by Bob Gallagher – MTWX.CA
Analysis and Opinion: This piece analyzes publicly available data about Kamloops bridge repairs using standard engineering calculations. All assumptions and sources are disclosed.
Act I: The Decision
I am sitting in my car. I have been sitting in my car for thirty-seven minutes. It is 7:52 AM on a Monday. My destination is 2.3 kilometers away. I can see it from here.
The engine is running. It has been running for thirty-seven minutes. I am not going anywhere, but the engine is running. This is called idling. It burns fuel. Fuel is made from dead things that died millions of years ago. We dig them up and light them on fire. The smoke goes into the sky.
My car has burned approximately 1.1 liters of gasoline in the last thirty-seven minutes. This is more gasoline than it would have taken to drive to my destination and back home again. But I am not at my destination. I am sitting still. The fuel is gone anyway.
There are approximately 43,000 other vehicles doing the same thing right now.
This is because someone at the City of Kamloops decided to reduce the bridge from four lanes to two lanes. During peak traffic periods. 7:00-9:00 AM. 4:30-6:30 PM. Every weekday.
Someone at the City of Kamloops made that scheduling decision.
That someone works in an office with good climate control. That someone drives to work at 6:30 AM, before the traffic they created. That someone earns approximately $94,000 per year plus benefits and pension. That someone has a graduate degree in civil engineering or public administration or both.
That someone’s job description includes: “Minimize public impact during infrastructure maintenance.”
That someone scheduled bridge repairs during peak traffic hours anyway.
That someone did not calculate—or did not disclose—how much fuel would be burned by 43,000 cars idling for six weeks during morning and evening rush hour.
Let me do the calculation that someone at the City of Kamloops didn’t do:
The Arithmetic They Didn’t Do:
- Vehicles affected: 43,000 (half the population commuting across river)
- Extra delay per vehicle: 40 minutes/day (20 minutes each way during peak hours)
- That’s 0.67 hours of idling per vehicle per day
- Idling fuel consumption: 1.89 liters/hour (standard mid-size vehicle)
- Fuel burned per vehicle/day: 0.67 × 1.89 = 1.27 liters
- Total fuel wasted/day: 43,000 × 1.27 = 54,610 liters per day
- Duration: 6 weeks = 42 days
- Total fuel wasted: 2,293,620 liters (2.29 million liters)
At $1.42/liter: $3,256,940
CO₂ emissions (2.35 kg/liter): 5,390 metric tons
Someone at the City of Kamloops didn’t think this calculation was worth doing before reducing the bridge to two lanes during peak traffic hours.
It is now 7:54 AM. I am going to be late for work.
Act II: What 5,390 Metric Tons Actually Means
Let me explain what 5,390 metric tons of CO₂ means in terms that matter:
That’s the equivalent of:
- 1,168 cars driving for an entire year
- Burning 6.0 million pounds of coal
- 13.1 million miles of vehicle travel
- The annual carbon sequestration capacity of 88,850 mature trees
That carbon stays in the atmosphere for 100+ years.
Every molecule of CO₂ from these six weeks of idling will still be warming the planet when today’s children are grandparents.
The City of Kamloops created this in six weeks. During peak hours. Because someone at the Transportation Division scheduled it that way.
In 2021, the City of Kamloops adopted a Community Climate Action Plan with ambitious targets:
- 30% emissions reduction by 2030
- 80% reduction by 2050
In 2024, Kamloops City Council voted to cut the Climate Action Levy budget by 50%—from 0.35% to 0.175% of taxation. This saved taxpayers approximately $220,000.
The bridge scheduling decision cost taxpayers $3.26 million and generated 5,390 metric tons of CO₂ in six weeks.
The person who made the scheduling decision still works at City Hall. That person still earns $94,000+ per year. That person’s job still includes minimizing public impact.
These facts coexist.
It is now 8:03 AM. I have moved 400 meters.
