Comments Off on About the “Gone But Not Forgotten Category” for honouring those who made a difference with their contributions to the Living Water Smart vision
Note to Reader:
The Partnership recognized the need for a way to honour Lifetime Members who have died. After all, we reasoned, lifetime membership technically ends with the death of the individual. So, we created a new category of recognition.
Comments Off on GONE BUT NOT FORGOTTEN: Dr. Fiona Crofton Wilde (1954-2025), a founding member of the BC Water Sustainability Committee
In Memoriam
Fiona Crofton Wilde
Fiona Crofton Wilde had a PhD in engineering and sustainability. She taught an online course for 17 years at the University of British Columbia. Her ward-winning, highly interactive, multi-discipline, web-based course in the engineering faculty was open to all students. She had developed similar courses for other universities and institutes, courses which continue to be popular and over-subscribed.
Honouring Fiona Crofton’s contribution to the development of the waterbucket.ca website
“In 2004. a consortium of provincial and regional organizations and federal agencies came together under the umbrella of the Water Sustainability Action Plan to form a partnership and provide funding to create waterbucket.ca. BC Hydro Power Smart provided the seed funding that set everything in motion,” stated Mike Tanner, a founding director of the Partnership for Water Sustainability, in a story published on the 20th anniversary of the waterbucket.ca website.
Recognition of individuals who injected timely passion and energy
“Fiona Crofton was part of my original website working group. She brought passion and experience to the project. She made a huge contribution in developing a proof of concept for the website. This got us started.”
“We had to first attract people to waterbucket. ca and then we had to hold their interest. That certainly is what the Waterbucket eNews newsletter does as a companion platform. The stories we publish help do that. Compelling, that is what the website and newsletter have developed into!”
Why the waterbucket.ca embraced a storytelling approach to information sharing
“Storytelling is the way we share intergenerational knowledge, experience and wisdom. We learn through stories. This is how we pass on our oral history. This is why each and every edition of Waterbucket eNews is built around a conversational interview. Those stories are also posted on the website.”
Comments Off on 2025 Mid-Year Report for the Partnership for Water Sustainability
Note to Reader:
This Mid-Year Report for 2025 presents a big picture look at what the Partnership for Water Sustainability represents, what it does, and how it will continue to evolve. With this annual report, we switch from beginning of the year to mid-year for our annual publication. This report is complemented by Celebration of Our Story: Genesis / First Decade / What Next, released in November 2020.
The Partnership is guided by the vision and timeless story for Living Water Smart in British Columbia. The umbrella for Partnership initiatives and programs is the Water Sustainability Action Plan for British Columbia. Twenty-plus years and counting!
ONE-MINUTE TAKEAWAY: Mid-Year Report provides context for the work of the Partnership for Water Sustainability
Are you at all curious? What do you wonder about the Partnership? Continue reading for a broad overview. And if this taste whets your appetite to delve deeper, download the Mid-Year Report for 2025.
“The Mid-Year Report captures the ’emotion’ or sense of purpose that the Partnership recognizes and energizes among the folks who deal with and are concerned about what happens to our water and environments that support the water cycle,” explains Tim Pringle, founding director.
When you read the Mid-Year Report, you will learn that:
Images are mostly from the Partnership’s library. Some are from the public domain and Creative Commons.
CONTEXT FOR BUSY READER: The Partnership strives to bridge a knowledge gap
“We live in challenging times, exacerbated by the instability in the United States. The ripple effects of polarization there have unforeseen consequences for us. At the same time, we live in a world where there is information overload. Meanwhile, knowledge and wisdom are being lost at an alarming rate. The Partnership bridges a gap with respect to conservation and land use realities involving water,” stated Kim Stephens, Waterbucket eNews Editor and Partnership Executive Director.
“An emerging concern is the decline of critical thinking skills. There is more technology, but less understanding. In an article published in the NY Times, David Brooks reflected on new research findings. Reliance on artificial intelligence impacts the underlying cognitive architecture of human brains.”
“With the exodus of experienced people who have deep knowledge, there is an intergenerational gap in understanding what works and what does not. This includes the ability to interpret data and information,” continued Kim Stephens.
Once critical thinking skills decline…
“The knowledge gap grows with the decline in critical thinking skills. This situation has implications for the quality of decision-making going forward. So, what can the Partnership realistically do to make a difference? So, what can the Partnership realistically do to make a difference? Well, we facilitate peer-based sharing and learning to help local government practitioners integrate water-centric solutions into land planning outcomes.”
“Volunteers who are Partnership elders have something quite valuable. We describe it as freedom of action! This allows us to keep our eyes on the prize. We have the independence to focus on and teach those who want to know what matters most in times of change and turmoil.”
The Living Water Smart Network bridges the knowledge gap in a tangible way
“The Partnership provides legal and organizational continuity for the Living Water Smart Network. The Partnership has no paid staff and that is intentional. Instead, we rely on growing the network. And that changes everything because it entails commitment to something bigger than oneself.”
“People who want to be part of the Living Water Smart Network are voting with their feet. They are engaging with the Partnership. They are telling us the Partnership is a valued and valuable resource, they want it to continue, and they want to participate in the mission.”
Twin Pillars of Water Sustainability support the idea of Living Water Smart
“In the Mid-Year Report, readers will learn about Water Tools for British Columbia and the Georgia Basin Inter-Regional Education Initiative (IREI). These are the twin pillars of the Partnership’s water-first approach at the provincial and bioregional scales.”
“Governments come and go and staffs turn over. And memory and understanding are lost. But the Partnership is a constant. Deep knowledge is embedded within the Living Water Smart Network.”
“This deep knowledge is the foundation for ideas, tools and initiatives that the Partnership sustains, evolves and passes on through peer-based learning,” concluded Kim Stephens.
STORY BEHIND THE STORY: President’s Perspective on Network Continuity – reflections by Ted van der Gulik
The Mid-Year Report is structured in three parts.
We start by describing the operational framework for achieving the Partnership mission. Our ambassadors are the focus in the second part.
By weaving quotable quotes into a narrative, the set of vignettes in the third part elaborate on initiatives that advance the Partnership’s intergenerational mission.
Storytelling is one of the oldest forms of communication. People learn through stories. Storytelling starts with the President’s Perspective which follows below.
Make it so!
When a need for action is identified, we rise to the moment and get on with the job. What is the goal; how we will make it happen. We have done this many times. We create self-fulfilling prophecies!
The Partnership is a unique approach to collaboration. Our emphasis is on growing the Living Water Smart Network. We do this within a constellation of networks.
