives in all travel modes make sustainability a key goal. And a new governance structure comes with an expanding mandate in the South Coast.

2004 – 2007 60

2005

APRIL New Deal for Cities JULY 2005 GVRD reviews and Communities will return governance structure $307 million in gas tax and recommends minor funding to TransLink. modifications.

2006

JANUARY Richmond mayor Malcolm Brodie becomes third chair of TransLink, replacing Doug McCallum.

MARCH Transport minister Kevin Falcon names a three- member panel to review of TransLink’s governance structure, funding, and responsibilities. Chapter 4 Momentum: 2005 – 2007 61

2007

JUNE TransLink releases NOVEMBER A new act DECEMBER TransLink’s 2008 plan, bridging transforms the GVTA into new board of directors between 2005-07 Strategic the South Coast British is announced, with Dale Transportation Plan and Columbia Transportation Parker named as chair. new 10-Year Plan to be Authority, opening the way implemented in 2009. for an expanded mandate. JANUARY 2008 CEO Pat Jacobsen announces she OCTOBER TransLink NOVEMBER The Mayors will resign in the spring. initiates Transport 2040 Council elects Surrey mayor process, engaging officials, Dianne Watts as its first stakeholders, and the public chair. in discussion of a 30-year strategy. 62 Chapter 4 Momentum: 2005 – 2007 63

BUILDING RELATIONSHIPS THROUGHOUT THE REGION The Vancity U-Pass success proved the practicality of TransLink’s 2002 plan. It centred around one paramount goal: to increase transit ridership. To take more single occupant vehicles off the road, TransLink needed to tap into new markets—and that meant mounting new efforts to build consensus in the region about the need for stable funding.

TransLink had always carried out years ago we were out there talking to strengthening bonds with the BC “The federal government is very extensive public consultation, but people and we said, ‘Trust us, we’ll get Trucking Association, the Vancouver supportive of our structure, of having moved to strengthen relationships in federal money, and we’ll buy buses.’ Board of Trade, the BC Automobile an integrated multi-modal authority the post-strike years. Staff focused Four years later, we’ve done exactly Association, and others. that does long-term planning,” said on engaging people in more direct that. We gained that trust again, and CEO Pat Jacobsen. “In the absence and meaningful ways, enabling them the public is back on our side.” “The Vancouver Board of Trade comes of that structure you have agencies to make substantive contributions to to our defense now,” noted Paddon. shopping projects, saying ‘choose planning discussions. In the process, Relationships also improved with “We upset a lot of people when we my road, choose my bridge, choose many gained a better understanding of stakeholder groups and the provincial had to bring in a parking tax, but not my rapid transit line.’ So the federal the region’s transportation issues. government. The vehicle levy storm as many as you’d think. A lot of people government has long been a real was seen by many as a breakdown of in the business community supported advocate for the structure of “We’ve done some things here that trust between the authority and the us dealing with that revenue source in integrated planning.” have not been done anywhere in province. But former CEO Ken Dobell’s that way. I think we’ve struck a pretty Canada,” said TransLink spokesman work in securing the provincial gas good balance at this point. More people Ken Hardie. “Now average citizens tax from the new Liberal government perceive us as fairly accountable, so discuss rapid transit development and had opened new channels of that’s the real difference today.” understand that you need to put people communication, and Pat Jacobsen’s in jobs along rapid transit lines to make team wanted to make sure the lines of National recognition has also the system work. The sophistication communication stayed open. improved TransLink’s public image. It’s level of the average citizen has gone up widely considered a leader in public quite significantly, and that helps.” Winning over key stakeholders transportation in Canada, and plays Similarly, TransLink executives realized a large role in shaping federal public “People see the difference on the street that if there had been more stakeholder policy—participation that benefits not when they see the new buses, and communication prior to the levy only Greater Vancouver residents, but see us delivering on our promises,” attempt, it might have received greater Canadians across the country. said Bob Paddon, vice-president of support from key players. Significant corporate and public affairs. “Four effort has since been devoted to 64

“ If we can graduate generations of transit users, they will transform attitudes towards transit. They'll start to shape where they work and where they live. And I believe young people can transform what their parents do. ”

