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“The EAP Partnership was set up in a really unique, really valuable and viable way right from the beginning. The Partnership for Water Sustainability made the connections to the three local governments. Vancouver Island University, as a smaller university, is very focused on applied research and community engagement. This is a good fit for the EAP mission. There are lots of partnerships that exist for selfish reasons. But the EAP Partnership is selfless, and from all angles. It is a leap of faith for member local governments. Partnership for Water Sustainability commitment to passing the baton is unwavering,” stated Graham Sakaki.

Glen Brown is the visionary and thought leader who coined the term “sustainable service delivery”. This way of viewing the local government sphere of responsibility changes everything about how local governments do business in an era of rapid change. “Level-of-Service is the integrator for everything that local governments do. What level of service does a community wish to provide, and what level can it afford? Everyone will have to make level-of-service choices. Establish the level-of-service that is sustainable to protect watershed health,” stated Glen Brown.

“We framed the Asset Management Continuum as a series of three steps, recognizing that most local governments were at Ground Zero in 2015. Our operative phrase was ‘as understanding grows’. We saw this as the key consideration for local governments progressing along the continuum. Although it might be possible, we believed it unrealistic to expect anyone to jump directly to Step Three and integrate natural systems into their asset management strategies. We needed a way to illustrate this diagrammatically. This led us to the concept of a continuum,” stated Glen Brown.

“It took a building blocks process to bridge from the starting point — how EAP looks at the ‘stream as a whole-system’ (rather than as an amorphous ‘natural asset’) — to reach the destination, which is a methodology plus meaningful metrics for measuring the Riparian Deficit, the environmental equivalent of the Infrastructure Liability (Deficit) for constructed assets; and establishing budgets for Maintenance and Management,” stated Tim Pringle.

“EAP, the Ecological Accounting Process, focuses on drainage and the condition and/or integrity of stream corridors. Both natural and constructed assets need to be addressed in the drainage context. Both are systems and therefore require similar M&M strategies. Drainage infrastructure, or lack thereof, is typically an unfunded liability that grows over time. It is the elephant in the room. EAP supports local governments intending to adopt a life-cycle approach to M&M of natural assets much as it would apply to constructed assets,” stated Kim Stephens.

“In the absence of a regulatory requirement, the process to adopt, change or evolve accepted practices is painfully slow. Reinvigoration of the provincial oversight function is essential to help local governments be effective in moving B.C. towards restorative land development,” wrote Kim Stephens. “The good news is that – starting with ‘Living Water Smart, B.C.’s Water Plan’ in 2008 – a provincial policy, program and regulatory framework is in place to achieve this desired outcome.”

Flood, drought, fire, wind and cold – extreme events are the New Normal. British Columbia is at a tipping point. When will communities adapt, and how? “Hydrology is the engine that powers ecological services. Thus, integration of the Partnership’s work within the BC Framework should accelerate implementation of the whole-system, water balance approach at the heart of the Partnership’s ‘Sustainable Watershed Systems, through Asset Management’ program,” stated Peter Law.

“The BC Framework sets a strategic direction that refocuses business processes on outcomes that reduce life-cycle costs and risks. The program goals for the Georgia Basin Inter-Regional Education Initiative (IREI) are aligned with this strategic direction,” stated the Hon. Peter Fassbender when he announced (in March 2017) funding for the IREI program through 2018. The vision for implementation of a whole-system, water balance approach is to protect and/or restore stream health

“At the dawn of 2017, the purpose of this article was two-fold: take stock of our progress in 2016 to inform and educate; and foreshadow where we may be at year-end,” stated Kim Stephens. “Early uptake of the vision for Sustainable Watershed Systems has exceeded our expectations. There is clearly interest and an appetite to learn more. It is an idea whose time has come. The desired outcome that would flow from Sustainable Watershed Systems is a water-resilient future.”

“In his article, Kim Stephens draws parallels between made-in-BC solutions and those ‘Down Under’, noting cultural differences but the common need to adapt,” explained Julie Schooling, issue editor. He introduced Australians to three ‘big ideas’ that underpin where we are heading in BC, namely: Primacy of Hydrology, Shifting Baseline Syndrome, and Cathedral Thinking. The three are interconnected. The outcome would be Sustainable Watershed Systems.