We develop tools and resources that others may not even contemplate. That is one of our strengths. That sets us apart. Growing and sustaining the network to implement changes in practice over time is very much about finding those to whom we can pass the intergenerational baton.
Timeline for passing the baton
The Partnership embarked on a multi-year transition strategy in 2023. The strategy is designed to achieve two outcomes in sequence. The Partnership continues to add to the leadership team; has crafted what the Partnership and network would look like after 2025; and recognized and acted on the need to accelerate the strategy to put in place leadership for 2028 and beyond.
Ambassadors Program is the lynchpin for network continuity
To achieve our intergenerational mission through the network, the Partnership launched the Ambassadors Program led by Derek Richmond in 2021. “It started simply; it has grown in value and is proving invaluable,” Derek says.
We held our inaugural Ambassadors of the Partnership Forum in Nanaimo in October 2023. The second forum will be held in Metro Vancouver in January 2026.
Ray Fung, a founding member, provided a closing perspective at the first. “We leave the summit inspired to figure out how the FORM of the Partnership will follow the FUNCTION,” Ray stated.
“The Partnership is seen as a resource that is stable, is there, and people can draw upon. Being part of network reminds us that…YOU ARE NOT ALONE,” Ray concluded.
Ambassadors elevated to the Leadership Team in 2025
The network is where we identify champions to whom we can pass the baton. This year the Partnership elevated Rémi Dubé and Michael Blackstock to the leadership team because there is a job to be done. They bring experience and wisdom to the intergenerational mission.
Comments Off on GONE BUT NOT FORGOTTEN: Ron Neufeld (1965-2025), friend of the Partnership
In Memoriam
Ron Neufeld
Born in 1965, Ron Neufeld spent his formative years in both Manitoba and Saskatchewan, where his creativity and determination began to take shape. Ron pursued his calling in engineering, beginning with a Diploma of Technology from Saskatchewan Technical Institute in 1985, followed by a Bachelor’s of Applied Science from the University of Regina in 1997. He later earned a Master’s degree in Public Administration from the University of Victoria in 2019, reflecting his lifelong commitment to public service.
His impact on the community was far-reaching. He played a pivotal role in improving local infrastructure, championed environmental stewardship, and led the negotiations of complex municipal agreements with integrity and vision.
A tribute by Derek Richmond, a former colleague and the past-chair of CAVI-Convening for Action on Vancouver Island
Convening for Action on Vancouver Island
CAVI is the acronym for Convening for Action on Vancouver Island. Launched in 2006 at the Water in the City Conference. An initiative of the Partnership for Water Sustainability, the CAVI program was delivered from 2006 until 2016 under the umbrella of the Water Sustainability Action Plan for British Columbia.
From 2007 through 2011, the Province and Real Estate Foundation co-funded CAVI as a provincial demonstration initiative to develop local government talent. The CAVI program was sustained by the commitment of the Partnership leadership team and the hands-on involvement of Vancouver Island local government staff.
This Vancouver Island Water community-of-interest is the homepage for recording the CAVI history as it is created.
Ron Neufeld played an important role in getting the CAVI program off the ground in the Comox Valley. He delivered presentations in 2007 and 2008 at Showcasing Green Infrastructure Innovation in the Comox Valley and the inaugural Comox Valley Learning Lunch Seminar Series, respectively. Both were provincial demonstration applications.
Comments Off on GONE BUT NOT FORGOTTEN: Hugh Fraser (1957-2025), inducted as a Lifetime Member of the Partnership in 2021
In Memoriam
In 2021, the Partnership honoured Hugh Fraser as a Lifetime Member to recognize his pioneering leadership
“The Partnership for Water Sustainability in British Columbia has honoured Hugh Fraser as a Lifetime Member. Hugh Fraser’s engineering career spans four decades, from his graduation in 1983 until his retirement in 2021. His experience is Canada-wide. In 1997, he joined the City of Delta, the 10th largest city in British Columbia with a population of over 100,000 people,” stated Kim Stephens, Partnership Executive Director, when making the announcement.
“In the essay that follows, Hugh Fraser reflects on his journey and provides a window into his career highlights as a professional engineer and a local government leader in the Metro Vancouver region. His reflections make for an interesting and entertaining read.”
“The Partnership is led by a team of community-minded and mission-focused elders. These individuals believe that when each generation is receptive to accepting the inter-generational baton and embracing the wisdom that goes with it, the decisions of successive generations will benefit from and build upon the experience of those who went before them. Thus, the Partnership hopes that Hugh Fraser will have future opportunities to pass on his knowledge, experience and wisdom to those who wish to accept the baton!”
Hugh Fraser, M.A.Sc., P.Eng., FEC
“High school students often have a difficult time making a career choice. I was no exception as there are so many options from which one can choose.” recalls Hugh Fraser. “I enjoyed the sciences in high school and was not particularly taken with writing essays. I also wanted to learn land surveying and so decided to pursue a degree in civil engineering; little knowing the numerous career options available in that area of study.”
The early 1980s was a period of high unemployment in Canada
“After six years of study at University of Toronto, the last two with Dr. Barry Adam’s, I graduated in the spring of 1983 with a Master of Applied Science, in water resources and environment. The fall of 1982 was a time when the economy was heading into a recession. I attend a storm water management conference in Ottawa in the fall of 1982 and although work prospects were not great Dr. Paul Wisner kindly offered me work as a research assistant at the University of Ottawa. Through that assignment I made many contacts, helped with the IMPSWM program, assisted with coding of OTTHYMO, assisting with organizing seminars / conferences.”
A decade of experience in Ontario provided a career foundation
“In 1985 I joined Cumming Cockburn Associates in Ottawa and was involved in development projects, watershed studies and flood plain analysis. Small firms offer great learning opportunities for junior engineers. In the fall of 1987, I joined UMA Engineering in Toronto as the Ontario, Manager of Water Resources and led a team of professionals working on the analysis of the Metro Toronto sanitary and combined sewer systems.”
“The projects involved integrating sewer system modeling with sewage treatment plant process models. This allowed the team to evaluate the impact on the treatment plant of different sewer system operational strategies. The models assessed the treatment plants hydraulic and biological operational strategies during dry and wet weather conditions.”
“UMA provided me with consulting opportunities across Canada which ultimately led to my being transferred to the BC Regional office in Burnaby. Once in BC I volunteered with Engineers and Geoscientists of British Columbia (EGBC) at the New Westminster branch and also chaired the Association’s Mentoring committee for several years.”