Pat Jacobsen former TransLink CEO Chapter 4 Momentum: 2005 – 2007 65

ACCESS TRANSIT TRANSLINK’S POLICE SERVICE In 2005 TransLink began its Access Analyzing accessibility guidelines and In 2004, the Solicitor General established the correct fare; about 35,000 such tickets are Transit Project, one of the most extensive codes from the United States, Europe, and Greater Vancouver Transportation Authority issued every year. accessibility reviews ever undertaken in Australia, TransLink developed Universal Police Service as a designated policing unit North America. Consulting with people who Accessibility Guidelines to set a new standard under the Police Act. Offi cers operate on SkyTrain and adjacent have physical, cognitive, or other diffi culties, for all future investments in fl eet and properties with a minimum of 10 offi cers The fi rst of its kind in Canada, TransLink’s TransLink developed a plan to make the facilities. during the day and a minimum of 12 at night. special police service was granted additional transit system more accessible. An addition of 35 offi cers in 2008 will bring the powers in 2004 that the previous special The Access Transit strategy is guided by the force to a total of 156. New offi cers are being provincial constables did not have. Now Access Transit aims to: principle that by making the system easier recruited to meet policing requirements for TransLink police can enforce laws relating to to use for people with signifi cant physical, the Canada Line, beginning service in 2009. • Create an Access Transit Offi ce and possession of illegal drugs and stolen property, language, or cognitive barriers, it would Users Advisory Committee. apprehend those wanted on outstanding On July 21, 2008 former RCMP Superintendent become more attractive for all transit users. • Provide better customer support. warrants, and operate outside TransLink Ward Clapham, a 28-year police veteran By developing the strategy in concert with • Improve access to a full range of transit property as necessary. became Chief Offi cer of the Transit Police services. users, and committing to reviewing the entire Service, taking over the reins from Robert TransLink’s police, who are fully sworn offi cers, • Increase availability and eff ectiveness range of facilities, services, equipment, and Kind, who retired. “Although the department is work with the RCMP and other police across the of custom transit. communications tools, Access Transit set a only three years old, collectively the members region, and are mostly dedicated to maintaining new benchmark both for public engagement are without a doubt the most experienced order, safety, and security at transit facilities and and organizational management. police service in the province,” Clapham said. their surroundings. “Most offi cers have at least 15 years with TransLink’s police service continues its role in either a municipal force or the RCMP.” issuing violation tickets to customers without 66

“ TransLink's 2005-2007 plan was the only plan in the province's history that the BC Federation of Labour and the BC Business Council both went out and advocated for— despite the fact that it was a very bitter pill for both. ”

Pat Jacobsen former TransLink CEO Chapter 4 Momentum: 2005 – 2007 67

A NEW PLAN, A 10-YEAR OUTLOOK, AND A NEW DEAL Now that TransLink had stabilized revenue sources, it could begin to address the region’s longer term goals. Systems were functioning relatively well, but improvements still had to be made across the board—improvements that came with a hefty price tag.

While the 2002-2004 plan was For the road network, $236 million and rapid transit lines to the northeast one of modest expansion, the new would be spent on major projects sector—at long last—and west along 2005-2007 plan was much more —including construction of a rapid Broadway. ambitious and proposed several transit line linking Richmond, major construction projects in addition Vancouver International Airport and Combined, the two plans cost $3.9 to improving transit. TransLink also downtown Vancouver, foreseen in the billion. TransLink’s board approved the began developing a 10-year strategy, 2002-2004 plan. plan in December 2003. But debate taking many cues from GVRD plans. was heated, and small wonder: the Intensive public consultation was at Another major undertaking was plan once again depended upon the FRED CUMMINGS the heart of the whole process. Three construction of a third Fraser River municipalities of the GVRD approving crossing between Langley and Maple a property tax increase, and the Fred Cummings is vice-president of major urban transportation forums, seven Ridge. The new Golden Ears Bridge province enabling the parking site tax construction projects for TransLink, and the public meetings, and numerous project director for the Golden Ears Bridge municipal council and stakeholder would cost approximately $800 million. and a transit fare hike. In its longest- for the past ﬁ ve years. Fred is also leading meetings helped shape the vision. In ever board meeting, GVRD directors "Many people have said that plan was the implementation of the Evergreen Line, an online component, 12,000 people approved TransLink’s plan in a vote of and sits on the Board of Directors of Canada the only plan they could remember voiced their views. 57-56. It was the largest capital plan Line. He has been with TransLink and its in the province's history that the BC ever approved by the region. predecessor, BC Transit, for over a decade. The three-year plan came with a $1.9 Federation of Labour and the BC Prior to that, he worked as a transportation Business Council both went out and By introducing all revenue measures engineering consultant for large-scale capital billion capital program price tag. It projects. A University of Waterloo grad (BASc proposed new bus services in the advocated for – despite the fact that in 2005, TransLink was able to build a civil Engineering), Fred is also a Professional metropolitan core and between regional for both, it was a very bitter pill," said reserve fund to maintain the growth in Engineer. centres, more frequency in high-demand Pat Jacobsen. "So getting something to the next decade. The plan relied on corridors, and expanded rapid bus that both labour and business could be future federal gas tax proceeds coming service. The electric trolley ﬂ eet would aligned on was very important." to the region. At the time the 2005- be replaced in 2007, and 200 additional 2007 plan was approved, there was no The 10-Year Outlook called for even buses would be added. federal program to return fuel taxes more dramatic expansion: a 30 per cent collected by the Canadian government boost in bus-service capacity by 2013, to the regions where it is collected, 68 Chapter 4 Momentum: 2005 – 2007 69