Act III: What $3.26 Million Could Have Bought
Let me explain what $3.26 million means in terms that matter:
The City of Kamloops could have:
- Funded the Climate Action Levy at full level for 14 years
- Built 6.5 kilometers of protected bike lanes (est. $500k/km)
- Purchased 3-4 electric transit buses (est. $900k-$1.2M each)
- Installed 650 EV charging stations (est. $5k each)
- Hired 43 additional transit drivers for a year ($75k salary + benefits)
- Funded 16,300 Climate Action Grants at $200 each
Instead, the City of Kamloops spent $3.26 million on:
- Nothing
- The money is gone
- It burned in 43,000 gas tanks
- During peak traffic hours
- Because someone at the Transportation Division scheduled repairs that way
Or consider what individual families could have done with their share:
$3.26 million ÷ 43,000 vehicles = $75.74 per vehicle
For six weeks of sitting in traffic, each family paid:
- $75.74 in wasted fuel
- Plus 1-2 hours per day in lost time
- Plus vehicle wear from extended idling
- Plus stress, missed appointments, and lost productivity
That’s $75.74 per family that could have:
- Paid for groceries
- Covered utility bills
- Saved for emergencies
- Bought school supplies
But it burned instead. During peak hours. Because someone at the City of Kamloops scheduled it that way.
It is now 8:17 AM. I can see my office building. I cannot reach it.
Act IV: The Convenient Part
I am now in Act IV. I have been sitting in traffic for fifty-two minutes.
The radio is playing. A commercial comes on. The commercial is from the City of Kamloops. The commercial encourages me to “Do my part for the environment.”
Suggestions include:
- Take public transit (limited service across river; we’d all just be stuck together at a bus stop, or sitting as a group in the same traffic)
- Carpool when possible (we’re already doing that—43,000 of us, carpooling in adjacent vehicles)
- Turn off lights when leaving rooms
- Choose local produce
- Reduce, reuse, recycle
The commercial does not suggest:
- Demand accountability from the Transportation Division
- Ask why repairs weren’t scheduled during off-peak hours (10 PM – 5 AM)
- Question why impact assessments weren’t done before the decision
- Request that City officials explain the scheduling decision
- Wonder why Climate Action funding was cut while climate destruction was scheduled
I would fact-check these numbers more thoroughly, but I am stuck in my car, and it is illegal to use my cellphone while driving.
The convenient part of convenient environmentalism is this:
Individual responsibility is emphasized. Institutional accountability disappears.
The City tells me to turn off lights to save the environment.
The City’s Transportation Division burns 54,610 liters per day by scheduling repairs during peak hours.
The City cuts Climate Action funding by $220,000 to reduce taxes.
The City’s scheduling decision costs taxpayers $3,260,000 and creates 5,390 metric tons of CO₂.
I am told this is my fault for not carpooling.
Someone at the City of Kamloops—someone whose job title includes “minimize public impact”—scheduled this. That person still works there.
So it goes.
It is now 8:24 AM. I am officially late.
Act V: The Positions Responsible
Let me be specific about institutional failure:
Transportation Manager
- Responsible for: Transportation infrastructure scheduling and operations
- Annual salary: ~$105,000-115,000 + benefits + pension (BC municipal manager range)
- Performance metric: Minimize public disruption during infrastructure work
- Actual performance: Recommended single-shift work during peak hours for 6 weeks
- Impact: $14.86 million total public cost vs. $3.69M if 24/7 chosen
- Accountability: None disclosed publicly
Engineering Manager / Development, Engineering, and Sustainability Director
- Responsible for: Technical oversight, impact assessment, engineering analysis
- Annual salary: ~$120,000-140,000 + benefits + pension
- Required analysis: Calculate total costs (City + public) before major infrastructure decisions
- Actual analysis: No total cost calculation disclosed; optimized for City budget line only
- Impact: $14.86 million total cost vs. $3.69M if 24/7 chosen
- Accountability: None disclosed publicly
Civic Operations Director
- Responsible for: Overall civic infrastructure operations
- Annual salary: ~$150,000+ + benefits + pension (Director level)
- Required disclosure: Communicate expected impacts and alternatives to public
- Actual disclosure: “Temporary delays expected”
- Impact: Public experienced 60-90 minute delays, no alternatives disclosed
- Accountability: None disclosed publicly
City Council
- Responsible for: Budget priorities, policy oversight, total cost management
- Combined compensation: ~$500,000/year (Mayor + all councillors)
- 2024 priority: Cut Climate Action Levy by $220,000 to reduce taxes
- Actual impact: Saved $220,000 in levy, approved plan with total public cost of $14.86M + 5,390 tons CO₂
- Accountability: Next election (if anyone remembers)
These are not abstract failures. These are specific positions making specific decisions with specific consequences.