The move to local government in British Columbia
“In 1997, Mr. Peter Steblin P.Eng. provided me with the opportunity to join Delta’s utility division. At the time, little did I know the range of projects in which I would participate over the next two decades. Delta, an oasis in Metro Vancouver region, has many unique infrastructure elements that present a range of engineering challenges.”
A Range of Infrastructure Challenges:
“One of my first tasks was to develop long range plans for each of the utilities. This took several years but provided a longer term operational, capital and financial framework for utility operations. The engineering works are Delta are extensive and can be taken for granted. For example the lowland pumped storm water system capacity exceeds 30 cubic metres per second. This is more than the storm runoff discharge of many streams and small rivers in Ontario.”
“The communities of Ladner and Tsawwassen rely on a sewage pump system that is approximately 20 km in length and must operate safely and continuously in the worst of storm conditions. The community has an extensive dike system that is about 67 km in length to protect the lowlands from the potential of daily inundation.”
“During the summer months the agriculture land depends on an extensive irrigation system which forms an important component of regional food production. Farms that supply food to the local region rely on a good supply of fresh irrigation water. The province and Delta upgraded the system as part of the SFPR highway construction project.”
“The highway has improved the transportation network in the region and the irrigation system upgrade has enhanced the water supply. For utility operation decisions the SCADA and GIS systems have been significantly improved over the past decade. They assist many Delta staff in the day to day work responding to local residents and informing staff about system’s operational performance.”
“Delta is proactively working to maintain and improve the local environment through foreshore improvement projects and Burns Bog restoration projects. In this regard, as a member of Delta staff, I worked with Dr. Sarah Howie, Dr. Richard Hebda, Don Demill (a consultant), and the Burns Bog Scientific Advisory Panel in the design and implementation of a monitoring and water management strategy for the Bog. Ongoing storm water management initiatives in the community have involved numerous neighbourhood level projects.”
Delta’s Innovative Rain Garden Program:
“Delta implemented an integrated design team with Sarah Howie as the landscape architect, a design engineer and drafting staff to work with local stream keepers. The engineering operations staff provided in-field installation and implementation expertise at many of the locations.”
“To assist with student education a rain garden implementation program was jointly developed with the Ms. Deborah Jones, of Cougar Creek stream keepers, Delta School District and the City of Delta. Elementary school students in conjunction with engineering staff were provided with hands on planting experience. As the Partnership for Water Sustainability’s Kim Stephens knows from his experience, Deborah is an incredible volunteer, a great motivator and a community champion.”
Closing Reflections:
“Throughout the years I was involved in several committees, numerous Council meetings and public meetings. As Deputy Director for more approximately 15 years this involved participating in the technical, financial and management aspects of the department. I enjoyed the team camaraderie fostered by Directors Mr. Ian Radnidge P.Eng. and Mr. Stephen Lan P.Eng. and our administrative assistant Lyn Lappin. I look forward to maintaining the friendships developed with staff and community members for years to come,” concludes Hugh Fraser.
Hugh Fraser, Green Infrastructure Champion
“Hugh Fraser is a green infrastructure pioneer in the Metro Vancouver region,” states Kim Stephens, Partnership Executive Director. “In the early 2000’s, Hugh was a leading voice on Metro Vancouver’s Stormwater Interagency Liaison Group, known by the acronym SILG. Comprising representatives from three levels of government, this group had energy and made things happen under the umbrella of the rainwater component of the region’s Liquid Waste Management Plan. SILG is a foundation piece in the history of the Partnership for Water Sustainability.”
“Funded by SILG, one of the Partnership’s early capacity-building initiatives was the Metro Vancouver Showcasing Green Infrastructure Series, held in both 2006 and 2007. This idea for the series was an outcome of the Green Infrastructure Consultation Workshop hosted by the City of Surrey in 2005, and organized by the Partnership. Hugh Fraser was a key participant. His sharing of Delta’s early rain garden experience certainly influenced the conversation around the table.”
“Framed from a local government manager perspective, and guided by the leadership of Paul Ham (Surrey’s General Manager of Engineering), we designed the 2005 workshop to engage the Metro Vancouver Regional Engineers Advisory Committee (REAC). We wanted REAC input into our work plan for developing policy and technical communication guides for elected officials and senior managers, respectively.”
Showcasing Green Infrastructure Innovation Series
“The workshop proved to be a revelation for all those who participated,” recalls Raymond Fung, Partnership Director. At the time of the workshop he was the Director of Engineering & Transportation with the District of West Vancouver. “As we went around the table, the stories came out as to what Metro Vancouver municipalities were doing. A common refrain was: ‘We didn’t know you were doing that!’ The energy in the room just kept building and building.”
“At the end of the day, we literally tore up our Partnership work plan. It was clear that practitioners did not need another guidance document that would go on a shelf. Rather, they needed to network and learn from each other. The 2005 workshop truly was a dynamic and transformational event. We witnessed the motivational power of celebrating successes. We also recognized the need to get the story out about the leadership being shown by local government. This influenced everything that followed, including the work on Vancouver Island.”
“Fast forward to 2007. Delta hosted one of three showcasing events with the enthusiastic support of (former) Mayor Lois Jackson who was then Chair of the Metro Vancouver Regional District,” adds Kim Stephens.
Statement by Lois Jackson to open the 2007 Series:
“It was exactly a year ago that I met Paul Ham, Kim Stephens and Ray Fung. I remember that first meeting quite clearly,” stated (former) Mayor Lois Jackson. “At first I was not sure I understood what was meant when they talked about ‘green infrastructure’ and ‘celebrating successes’. And then the light went on when I realized they were talking about things like Delta’s sidewalk retrofit strategy and our program for transforming ditches into landscaped amenities that beautify roadways.”
“I remember saying now I get it! – the point being that when you have examples of what can be done, and projects are being built, you can then wrap your mind around the green infrastructure vision and say to yourself: ‘what’s the big deal….this is really common sense….if we can do this, then we can do more.’ And before you know it, the ball is rolling and the landscape is changing for the better. “
Delta’s Rain Garden Program Demonstrates Shared Responsibility
“Delta is making ‘green infrastructure’ a standard practice in our community. These are no longer just ‘pilot projects’. When we re-build roads in Delta, streetscape enhancement is part of the capital budget. In addition, each year we invest in two or three community rain gardens,” Hugh Fraser stated in 2014.
“Everyone in the process, students, designers, managers and constructors, must understand and care about the big-picture goal. This requires an ongoing educational process that instills an ethic. This is a team effort. Nothing would have happened without all working together and continuing to work together.”