so the TransLink approach was a paid to the GRVD redirected to regional calculated risk. In 2006, federal policy transportation through an agreement When a New Deal changed, and a portion of the fuel among municipal leaders. It meant for Cities and taxes from the region were returned to British Columbia would receive $635 Communities was the region and allocated to TransLink, million in federal gas tax funding over finally signed on providing a significant new source of the next five years (2005-2010)—with April 15, 2005, revenue to fund the capital program in $307 million of it allocated to TransLink. the 2005-2007 plan. TransLink leaders “The biggest fight for me was the breathed a collective Funding breakthrough with federal gas tax, and getting them to sigh of relief. New Deal for Cities agree,” said former chair George Puil. That state of financial affairs was set to “I should’ve made a list of the number change. Back in 2002, federal finance of meetings we had, it’d certainly be a minister Paul Martin conceded that long one. When they eventually agreed cities need ongoing funding for vital to it, I was so pleased that it had finally infrastructure such as transportation. happened.” Although the decision to recycle the GVRD’s gas tax back into the region But an equally lengthy fight, to build a took longer than expected, TransLink new SkyTrain line, was about to begin. had tied its new plan to that anticipated outcome.

When a New Deal for Cities and Communities was finally signed on April 15, 2005, TransLink leaders breathed a collective sigh of relief. Their next step was to have the funds 70 Chapter 4 Momentum: 2005 – 2007 71

THE CANADA LINE DEBATES For over 30 years, regional planners had called for a rapid transit line along the Vancouver-Richmond corridor. With congestion continuing to grow, TransLink leaders decided that the time for serious action had arrived.

By 2002, the Lower Mainland’s “We had three projects on the table, but communities. The question changed busiest north-south corridor was we knew we couldn’t build these on our from “if” to “when”. home to 20 per cent of the population own,” said CEO Pat Jacobsen. “Some and linked a third of the region’s felt they should have been done in a Province asks Ottawa for jobs. Twenty-year forecasts showed certain order, but I felt that whatever RAV funding the population growing by 50 per we could attract federal and provincial In late 2002, BC premier Gordon cent in central Vancouver and 75 per money to would leverage the system. Campbell asked Ottawa to contribute cent in Richmond, with employment We needed other funding, so we started $450 million. Soon after, TransLink increasing by 70 per cent at Vancouver to shop the projects.” boosted its borrowing cap by $800 SHERI PLEWES International Airport. Transit planners million, allowing a $300 million “The province really liked the contribution. This move also provided Sheri Plewes has been TransLink's vice- hoped to add capacity in a sustainable Canada Line because of the order of partial funding for a northeast sector president of capital management and way, with a rapid transit line to engineering since 1999, and has been acting relieve congestion and facilitate a magnitude,” she explained. “At that line. Vancouver International Airport vice-president of planning since 2007. She smoother flow of goods. But realizing time, it would get about 10 times the also committed $245 million to the was the lead TransLink executive on the a Richmond-Airport-Vancouver line, ridership of the northeast sector line, project. Richmon-Airport-Vancouver (RAV) project, now known then as RAV and now named because it would connect the airport to known as the Canada Line. In her position at the busiest urban centers and, because But there was a major hitch. The TransLink, Plewe's engineering responsibilities the Canada Line, would prove a of this volume, it would recover its federal government said while it would include design, construction, procurement, and tumultuous endeavour. match TransLink’s contribution, it maintenance of all TransLink functions – roads, costs. So it had a higher priority.” bridges, bus, SeaBus, rail and ferries. Aﬅ er For starters, the region’s northeast could not meet the province’s request. graduating from University of Alberta (BSc communities, including Port Moody, Feasibility studies and broad public It would be another two years, and Civil Engineering, '82), Sheri worked in Alberta Coquitlam, and Port Coquitlam raised consultation began. It included in April 2004 the federal government and BC in oil ﬁ eld, highways, and municipal a protest. They still felt cheated that presentations, open houses, and a finally stepped in with the requested engineering. She now represents TransLink dedicated website. A 2001 MarkTrend $450 million. on many project, corporate, subsidiary and the Millennium Line had delayed rapid poll found that 81 per cent of Richmond advisory boards and committees. transit to their rapidly-growing corner and Vancouver residents believed The RAV line project would also be of the region, and were determined to partially funded and operated through continue pressing for it. the RAV line would be good for their 72