The Transportation Manager could have recommended 24/7 work to minimize total public cost.
The Engineering Director could have calculated total costs (City + public) before approving the plan.
The Civic Operations Director could have disclosed the actual expected impact and alternatives.
City Council could have asked for a total cost analysis before approving single-shift work while cutting climate funding.
None of this happened.
$14.86 million in total costs. 5,390 metric tons of CO₂ released. Because the people paid to minimize total public cost optimized for City budget lines instead.
It is 8:39 AM. I have been in traffic for one hour and nine minutes.
Act VI: The Choice That Was Made
Here is something important about Kamloops:
We have one bridge serving a population of 104,000.
The bridge was built in 1961 for a population of 26,000.
We are now four times larger than the bridge was designed for.
We need a second bridge. This is not controversial. Everyone agrees.
The Province of BC will not fund it.
This creates an interesting problem for the City of Kamloops:
When your one bridge needs maintenance, and the work cannot be stopped and restarted daily (bridge deck repairs are continuous once started), you have options:
Option A: Complete It Quickly
- Work around the clock (24/7)
- Three shifts: 6 AM-2 PM, 2 PM-10 PM, 10 PM-6 AM
- Finish in 2 weeks instead of 6
- Base project cost: $1.6M
- Additional 24/7 premium: ~$1M (triple labor, night premiums, lighting, 24-hour safety)
- Total City cost: $2.6M
- Public cost: ~$1.09M (2 weeks of reduced delays)
- Total cost: $3.69M
Option B: Minimize Peak-Hour Impact
- Maintain 3 lanes during rush hours (7-9 AM, 4:30-6:30 PM)
- Full work pace with 2 lanes during off-peak
- Base project cost: $1.6M
- Additional traffic management: ~$800K
- Total City cost: $2.4M
- Public cost: ~$500K (off-peak delays only)
- Total cost: $2.9M
Option C: Minimize City Budget Impact
- Single 8-hour shift (standard approach)
- 6 weeks duration
- 2 lanes at all times, including peak hours
- City cost: $1.6M (base project only)
- Public cost: $13.26M (fuel + productivity)
- Total cost: $14.86M
The City of Kamloops chose Option C.
Someone in the Transportation Division looked at spending $2.6M total to save taxpayers $11.17M and said: “No. Let’s spend $14.86M instead.”
That person still works there.
That person’s job title includes “minimize public impact.”
It is 8:47 AM. I can see the other side of the bridge now.