“Creating a watershed health legacy will ultimately depend on how well we are able to achieve rain water management improvements on both public and private sides of a watershed. There is a huge up-side if the private sector embraces their contribution to shared responsibility.”
An Implementation Perspective
“The ‘pioneering’ days of Delta’s rain garden program were a great time of trial and error. We enjoyed the creative challenges of figuring out ways to work around underground utilities, move water across sidewalks and down slopes, deal with unexpected high water tables and poor drainage, and predict which plants would survive the particular site conditions of each garden,” stated Dr. Sarah Howie in 2020.
“The most interesting part of designing rain gardens was that every single garden was unique to the site, so there were no cookie-cutter designs. We always got to try something new. If it worked out, we would use the best elements in the next garden, in a process of continual refinement.”
“The success of Delta’s rain garden program is largely thanks to the leadership and committed involvement of the Cougar Creek Streamkeepers. Their energetic and dedicated volunteers keep the rain gardens functional and beautiful, which gives the city confidence to do more of these types of projects.”
Hugh Fraser passed the intergenerational baton to Harvy Takhar
Published by the Partnership for Water Sustainability in British Columbia, Waterbucket eNews celebrates the leadership of individuals and organizations who are guided by the Living Water Smart vision. The edition published on April 9, 2024 featured the City of Delta’s rain garden program for streetscape revitalization.
Now in Decade Three, the program is driven by a vision for protection of stream health through the use of green infrastructure that captures and sinks road runoff. The story behind the story is told by Hugh Fraser and Harvy Singh Takhar and showcases the passing of the intergenerational baton from Hugh to Harvy.
Comments Off on STORYTELLING PLATFORM FOR ECOSYSTEM-BASED APPROACH TO LAND AND WATER USE: “To inspire improved practices in all aspects of land development and water resource management, waterbucket.ca provides universal access to stories of peer-based learning,” stated Mike Tanner, founding chair of the intergovernmental waterbucket.ca partnership
Note to Reader:
Published by the Partnership for Water Sustainability in British Columbia, Waterbucket eNewscelebrates the leadership of individuals and organizations who are guided by the Living Water Smart vision. Stories are structured in three parts: One-Minute Takeaway, Editor’s Perspective and Context for Busy Reader, and the Story Behind the Story.
The edition published on April 15, 2025 featured Mike Tanner, founding chair of the Waterbucket.ca Website Partnership and celebrated the 20th anniversary of the launch of waterbucket.ca in April 2025. The combination of waterbucket.ca and the Waterbucket eNews newsletter gives champions in the local government and stewardship sectors a platform and voice for telling their stories.
20th anniversary of waterbucket.ca, storytelling platform
Waterbucket.ca is one of six original elements of the Water Sustainability Action Plan for BC
“In 2004. a consortium of provincial and regional organizations and federal agencies came together under the umbrella of the Water Sustainability Action Plan to form a partnership and provide funding to create waterbucket.ca. BC Hydro Power Smart provided the seed funding that set everything in motion.”
“Aside from the trust factor, the success of waterbucket.ca as a platform for peer-based learning has added to the credibility of the Partnership for Water Sustainability. How many websites are there like waterbucket.ca that have been able to do it for the length of time that we have, yet still remain current?”
EDITOR’S PERSPECTIVE / CONTEXT FOR BUSY READER
“The 20th anniversary of the waterbucket.ca website is an opportunity for celebration as well as reflection. An intergovernmental partnership funded development of waterbucket.ca to support an Ecosystem-Based Approach to land development and water use,” stated Kim Stephens, Waterbucket eNews Editor and Partnership Executive Director.
waterbucket.ca is a platform for an ecosystem-based approach
“With the passage of time, people either forget about or never knew what my generation or previous generations were trying to do and why. With that thought as context, a recent observation by legendary foreign affairs commentator Thomas Friedman resonates with me. What he stated in an interview is a reminder of the importance, relevance and power of storytelling.”
“Storytelling has never been more important. The combination of waterbucket.ca and Waterbucket eNews gives champions in the local government and stewardship sectors a voice for telling their stories. We have a communications platform and we share the stories behind their stories.”
Somebody had to put up the initial seed funding for waterbucket.ca and that is what Mike Tanner brought to mission possible
“Mike Tanner is the waterbucket.ca visionary. His leadership got the website off the ground and online within 12 months of the inaugural meeting of founding partners. He did the heavy lifting that brought together provincial ministries and so many others for a common purpose.”
“Somebody had to put up the initial seed funding to build support for the waterbucket.ca idea. And that is what I was able to bring from BC Hydro with a $5000 contribution from the Power Smart program,” recalls Mike Tanner.
“Twelve months after the inaugural meeting of the Waterbucket.ca Partnership, the announcement by Minister Barisoff formally launched the waterbucket.ca website. Lynn Kriwoken primed the Minister on the drive to Penticton,” continues Kim Stephens.
Influencing change through peer-based learning
“In 2006, I stepped into the breach as a volunteer to takeover from Joanne de Vries as Waterbucket Editor when we lost our Environment Canada funding after Stephen Harper became prime minister. This was supposed to be stop-gap but I got hooked and 20 years later the mission continues. And I love it!”
“Mike Tanner and I have been colleagues for over thirty years. Even so, the conversational interview for this story provided me with fresh insights into the crucial part his Power Smart experience played.”
STORY BEHIND THE STORY: waterbucket.ca, Storytelling Platform for an Ecosystem-Based Approach to Land and Water Use – a conversation with Mike Tanner
The story behind the story of my conversational interview with Mike Tanner is structured in four parts. In Part One, he explains the importance of the Project Charter as the framework document that crystallized the shared vision for waterbucket.ca as an online magazine.
In Part Two, Mike Tanners shares his insights as to why waterbucket.ca is a trusted source of information. His reflections in Part Three recognize three individuals who injected timely energy and passion. Part Four closes with Mike’s thoughts on how waterbucket.ca has matured as a legacy resource.
PART ONE – waterbucket.ca partners had a vision for an online magazine and virtual community
“To prepare for this conversation, I went on a trip down memory lane and read the Project Charter that we adopted in 2004. Twenty year later, it makes for an interesting read. It is is a valuable historical document because it lays out what the waterbucket.ca partners set out to accomplish,” states Mike Tanner.
“We set out to further collective understanding, collaboration and the development and implementation of best practice.”
Context for waterbucket.ca editorial policy
“We have stayed true to those words. And over time, waterbucket.ca has exceeded expectations and become much more than what we thought it would be in 2004.”