“ It's really fabulous to be part of this project. It's something that people will look back and say 'I can't believe there was a time that this didn't exist.' It's like the Expo Line today, which is just a part of our fabric now.”

Sheri Plewes TransLink vice-president of planning, capital management and engineering, and the lead TransLink executive on the RAV project Chapter 4 Momentum: 2005 – 2007 73

a partnership of government and Then, at the request of a coalition of Compromise motion sparks approval and-cover technique offered several private sector companies, known 11 business groups, including the Ultimately it was a move by Barbara advantages, including tunnels and as a public-private partnership, or a Vancouver Board of Trade, the Sharp, mayor of the City of North stations closer to the surface, reducing P3—and this proposal generated a BC Chamber of Commerce, and Vancouver, that brought RAV back to life. overall journey times. However, amid controversy of its own. the Downtown Vancouver Business Her motion at GVRD called for a limit to fears that construction would be Improvement Association, Premier public spending and greater safeguards disruptive, a mitigation fund was set up CEO Pat Jacobsen had no doubts Campbell stepped in and announced from cost overruns, and requested that to assist local merchants. about the approach. “I think that the the province would assume staﬀ secure a provincial government Canada Line is the way of the future,” responsibility for any cost overruns. $170 million funding agreement for the SNC-Lavalin and two other companies she said. “The significant thing about it, He also agreed to provide funds northeast line. became equal partners in InTransitBC, as a North American first, it had four towards a northeast rapid transit line. responsible for building and operating pretty equal funders, and a significant At the same time, a report from the RAV line, now officially dubbed amount of private equity. It’s also In June, the RAV project came before the City of Vancouver found that a the Canada Line. Construction began the first rapid transit line the region the TransLink board for a second light-rail system could not work in in August 2005, aiming for a fully was responsible for; historically, the time–only to be voted down again, at downtown Vancouver, ending hopes for operational line by November 2009 province just decided what they wanted which point Kevin Falcon, the minister a cheaper alternative. All that proved (and in good time for the 2010 Olympic and put it there. So it was a very pivotal of transportation, pronounced the RAV to be enough, and the TransLink board Winter Games). point because it was the first time that line dead, saying the province would approved the RAV project by a 8-4 vote. the region developed the project, and not provide money for a cheaper The 19.5 kilometre showcase route then asked the federal and provincial alternative. “A lot of the board members didn’t have will feature 16 state-of-the-art stations governments for funding for it.” a background in business, and when connecting downtown with Richmond Sheri Plewes, TransLink vice-president they hear about possible overruns and and the airport. Its sleek grey trains Two consortiums, RAVxpress and SNC- of planning, capital management and other things, it scared the daylights out will carry up to 334 passengers from Lavalin, were shortlisted to design, engineering, and the lead TransLink of them, especially since they’re the downtown to Richmond in 25 minutes. build, and operate the line. executive on the RAV project, said the ones that have to make the decision,” Ridership for the Canada Line is board's decision was disappointing, but said chair Doug McCallum. “There were expected to be 80,000 per day upon TransLink board twice rejects understandable. new concepts, we were breaking new startup and 138,000 by 2021. RAV P3 scheme ground in how to build major capital Then, at the TransLink board of "It was a hard decision and a lot of projects, and the financing was very “The process has actually been moving directors meeting in May 2004, RAV facts for the board to assimilate," said complicated on it. We had private along very well,” said Larry Ward, came to a screeching halt when the Plewes. partners, and having the airport on chief operating officer of InTransit board voted against allowing the two board was unheard of. There’s no way Operations. “We’re actually slightly "The project was very complex bids to proceed to best-and-final-offer in the world the airport is going to put ahead of schedule, and there haven’t technically. It affected two very stage. up a third of the money, I mean, holy been any major difficulties. We’re only important cities, TransLink, the airport mackerel, how’d we accomplish that? 26 months out from financial close, Board members against the project authority, and all of their residents and The model we developed was brand and you look at everything that’s been cited numerous issues. They said the local governments. It was like a small new and certainly had never been tried accomplished in that amount of time, private sector should absorb more pressure cooker–it was very difficult in a major capital, but it was a good and it’s impressive.” risk, the cost should be reduced to balance all these elements and model.” by scrapping a planned tunnel come out successfully. And it was a "It's an amazing accomplishment," says in Vancouver, and the provincial groundbreaking partnership along with Bid is awarded, construction begins Plewes. government should commit to building the private sector." SNC-Lavalin eventually won the "It's really fabulous to be part of this the northeast sector line at the same project. The plan would rely on Yet the RAV project refused to die, project. It's something that people will time. extensive sections of cut-and-cover gaining colourful nicknames like "Count look back and say 'I can't believe there construction in downtown Vancouver RAVula" and "FrankenRAV." was a time that this didn't exist.' It's and along Cambie Street. The cut- like the Expo Line today, which is just a part of our fabric now." 74