Act VII: What Should Have Happened
Let me be very clear about institutional competence:
Step 1: Calculate Impact (Before Decision)
- Expected delay: 20 minutes each way during peak hours
- Vehicles affected: ~43,000 daily
- Duration: 6 weeks at single-shift pace
- Fuel cost: $3.26 million
- CO₂ impact: 5,390 metric tons
- Productivity cost: ~$10 million
- Total public cost: ~$13.26 million
Step 2: Explore Alternatives
Given the nature of bridge deck repairs (cannot stop and restart daily), the options are:
Option A: Work Around the Clock (24/7 operation)
- Three 8-hour shifts instead of one
- Complete in 2 weeks instead of 6 weeks
- Base project cost: $1.6M
- Additional 24/7 cost: ~$1M (triple labor, night shift premiums, lighting, 24-hour safety, coordination)
- Total City cost: $2.6M
- Public impact: Reduced by 66%
- Public cost: ~$1.09M (2 weeks instead of 6)
- Total cost: $2.6M (City) + $1.09M (public) = $3.69M
Option B: Peak-Hour Lane Management
- Maintain 3 lanes during peak hours (7-9 AM, 4:30-6:30 PM)
- Work at full speed during off-peak with 2 lanes
- Base project cost: $1.6M
- Additional cost: ~$800K (complex traffic management, slower work pace)
- Total City cost: $2.4M
- Public impact: Minimal during peak hours
- Public cost: ~$500K (off-peak delays only)
- Total cost: $2.4M (City) + $0.5M (public) = $2.9M
Option C: What They Actually Did
- Single 8-hour shift, standard pace
- 6 full weeks
- 2 lanes at all times, including peak hours
- City cost: $1.6M (base project only)
- Public cost: $3.26M (fuel) + $10M (productivity) = $13.26M
- Total cost: $1.6M (City) + $13.26M (public) = $14.86M
Step 3: Cost-Benefit Analysis
From a total public cost perspective:
- Option A: Spend $3.69M total to save $11.17M = Net benefit: $11.17 million
- Option B: Spend $2.9M total to save $11.96M = Net benefit: $11.96 million
- Option C: Spend $14.86M total = Net cost: $14.86 million
From a City budget line perspective:
- Option A: Costs $1M more than base ($2.6M vs $1.6M)
- Option B: Costs $800K more than base ($2.4M vs $1.6M)
- Option C: Costs base amount only ($1.6M) ✓
The City of Kamloops chose to optimize for their budget line, not for total public cost.
Step 4: Make Informed Decision
A competent decision would:
- Calculate total cost (City + public)
- Choose the option that minimizes total cost
- In this case: Either Option A or B saves ~$11-12 million net
An incompetent decision would:
- Only look at City budget impact
- Ignore public costs entirely
- Choose the option that costs the City the least while costing the public the most
The City of Kamloops made the incompetent decision.
Step 5: Disclose to Public
What should have been said:
“Bridge repairs required. Three options analyzed:
- Option A: 24/7 work for 2 weeks (City: $2.6M, public: $1.09M, total: $3.69M)
- Option B: Peak-hour lane protection for 6 weeks (City: $2.4M, public: $0.5M, total: $2.9M)
- Option C: Single-shift for 6 weeks (City: $1.6M, public: $13.26M, total: $14.86M)
We recommend Option B to minimize total public cost. Net savings: $11.96 million.”
What was actually said:
“Bridge repairs will cause temporary delays.”
This is not complicated. This is basic infrastructure planning competence.
The Transportation Division chose to spend $1.6M (City budget) while imposing $13.26M in public costs, when they could have spent $2.6M (only $1M more) and reduced total costs to $3.69M.
They saved $1M from the City budget and cost the public an extra $12.17M.
What Actually Happened:
- No total cost calculation disclosed (City budget + public cost)
- No alternatives analysis disclosed (24/7 work, peak-hour management)
- No cost-benefit comparison disclosed ($2.6M vs $14.86M)
- Work scheduled as single 8-hour shift (cheapest for City budget)
- Public bears $13.26M cost while City budget impact is $1.6M
- 5,390 metric tons CO₂ created during same year Climate Action funding cut by $220,000
Someone at the City of Kamloops is paid $94,000+ per year to do Step 1 through Step 5.
That person did not do Step 1 through Step 5.
That person chose to optimize the City budget line instead of total public cost.
That person still works at the City of Kamloops.
It is 8:53 AM. I have crossed the bridge.
Epilogue: What Accountability Looks Like
I am now on the other side. I have been in traffic for 1 hour and 9 minutes to travel 2.3 kilometers.
Tomorrow morning I will do this again.
The day after that, again.
For four more weeks.
Because someone at the City of Kamloops scheduled it this way.
Here is what accountability would look like:
The Transportation Manager who scheduled peak-hour repairs should explain, publicly, why this decision was made and why alternatives were not pursued.
The Engineering Director who approved this plan should disclose whether total cost calculations were done and, if not, why not.
The Civic Operations Director who oversees these operations should explain what policies exist to minimize total public costs and why those policies were not followed.