“From day one, waterbucket.ca has been about providing information and a means of sharing the information of others, especially their success stories. That is what people are looking for, understand and value.”
“And, I am proud to state, we have never have asked for anything since the launch of the website. It is self-funded by the Partnership for the Water Sustainability as a public service. In the early years, we resisted any suggestions to commercialize it. The content is sustained by a volunteer effort.”
Just go to waterbucket.ca
“Twenty years later, it is also fascinating to read the record of the partnership forum in February 2005. This was a mere two months before we launched the website. Much of the discussion that day revolved around editorial policy to achieve what is laid out in the Project Charter.”
“Think of the website as a magazine, the record of meeting states, with the objective being to appeal to a readership slice so that we attract readers to the website. From the beginning, our target audiences were the government and stream stewardship sectors.”
“We have been true to that vision for a news magazine with the type of stories we publish. They are short, concise and allow readers to take a quick look at whether they are interested in reading further. The information we have has garnered the right people to stay on the website and delve into the stories.”
PART TWO – waterbucket.ca is a trusted source of information for a global audience
“With my marketing background at BC Hydro Power Smart, I realized the need to provide success stories. That is how you become successful in promoting a product. People are wary about trying different things. Providing them with success stories and factual information helps motivate them to implement some of the things that we talk about.”
Power of success stories to influence behaviour
“Part of my Power Smart thing is that I was successful with customers in implementing something that they did not quite understand about Power Smart. We were basically paying them to reduce using our product…electricity…which goes against every marketing concept.”
“The idea behind marketing has always been to get customers to pay to use more. And we were paying them to use less! We needed stories that would help them understand why they would be successful if they got involved with the Power Smart program and spent upfront to save money.”
“So we needed to be able to provide the story that company A did it and they achieved this energy saving. So, company B can do it too and also achieve this saving.”
waterbucket.ca content is in the public domain to provide universal access to information and resources
“We do not charge anything for people to access the Waterbucket.ca website or subscribe to the Waterbucket eNews newsletter. This goes against the principles of marketing – you provide something, you expect people to pay for it. But we do not. It is free!”
“Because we are not asking for anything, that goes to the level of trust that we have developed with our readers. We just want to provide information that people can see, understand and implement if possible.”
Michael Blackstock’s Blue Ecology is a prime example:
“That guiding philosophy has worked out well for us. With my marketing background, I needed to be sure that we would have content on there that would provide that level of trust for people to keep coming back to read our success stories and use the Partnership’s tools and resources.”
“If it is on waterbucket.ca, our readers know they can trust the story to be factual.”
PART THREE – Recognition of three individuals who injected timely passion and energy
“Fiona Crofton was part of my original website working group. She brought passion and experience to the project. She made a huge contribution in developing a proof of concept for the website. This got us started.”
“We had to first attract people to waterbucket. ca and then we had to hold their interest. That certainly is what the Waterbucket eNews newsletter does as a companion platform. The stories we publish help do that. Compelling, that is what the website and newsletter have developed into!”
Why the waterbucket.ca embraced a storytelling approach to information sharing
“Storytelling is the way we share intergenerational knowledge, experience and wisdom. We learn through stories. This is how we pass on our oral history. This is why each and every edition of Waterbucket eNews is built around a conversational interview. Those stories are also posted on the website.”
“The storytelling approach would not be what it is without Kim Stephens. His unwavering dedication and commitment over two decades has made waterbucket.ca the success that it is. I cannot imagine anyone else being able to take the baton from Joanne and fulfil that storytelling role.”
PART FOUR – Closing reflections on 20 years of success in sharing the stories of champions
“The success of waterbucket.ca has outpaced anything that I thought we would achieve. The fact that we get people from other countries looking to us for information says so much about waterbucket.ca as a destination.”
“We understand that it has something to do with our heavy use of images. Every story we post has multiple images. We strive to match words and images so that waterbuckeet.ca stories are visually compelling. It must also help that waterbucket.ca has been around for 20 years and counting.”
A living record of the “convening for action” history of Living Water Smart in British Columbia
“We profile those who do good work in the spirit of Living Water Smart. This is a big reason why waterbucket.ca has become the place where people go to look for information on water. We have the communication platform. We give the champions a voice.”
“The Partnership for Water Sustainability cannot do everything. If we can be the avenue to get the information of others out there, that is what we can do and have been doing. Our success comes from publishing our own stories plus the stories of other groups and individuals who are doing tremendous work for the common good.”
Growing the network of champions:
“Through waterbucket.ca and the Waterbucket eNews newsletter, we are getting the stories of the Living Water Smart champions out there. This validates what they are doing.”
“That is a public service that the Partnership is able to do because we have an independent communications platform. The waterbucket.ca community is about networking and collaboration. And that is what we stated in the Project Charter in 2004.”
“And they can do it through waterbucket.ca! This serves our needs but it also serves their needs as well.”
waterbucket.ca has matured into a legacy resource
“In 2004, we were thinking about where we are now. We have adapted over the past 20 years. We have changed when we have had to. We have always gone where there is interest and energy. We have done all this and that is a big part of our continuing success.”
“When people say I saw it on waterbucket.ca, that is our ultimate measure and testament of success. Hopefully that will continue to be our story for another twenty years and beyond. That will be the legacy of the Waterbucket Website Partnership founders,” concludes Mike Tanner.
Comments Off on WATERSHED MOMENTS AWARD HONOURS ROB LAWRENCE: “In his time with the City of Nanaimo, Rob Lawrance grew the responsibilities of Environmental Planner to include community collaboration. He connected community stewardship passion with municipal capacity,” stated Paul Chapman, chair of the Watershed Moments Team
Note to Reader:
Waterbucket eNewscelebrates the leadership of individuals and organizations who are guided by the Living Water Smart vision. The edition published on on February 7, 2023 featured a tribute to the late Rob Lawrance (1964-2022), former Environmental Planner with the City of Nanaimo.
Watershed Moments Team Award honours memory and legacy of the late Rob Lawrance (1964-2022), former Environmental Planner with the City of Nanaimo
Watershed Moments began as an annual symposia series. In 2020, however, the COVID pandemic changed everything. The Partnership pivoted and reimagined an approach that combined elements of a TED Talk with Zoom and YouTube technology. The result is a set of legacy video educational resources that showcase stories that the Partnership hopes will inspire collaboration for some time to come.
The foregoing provides context for the Watershed Moments Team Award which recognizes individuals whose extraordinary contributions and accomplishments serve to elevate recognition of ecosystem values and benefits; and advance their integration within the built environment.