SQUAMISH LILLOOET REGIONAL DISTRICT

METRO VANCOUVER

LIO NS BAY

Sea-to-Sky Corridor

BO W EN ISLAND

WEST NO RTH VANCO UVER VANCO UVER DISTRICT

NO RTH VANCO UVER CITY ANM O RE

SEABUS BELCARRA EXPRES AST S WEST CO PO RT MOODY 2014 UEL BURNABY CO Q U

PO RT WEST COAST EXPRESS VANCO UVER CO Q UITLAM ITLAM PITT MEADOWS

V a n co u v e r NEW METRO VANCOUVER In t e rn a t io n a l A irp o rt M APLE RIDG E

WESTMINSTER DISTRICT REGIONAL VALLEY FRASER

ST EXPRESS

WEST COA 2009

LEGEND

Rapid Transit Proposed Rapid Transit (Bus/Rail) + RICHM O ND Frequent Bus Concept + SURREY Inter-Regional Connections Existing Local Network DELTA West Coast Express TO Metropolitan Core LANGLEY ABBOTSFORD Proposed Surrey Metro Centre CITY

Regional City Centre

Ferry Terminal

Protected Areas, Agriculture and LANGLEY Open Space TO W NSHIP

+ Alignments are Conceptual BRITISH COLUMBIA WASHINGTON W HITE RO CK Concept of Potential Frequent Transit Network Chapter 4 Momentum: 2005 – 2007 75

MAJOR SHIFTS IN GOVERNANCE, MANDATE, AND FUNDING Before former chair George Puil left in 2001, he established the TransLink Governance Task Force. He wanted a review of the governance structure after a 2001 Auditor General report had cited numerous issues. The task force made several recommendations, but no changes were made.

It wouldn’t be until after Puil’s New governance structure includes new Mayors’ Council on Regional successor, Doug McCallum, lost his Mayors’ Council Transportation makes key decisions seat as mayor of Surrey in late 2005 A year later, the province unveiled the regarding regional transportation. All and was replaced as chair by Richmond panel’s recommendations. TransLink 21 municipalities are represented by mayor Malcolm Brodie, that any retained its responsibilities, but how their respective mayors on this council, changes were made. and where it operated, and its funding which also appoints new directors, and sources, was greatly revised. The meets regularly throughout the year. Citing the three politically-charged current board of municipally elected votes it took for the Canada Line to officials was abandoned and replaced The Mayors’ Council also appoints an be approved, transport minister Kevin independent commissioner, whose MALCOLM BRODIE by a board of nine independent Falcon declared that TransLink had directors, none of whom were local primary responsibilities are to oversee Joining TransLink’s board of directors in 2002, become parochial, suggesting the proposed fare increases, review Malcolm Brodie was chair in 2006, during politicians. A screening panel, chaired board lacked the expertise to deal customer satisfaction reports, and delivery of the 2005-2007 three-year plan. by Mike Harcourt, proposed a slate of Brodie’s term ended in 2007 when a new with multi-billion dollar projects. directors to the Mayors’ Council who advise the mayors whether operations governance structure for TransLink brought In March 2006, he named a three- then selected the board. are in line with strategic and regional an end to a board composed of elected member panel, headed by former growth plans. The Province proposed representatives. He has been a member of TransLink director Marlene Grinnell, to The concept was that their expertise in expanded reach and new funding. The Richmond city council since 1996 and has conduct another review of governance, law, accounting, and transit planning governance changes make it possible been mayor continuously since 2001. He is currently on the Mayors’ Council on Regional responsibilities and funding. “Almost would help guide the authority and for TransLink to expand its geographic Transportation, serves on Metro Vancouver’s from the very beginning, there’s been provide oversight of operations, mandate beyond Metro Vancouver, land use and transportation committee among some sense that the governance planning, and finances. potentially extending the service area others, and chairs its ﬁ nance committee. wasn’t quite what people wanted it to as far north as Pemberton in the be,” said TransLink spokesman Ken As a result of the new model, Squamish-Lillooet regional district, and Hardie. “But everybody was having TransLink no longer reports to the as far east as Hope in the Fraser Valley. a devil of a time deciding what the GVRD, now known as Metro Vancouver, perfect solution would be.” to ratify or reject their transportation plans and tax increases. Instead a 76