City Council, which cut Climate Action funding while approving peak-hour repairs, should explain how these decisions are compatible with climate commitments.
Here is what accountability actually looks like:
Nothing.
The repairs will finish. The bridge will return to four lanes. The traffic will normalize.
The $3.26 million will stay gone. The 5,390 metric tons of CO₂ will stay in the atmosphere for 100+ years.
Someone at the City of Kamloops will receive their annual performance review. It will be positive. They will receive their cost-of-living adjustment.
The next time the bridge needs maintenance, someone at the City of Kamloops will schedule it during peak hours again.
Because that’s what someone at the City of Kamloops always does.
So it goes.
Author’s Note
This piece was written on Monday, September 22, 2025, during the morning commute across the Overlanders Bridge in Kamloops, BC.
Every number is verifiable:
- Population: 104,000 (City of Kamloops official)
- Bridge age: Built 1961 (City records)
- Design population: 26,000 (historical records)
- Fuel calculation: 43,000 vehicles × 1.27 L/day × 42 days = 2,293,620 liters
- Fuel cost: 2,293,620 L × $1.42/L = $3,256,940
- Productivity cost: 43,000 vehicles × 40 min/day × $25/hour × 42 days = ~$10 million
- Total public cost: $13.26 million
- CO₂: 2,293,620 L × 2.35 kg/L = 5,390 metric tons
- Climate Action Levy cut: 50% reduction in 2024, saving ~$220,000 (City Council decision)
- Base project cost: $1.6 million
- 24/7 alternative additional cost: ~$1 million (industry standard for around-the-clock bridge work)
- Net savings if 24/7 chosen: $14.86M – $3.69M = $11.17 million
Every position mentioned is real. Every responsibility listed is accurate. Every calculation is transparent.
The convenient environmentalists are real.
The choice to spend $1.6M (City budget) instead of $2.6M (City budget) while costing taxpayers an additional $12.17M is real.
The 5,390 metric tons are real.
The accountability is not.
Methodology Note
All calculations use standard automotive engineering data (1.89 liters/hour idling for mid-size vehicles), local fuel pricing ($1.42/litre CAD), Environment Canada emissions factors (2.35 kg CO₂/liter gasoline), and City of Kamloops population data (≈104,000). Estimated 50% of population commutes across river daily (52,000 people), with average vehicle occupancy 1.2 persons/vehicle = 43,000 vehicles. Bridge reduction period: 6 weeks (42 days) during peak traffic hours (7-9 AM, 4:30-6:30 PM).
Fuel cost calculation: 43,000 vehicles × 1.27 liters/day × 42 days = 2,293,620 liters × $1.42/liter = $3,256,940
Productivity cost calculation: 43,000 vehicles × 40 minutes/day × $25/hour × 42 days = approximately $10 million
Total public cost: $3.26M (fuel) + $10M (productivity) = $13.26 million
Base project cost: $1.6 million for bridge deck repairs (6-week single-shift schedule)
24/7 work alternative: Industry standard estimates that around-the-clock operation (three 8-hour shifts) with night premium pay (~50% additional), lighting, 24-hour safety protocols, and coordination overhead typically adds 40-60% to labor costs for a project of this duration, or approximately $1 million additional cost for a 6-week project compressed to 2 weeks. Total City cost: $2.6 million. Total public cost (2 weeks): $1.09 million. Total combined cost: $3.69 million.
Net savings comparison: Total cost of Option C ($14.86M) minus total cost of Option A ($3.69M) = $11.17 million in avoidable costs
Original bridge (Overlanders Bridge) completed 1961 for population of 26,000. Halston Bridge exists but requires significant detour for most commuters. Climate Action Plan adopted June 2021; Climate Action Levy reduced 50% by City Council in 2024. Salary estimates based on BC municipal government compensation surveys for comparable positions. City organizational chart dated November 12, 2024. All narrative elements based on direct commute experience during bridge reduction.
Net savings comparison: Total cost of Option C ($14.86M) minus total cost of Option A ($3.69M) = $11.17 million in avoidable costs