The Watershed Moments Award honours the outstanding legacy of the late Rob Lawrance (1964-2022). He was a founding member of the team in 2018. In the 1990s, Rob was the first Executive Director of the Cowichan Land Trust. He then had a 20-year career in local government as Environmental Planner with the City of Nanaimo.
Rob Lawrance had an extraordinary ability to connect with people and people with ‘place’, as does Kate Miller of the Cowichan Valley Regional District. Kate is the inaugural recipient of the Watershed Moments Team Award. Just like Rob did throughout his career, Kate champions the embedding of ecosystem values within municipal planning, processes and projects.
EDITOR’S PERSPECTIVE / CONTEXT FOR BUSY READER
The guest Editor’s Perspective for this edition of Waterbucket eNews is contributed by Paul Chapman, Chair of the Watershed Moments Symposia Series. His day job is Executive Director of the Nanaimo & Area Land Trust (NALT). Co-led by the Partnership and NALT, the Watershed Moments team came together for Nanaimo 2018, the first in the symposia series The initiative is grassroots by definition, with members from 10 organizations.
Recognition of Rob Lawrance and Kate Miller
“Rob Lawrance grew up in the Cowichan Valley where he began his stewardship journey. In his time with the City of Nanaimo, he grew the responsibilities of Environmental Planner to include community collaboration. He played a key role in almost every major waterway stewardship initiative in Nanaimo and connected community stewardship passion with municipal capacity,” writes Paul Chapman.
“In 2021, Rob retired from the City and moved to Blaine, Washington. Tragically, he passed away in May 2022 while participating in the cyclocross leg of the Bellingham Ski to Sea relay race. As part of the stewardship community in the Nanaimo area, I can attest that Rob is missed for his contributions to effective stewardship partnerships and his personable ways.”
“Kate Miller is a worthy inaugural recipient of this award. Kate connects the dots between community and regional government water stewardship collaboration. Kate also leads in inter-regional collaboration on water stewardship initiatives through her key participation on the Watershed Moments Team.”
“Beyond these accomplishments, Kate and Rob worked together on water stewardship efforts in the Cowichan Region in their previous working lives.”
“Kate is an outstanding asset to her community and the community of water stewardship practice, and through collaboration and sharing of experience is growing a culture of water stewardship in the CVRD, across Vancouver Island and beyond.”
“The Watershed Moments Team continues to carry Rob’s work forward as we work to present seminars and ultimately a symposium on Blue Ecology – the interweaving of Indigenous and Western water stewardship knowledge. This is a pathway to Water Reconciliation.”
“Over the last few years we have all learned to pivot. Blue Ecology offers us a chance to pivot towards a place of collaboration and hope. The Hope Spectrum as Michael Blackstock, a member of the Gitsxan First Nations and the founder of the Blue Ecology Institute, refers to it.”
STORY BEHIND THE STORY: What made Rob Lawrance special, a tribute from the heart by Nick Leone
Rob Lawrance was a champion for the Environment, as well as for his local and professional communities, and a bridge between the two; an Environmental Planner for the City of Nanaimo for 20+ years.
Rob was a well-known, highly personable, knowledgeable, dedicated, and passionate individual with an extraordinary ability to connect with people and people with ‘place’.
Through this connection, Rob garnered respect, trust and support in linking people with ideas that helped to shape and enhance their community through the integration of Municipal Development with Ecosystem assessment and planning.
Rob saw the value, outcomes and benefits of profiling and maintaining environmental integrity throughout the municipal development planning process, recognizing its importance to community wellness, values and sustainability.
Rob further recognized and understood not only the benefits, possibilities and opportunities of bridging between the built and ecological/natural environments; but its potential to enhance public amenities, community identity, liveability and ultimately, as a means to foster connection to and inspiration of ‘place’.
In Rob’s eyes, these elements, and the range and diversity of ideas within the community citizenry to achieve these goals were not necessarily divergent, though rather integral components of one another.
Rob understood the importance of the natural environment – our watershed health, and its relationship to our built environment (and social wellbeing) through provisioning of ecosystem services and the protection and maintenance of our natural assets (natural capital).
He understood however, that this connection and its potential was arguably limited without an equal focus, respect, and ability to connect, affect and inspire people within our communities.
Rob was not only keenly aware of this fact, but ‘lived-it’ in how he engaged life and supported and mentored others. What an extraordinary influence and affect on one’s community and meaningful legacy.
The ability to interweave and harmonize opinions and personalities, science, professional disciplines and policies, along with technical and administrative processes is an exceptional quality and one Rob was well known and respected for.
Connecting people to place and with one another – for the betterment of community and our world; such principles and ideals are indeed exemplary, reflective of the essence of Stewardship and the Watershed Moments Team values and goals and most certainly deserving of such recognition.
Through ‘his being, his person’ and actions, Rob set a standard which resonates through time and to which we can all aspire.
The possibilities and potential of one person’s actions – Rob extolled the virtues of George Bailey in It’s a Wonderful Life; as both the community and our natural environment are certainly better off for his dedication and service.
The Watershed Moments Team Award, presented in memory of Rob Lawrance, a founding member of the Team who worked to inform and connect his community to the collective benefits of watershed health.
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Comments Off on KATE MILLER IS INAUGURAL RECIPIENT OF WATERSHED MOMENTS AWARD: “Cowichan Valley’s Kate Miller connects the dots between community and regional government water stewardship collaboration,” stated Paul Chapman, chair of the Watershed Moments Team (February 2023)
Note to Reader:
Waterbucket eNewscelebrates the leadership of individuals and organizations who are guided by the Living Water Smart vision. The edition published on on February 7, 2023 featured a tribute to the late Rob Lawrance (1964-2022), former Environmental Planner with the City of Nanaimo.
Presentation of the Watershed Moments Team Award to Kate Miller at the January 26th meeting of the Cowichan Valley Regional Board. From left to right: Paul Chapman (Chair, Watershed Moments Symposia Series), Aaron Stone (Board Chair and Mayor, Town of Ladysmith), Kate Miller, and Kim Stephens. In the background, and looking over their shoulders, is the late Rob Lawrance.
Cowichan Valley’s Kate Miller is the inaugural recipient of the Watershed Moments Team Award which honours the memory and legacy of the late Rob Lawrance (1964-2022), former Environmental Planner with the City of Nanaimo
The Watershed Moments Team Award recognizes individuals whose extraordinary contributions and accomplishments serve to elevate recognition of ecosystem values and benefits; and advance their integration within the built environment.