DALE PARKER Named in December 2007 to a three-year term on TransLink’s newly structured board of directors, Dale Parker became its third board chair in January 2008. The new board will provide oversight of TransLink’s operations. A former BC Workers Compensation Board president and CEO, Parker will help lead TransLink into a period he describes as its “next stage of development and growth” as the organization adopts the new governance structure approved by BC’s provincial legislature. Leaving Workers Compensation in 1998, Parker currently serves on the boards of Canada Pension Plan Investment Board, GrowthWorks Ltd., Century Mining Ltd., UBC Investment Management Trust Inc., and Encorp Paciﬁ c (Canada). Among other past positions, he was president and CEO of the Bank of British Columbia and an executive vice-president with the Bank of Montreal. Chapter 4 Momentum: 2005 – 2007 77

Province proposes expanded For both these plans to meet the mark, Reflecting on TransLink’s major reach and new funding many long-term strategies had to be milestones in its first decade, vice- The panel also wanted to see thought through, including regional president of finance and corporate TransLink’s geographic mandate land use objectives, the province’s services Ian Jarvis noted: grow beyond Metro Vancouver. They greenhouse gas emissions reduction proposed extending the service area target, and addressing the projections “Although there’s been a fair bit of as far north as Pemberton in the for population growth and economic criticism, and it’s been difficult at times, Squamish-Lillooet regional district, development. people from all over the world come and as far east as Hope in the Fraser to look at TransLink as an interesting Valley—where systems are still In fall 2007, TransLink initiated model, and they’re amazed by what operated by BC Transit. Transport 2040, engaging elected we’ve achieved in a relatively short officials, stakeholders, and the public period of time. That’s a pretty good Municipalities in the expanded service in the creation of its far-reaching indicator of TransLink’s success.” area would be given the option of sustainability-oriented strategy for the joining TransLink. next 30 years. Former vice-president of planning, Glen Leicester, agrees. “We’re really the TransLink would also be allowed an Name change reﬂ ects expanded envy of Canada in terms of the range additional three cents of the regional mandate of equipment, how modern it is, and fuel tax if, by the end of its new 10-Year On November 29, 2007, the BC the diversity of initiatives and projects Plan, it was able to raise matching legislature passed the Greater that have been implemented or are funds–two-to-one–from other local Vancouver Transportation Authority on-the-go. People here should consider sources. The authority would also be Amendment Act. TransLink’s new legal themselves lucky.” permitted to raise money by developing name became the South Coast British land adjacent to rapid transit lines and Columbia Transportation Authority, “No one else in the country has what major transit hubs. retiring the GVTA name. we have here,” he said.

“TransLink as an organization has The new law also scrapped the experienced absolutely no change, and contentious parking stall tax, replacing that’s an important thing to recognize,” the $18 million annual revenue with an DIANNE WATTS said Bob Paddon, vice-president of equal amount of property tax. Dianne Watts, mayor of Surrey, was elected corporate and public affairs. “Basically in 2005 aﬅ er serving on that city’s council for all the province is trying to do is rewire The next day, Metro Vancouver’s new nine years. She was named ﬁ rst chair of the Mayors’ Council elected Surrey mayor Mayors’ Council on Regional Transportation in at the board level. As an organization Dianne Watts as its first chair. On 2007. The council, comprising all 21 mayors in attempting to address complexities of the Metro Vancouver region, was established transportation in a large urban region December 13, she announced the new as part of new governance structure set in Canada, we’re doing many things nine-member board of directors. out in 2007’s South Coast British Columbia right,” he added. Transportation Authority Act. The Council “TransLink’s future plans must address appoints TransLink’s board of directors, TransLink would also be required transportation needs across the entire the commissioner, and has ﬁ nal approval to create a 30-year strategy, aligned region, not just now, but in anticipation on expansion plans as well as transit fare of the significant growth we are increases and property taxes required to pay with the provincial government’s 30- for them. Representing Surrey in the big city year transportation vision and Metro expecting. The Mayors’ Council will mayors’ caucus of the Federation of Canadian Vancouver’s Regional Growth Strategy. specifically ensure its vision is reflected Municipalities, Watts sits on the national The current 10-Year Transportation in any plan it approves,” said Watts. transit strategy committee. Plan would also be replaced for a new Dale Parker, a former CEO of the B.C. one that would come into effect in Workers Compensation Board, was 2009. named TransLink chair on January 16, 2008. 78 Chapter 5 New Destinations: 2008 and beyond 79