The award honours the outstanding legacy of the late Rob Lawrance (1964-2022). In the 1990s, Rob was the first Executive Director of the Cowichan Land Trust. He then had a 20-year career in local government as Environmental Planner with the City of Nanaimo.
Rob Lawrance had an extraordinary ability to connect with people and people with ‘place’, as does Kate Miller of the Cowichan Valley Regional District. Kate is the inaugural recipient of the Watershed Moments Team Award. Just like Rob did throughout his career, Kate champions the embedding of ecosystem values within municipal planning, processes and projects.
Why Kate Miller is the inaugural recipient
“Kate Miller is a worthy inaugural recipient of this award. Kate connects the dots between community and regional government water stewardship collaboration. Kate also leads in inter-regional collaboration on water stewardship initiatives through her key participation on the Watershed Moments Team,” stated Paul Chapman when he and Kim Stephens co-presented the award to Kate.
“Beyond these accomplishments, Kate and Rob worked together on water stewardship efforts in the Cowichan Region in their previous working lives. Kate is an outstanding asset to her community and the community of water stewardship practice, and through collaboration and sharing of experience is growing a culture of water stewardship in the CVRD, across Vancouver Island and beyond.”
Comments Off on A VISION WITH A TASK IS THE HOPE OF THE WORLD: “Honouring of Jody Watson with the 2023 Watershed Moments Award is both timely and a great example how one individual with a long term vision and determination can make a difference,” stated Eric Bonham at the Partnership for Water Sustainability Forum held in Nanaimo (October 2023)
Note to Reader:
Published by the Partnership for Water Sustainability in British Columbia, Waterbucket eNewscelebrates the leadership of individuals and organizations who are guided by the Living Water Smart vision. The edition published on November 28, 2023 featured Jody Watson of the Capital Regional District because she is the recipient of the Partnership for Water Sustainability’s second Watershed Moments Award. The award draws attention to the vision for connecting people and place and recognizes her extraordinary contribution to environmental sustainability.
A vision with a task is the hope of the world
The Partnership for Water Sustainability’s Watershed Moments Award honours the memory and legacy of the late Rob Lawrance (1964-2022), former Environmental Planner with the City of Nanaimo. In 2018, he was a founding member of the Watershed Moments Team.
The award draws attention to the vision for connecting people and place by recognizing the passion and commitment of those who excel in contributing to the success of the Watershed Moments idea and vision.
Connect people and place
Rob Lawrance had an extraordinary ability to connect with people and people with ‘place’, as does Jody Watson of the Capital Regional District. Jody is the second recipient of the Watershed Moments Award. She follows Kate Miller of the Cowichan Valley Regional District.
Just like Rob did throughout his career, Jody champions the embedding of ecosystem values within municipal planning, processes and projects. Both Jody and Kate represent their regional districts on the Watershed Moments Team.
The award presentation took place in October in Nanaimo at the inaugural Ambassadors of the Partnership Forum. The event brought together local government members of the Partnership from along the east coast of Vancouver Island.
EDITOR’S PERSPECTIVE / CONTEXT FOR BUSY READER
“The 100-Year Action Plan for bringing Bowker Creek back to life through an intergenerational commitment to a shared vision is Jody Watson’s pre-eminent claim to fame in the world of BC local government,” stated Kim Stephens, Waterbucket eNews Editor and Partnership Executive Director.
“As chair of the Bowker Creek Initiative (BCI), Jody provided inspirational leadership for 13 years from 2005 through 2018. Without determined champions such as Jody Watson and her BCI peers, nothing gets started and nothing happens. Champions motivate others.”
“Key words that capture the essence of the Bowker story are perseverance, dedication, and TIME in capitals. Changes do not happen overnight. It is a journey and journeys take decades.”
“The BCI members are representatives of an extensive network that includes three Councils, every department, 11 community associations, and the CRD too,” continued Jody.”
Jody Watson’s legacy
“I have known and admired Jody Watson for almost two decades. She is a great communicator. Jody always looks for opportunities to advance the mission, and she focuses on results,” continued Kim Stephens.
“When I met with elected reps on CRD’s Environmental Services Committee in 2014, I described the Bowker Creek Blueprint as a game-changer and provincially significant.”
“The Bowker Creek Blueprint gave the rest of us a vision of what can be, I stated, and the Bowker process showed us how to give life to the vision.”
“In my remarks to the CRD committee, I underscored that in my professional judgement there is nothing that equals the Bowker Creek Blueprint. The intergenerational commitment embodied in the 100-Year Action Plan is at the heart of Jody Watson’s professional legacy!”
STORY BEHIND THE STORY: What makes the Capital Region’s Jody Watson special, a tribute from the heart by Eric Bonham
“Jody Watson, our recipient of the Watershed Moments Award for 2023, reflects the vision and determination that was the hallmark of Rob Lawrence’s commitment to watershed health,” stated Eric Bonham when he commenced his tribute at the inaugural Ambassadors of the Partnership Forum on October 25th in Nanaimo.
Courage, Commitment, Collaboration and Creativity
“Jody Watson was destined to become a respected community leader. With early training in the naval reserve, she quickly learned the skill of self-discipline and determination, while still remaining true to herself in what was a male dominant environment.”
“Jody Watson is an example of someone who reflects the best of public service, cognizant of political direction, yet equally comfortable engaging community in the development of WIN-WIN outcomes. So what are those leadership qualities that Jody projects? I refer to them as the Four Cs.”
Courage: “To attempt, what may seem impossible, yet not be daunted by the challenge.”
Commitment: “The tenacity to be in for the long haul, yet weather set-backs along the way.”
Collaboration: “To inspire and engage others, and together, reach for the common goal.”
Creativity: “Blend vision with task that results in making a difference.”
“Jody Watson has consistently demonstrated these four qualities throughout her working career. She is a change agent, passionate about building effective partnerships, both within and outside of government. Early in her career, Jody realized the importance and value of local government-community relationships built upon mutual trust, respect and common purpose.”
A vision with a task is the hope of the world
“Jody Watson is an effective spokesperson for the Capital Regional District (CRD) who has encouraged innovation and environmental protection, while recognizing a necessary balance with development interests.”
“For example, consider the Bowker Creek Blueprint and 100-year Action Plan, where three local governments, Victoria, Saanich and Oak Bay, with their respective community leaders, embraced a shared vision and responsibility to rehabilitate Bowker by daylighting the creek and reclaiming the riparian corridor.”
“With her characteristic vision and task focus, Jody Watson fulfilled an influential leadership role, particularly so, during the formative years of this groundbreaking initiative.”