NEW DESTINATIONS: 30-YEAR STRATEGY POINTS TO SUSTAINABILITY

Far-reaching vision sees mobility for a million more people in the region and serious measures to cool the climate. By dramatically improving the individual experience, and increasing travel choices for all, the strategy aims to preserve quality of life in the region.

2008 and beyond 80

2008 YOU ARE HERE Chapter 5 New Destinations: 2008 and beyond 81

2040

VISION FOR 2040 These choices will protect Greenhouse gas emissions Most trips are by transit, Current plans aim to the natural environment, from transportation have walking, and cycling. maintain Greater Vancouver reduce greenhouse gases, been aggressively reduced as the best place in the foster an inclusive and and meet provincial The majority of jobs and world to live and work in fair society, and support government targets. housing in the region are 2040. Strategies developed a vibrant sustainable located along the Frequent by people, governments, economy. Traveling in the region is Transit Network. and industry in the region safe, secure, and accessible today will ensure wise, for everyone. Economic growth and long-reaching choices about efficient goods movement transportation and land use are facilitated through in the future. effective management of the transportation network.

Funding for TransLink is stable, sufficient, appropriate, and influences transportation choices. 82 Chapter 5 New Destinations: 2008 and beyond 83

EXPANDED MANDATE MAKES BIGGER PROJECTS POSSIBLE

Eight years after its founding, TransLink has evolved to become the South Coast British Columbia Transportation Authority, but it still has the same goal—to expand and maintain the region’s transportation network.

TransLink is essentially the same announced that the Line will use quality of life residents here treasure. entity that was created by the historic SkyTrain-like advanced light rapid Its 30-year strategy will envision a “ In 1999, it was all agreement of 1999, but its scale is now transit (ALRT) technology, which is transport network that will provide about planning much larger. Originally, TransLink’s automated and separated from traffic. mobility for an additional 1.3 million and creating operating budget was about $358 The Line will also be constructed people in the region, while enabling a vision. Today, million, and it managed about $100 along a northwest route, connecting goods and services to move easily. it's about doing,” million in small capital projects. Today, Lougheed Town Centre with Coquitlam TransLink’s operating budget is $992 Town Centre through Port Moody, at an The number of jobs in Metro Vancouver Ian Jarvis million, with about $4 billion in major estimated cost of $1.4 billion. will also grow by 600,000, and if current trends continue, scattered employment TransLink's vice-president capital projects. Envisioning a 30-year strategy locations will become increasingly of finance and corporate services “In 1999, it was all about planning In the years to come, the task of difficult to accommodate. That’s why and creating a vision,” said Ian Jarvis, creating sustainable transportation TransLink is stepping up calls to fully TransLink’s vice-president of finance for the entire South Coast area comes integrate transportation with land use and corporate services. “Today, it’s with myriad challenges. Among them: decisions. By focusing development about doing.” a population that is both growing and in existing built-up areas, natural aging, continued dependency on single lands can be protected, and a growth And the list of initiatives now being occupancy vehicle use, heightened pattern that preserves and enhances done is impressive by any measure. concerns about climate change— the natural beauty of the region can flourish. In 2009, just in time for the 2010 Winter and high housing costs forcing Olympics, TransLink will make several more and more people and businesses major milestones: the opening of the to outlying areas that are difficult to Golden Ears Bridge, the launch of serve with transit. Canada Line operations, and the debut By working with the province’s 30-year of a third SeaBus vessel. transportation vision and Metro The long-awaited Evergreen Line is Vancouver’s regional growth strategy, now moving forward. In 2008, it was TransLink aims to preserve the 84

“ We're now at the nexus of the environmental and economic agenda, and we're entering what I call a golden age for TransLink. ”

Pat Jacobsen former TransLink CEO Chapter 5 New Destinations: 2008 and beyond 85

Through strategies to guide the Jacobsen decides to move on development of the transportation With new governance in place, many network, and continued consultations big new initiatives coming on line, and with elected officials, stakeholders, and the 30-year vision close to completion, the general public, TransLink is shaping popular CEO Pat Jacobsen announced its 30-year vision to help maintain the her resignation in early 2008 after a livability of the region for decades to very strong six-year run. come. Jacobsen, however, leaves the world’s “I think the public has started to first multi-modal transportation recognize those capacity restraints, and authority in a very strong position. they’re willing to shift accordingly,” said “We’re now at the nexus of the Pat Jacobsen. environmental and economic agenda, and we’re entering what I call a golden age for TransLink,” she said. 86

2006

TRANSLINK AWARDS Golden Ears Bridge Project awards

2005 In 2006, TransLink’s Golden Ears Bridge project collected Exceptional Performance/ 2004 three awards: Outstanding Achievement: Vancity U-Pass wins National Award for Canadian Urban Transit 98 B-Line Richmond- Finance International Association Vancouver Sustainability Magazine’s North American Deal of the Year Innovation Award: U-Pass TransLink’s B-Line rapid TransLink received the Program transit bus program won a Sustainable Community CUTA award for the innovative Award from the North American PPP Deal In 2004, TransLink won features of its new Richmond- Federation of Canadian of the Year from Project CUTA’s Innovation Award for Vancouver route. The new Municipalities and CH2M Finance (Euromoney) Vancity U-Pass, its universal route includes a 2.5 km, HILL, an internationally transit pass program landscaped median busway renowned engineering firm The Gold Award for for university students on Richmond’s main street specializing in sustainable Project Financing, a sponsored by Vancity credit among other features cited as public infrastructure. The national award for union. Success of the Canadian fi rsts. Three B-Line Sustainable Community innovation and excellence program was immediate, routes operate in future rail Award recognizes from the Canadian with ridership increasing transit corridors, and help excellence and innovation in Council for Public Private by 39 per cent at SFU, and build a rail-supportive market. municipal service delivery Partnerships 53 per cent at UBC. The The fi rst route was introduced that advances sustainable program has subsequently in 1996, and now carries a community development. The new bridge, due to been expanded to Capilano daily ridership of over 34,000. After the launch of U-Pass in open in 2009, will stimulate College and Langara Among a host of benefi ts, August 2003, transit quickly the economy by reducing College. B-Lines have enabled 20 per became the leading mode congestion and opening cent faster travel times over of travel to and from both up access to employment, previous services, and have universities. Automobile services, and recreational cut automobile travel by eight traffic at both sites has opportunities. It will also million kilometres a year. decreased by 10 per cent, provide additional travel reducing GHG emissions by options for transit users, about 21,000 tonnes a year. cyclists and pedestrians. TransLink Awards 87

Golden Ears Bridge named Global Deal of the Year

TransLink’s Golden 2007 Ears Bridge Project Advertising campaign was recognized by wins industry award GLOBE Foundation Infrastructure Journal in National Award for the United Kingdom as A series of print Excellence in Urban the prestigious Global advertisements designed Sustainability Deal of the Year in 2007. to attract new employees This award considers to TransLink received TransLink has received projects in all sectors— highest honours from a prestigious national not just transportation— the American Public 2006 award for its Vancouver throughout the world. Transportation Association. Transit Centre: the GLOBE TransLink’s Employer Foundation and the Globe The bridge project’s Branding and Recruitment Sustainability Award from and Mail newspaper’s award complexity, innovative Campaign received a first Fraser Basin Council for Excellence in Urban financing, and fast place AdWheel award for Sustainability. The award financing close are the Public Relations/Awareness TransLink won the Fraser recognizes businesses that attributes that attracted or Education and the Grand Basin Council’s Overall strike an admirable balance the award. TransLink’s Award for Best Campaign. Sustainability Award for between sustainability and partner, Bilfinger Berger its work in developing economic viability. BOT, accepted the award The ads feature photos innovative sustainable on the project’s behalf. of TransLink employees transportation initiatives that Opened in 2006 and who explain what their have significantly reduced home to TransLink’s zero- jobs mean to them, their greenhouse gas emissions emission electric trolley families, and community. and enhanced air quality. buses, Vancouver Transit The series was developed by Centre was lauded for its use TransLink’s marketing team, Among the initiatives cited of recycled regional materials, with information gathered by were: the Vancity U-Pass Energy Star roof membranes, TransLink’s market research programs, the Community lots of natural lighting, and a group and creative input Pass program, the Jack Bell state-of-the-art wastewater from Grey Advertising. Ride-Share program, and treatment plant. the TravelSmart program. www.translink.bc.ca November 2008