Four creative initiatives in the Capital Region
“As Supervisor of Environmental Stewardship and Initiatives at the CRD, her broad mandate includes public education, outreach on water conservation, integrated watershed management, biodiversity, stormwater infrastructure, invasive species to name but some.”
“This responsibility involved engagement with community representatives where Jody’s leadership was a contributing factor in the development of four creative initiatives, including:
“In her role as Supervisor, Jody Watson is fully aware of this requirement, and has emphasized collaboration and teamwork at every opportunity. The initiatives are timely, and as a result, creative community partnerships are being forged to address changing circumstances, and indeed, our very understanding of our relationship with water.”
“Jody Watson is an inspiration, an able communicator and mentor who ‘walks her talk’, a champion for innovation, noting the importance of ecological principles within the development process. Jody is both a visionary and a pragmatist, for the vision and task are equally important, and that is what makes the difference,” concluded Eric Bonham.
Comments Off on 2023 Annual Report for the Partnership for Water Sustainability in British Columbia
NOTE TO READER:
Waterbucket eNewscelebrates the leadership of individuals and organizations who are guided by the Living Water Smart vision. The edition published on January 23, 2024 featured Partnership’s Annual Report 2023. The document is written to inform and engage the reader through a storytelling approach to sharing of information.
Growing a network breaks all the rules of conventional thinking. It is the antithesis of building an organization that has staff. Instead, the network aligns individuals and organizations to deliver results across organizational boundaries.
However, a network that is guided by a collaborative leadership philosophy does require a nucleus or “engine” for legal and organizational continuity. The Partnership for Water Sustainability serves that function for our local government partners within the Georgia Basin bioregion.
Ensuring continuity of the network comes down to how organizations continue WITHIN the network.
Summit at the Bastion in Nanaimo
Last October, the Partnership for Water Sustainability brought together some 30 ambassadors representing a dozen organizations. They participated in a consultation session around what some might view as an existential topic:
Going forward, this watershed moment will forever be known as the Summit at the Bastion in Nanaimo. At the conclusion, Ray Fung summarized and reflected on aha moments that emerged during the sharing session.
“Emotion is important. Relationships are important,” stated Ray Fung. “It is not just the science and the work itself but the emotion that seems to bind us together in this purpose. And so storytelling becomes a really important way of pointing out successes. BE THE NEXT SUCCESS STORY.”
Ray Fung’s reflections are included in the Partnership’s Annual Report 2023 and thus provide a record of the summit outcome.
EDITOR’S PERSPECTIVE / CONTEXT FOR BUSY READER
“One ambassador described the Summit at the Bastion in Nanaimo as a turning point in our convening for action story. But it can be so much more. In fact, it will be the springboard to creating a future which so many of us desire, one which coalesces around a shared vision for Water Reconciliation,” stated Kim Stephens, Waterbucket eNews Editor and Partnership Executive Director.
“The Partnership is seen as a resource that is stable, that is there, and that people can draw upon,” observed Ray Fung. But the founding leadership team is aging out. Growing and sustaining the network through time is very much about finding those to whom we can pass the baton, now and in the future.”
The Partnership is viewed as a movement built around water sustainability
Ray Fung captured the mood of the summit with this summation:
“I liked the comment that THIS IS A MOVEMENT. I find that is really inspiring to not see ourselves just as a network. We are a movement built around water sustainability. We leave the summit inspired to figure out how the FORM of the Partnership will follow the FUNCTION.”
“We can learn things from expanding our perspective. Part of that holistic approach includes the SPIRITUAL as well as the physical connection to the land.”
STORY BEHIND THE STORY: The Partnership for Water Sustainability’s 3-Year Transition Strategy for ensuring continuity of the network – as explained by Ted van der Gulik, President
Extracted from Annual Report 2023, the “story behind the story” is a 450-word essay written by Ted van der Gulik for his President’s Perspective. He paints a broad-brush picture of where the Partnership is heading.
We did what we said we would do!
“A challenge confronting our society is widespread organizational amnesia. The baby boomers have more or less gone out the door. And with them has gone so much oral history. Knowledge and experience are not being passed on. Organizational amnesia is the consequence,” wrote Ted van der Gulik.
“It is a race against time to pass on knowledge and experience. It feels like the gap caused by loss of understanding is widening. When those coming into organizations do not know what they do not know, loss of understanding of the WHAT, WHY and HOW is a cause of concern in managing expectations.”
Our mission is intergenerational in scope
“The Partnership is the engine for a network in the local government setting. Our mission is intergenerational. This means we are striving to bridge the gap in understanding; and we are doing what we can to help governments overcome organizational amnesia.”
“The clock is ticking, and we are working hard to shape this outcome: what the Partnership and associated network will look like after the Year 2025. At the end of Year One, we can proudly state that we accomplished what we set out to accomplish in 2023. We exceeded our own expectations. We are ahead of schedule in moving forward with the strategy for network continuity.”
We must look back to see ahead
“In 2023, the Partnership had two over-arching objectives. One was to connect with a new generation of provincial decisionmakers and staff. The other was to bring our Ambassadors Program to the forefront of provincial and local government awareness. We accomplished both objectives, and all the way up to Premier David Eby, as we proceeded down three parallel tracks to:
WATER TOOLS – Find a permanent home for a suite of online tools that the provincial water management program already relies on for water licensing. These tools provide a powerful capability for water sustainability planning as envisioned in the Province’s Watershed Security Strategy.
ECOLOGICAL ACCOUNTING PROCESS (EAP) – Train next generations of planners and local government staff to tackle the riparian deficit along urban streams. The EAP methodology and metrics address the disconnect in the Riparian Area Protection Regulation (RPAR) between land use oversight and direct responsibility for maintenance and management of stream condition.
BLUE ECOLOGY – Build a bridge between two cultures through a water-first approach, one that embraces lessons learned from Indigenous oral history and imbues a change in attitude among water managers. We describe this desired outcome as Water Reconciliation.”
“We have started to engage government with training and will continue through 2024. We also convened the inaugural Ambassadors of the Partnership Forum and will build on the energy that it generated. It is full speed ahead down all three tracks!”
“Funded by SILG, one of the Partnership’s early capacity-building initiatives was the 
“The workshop proved to be a revelation for all those who participated,” recalls Raymond Fung, Partnership Director. At the time of the workshop he was the Director of Engineering & Transportation with the District of West Vancouver. “As we went around the table, the stories came out as to what Metro Vancouver municipalities were doing. A common refrain was: ‘We didn’t know you were doing that!’ The energy in the room just kept building and building.”
“It was exactly a year ago that I met Paul Ham, Kim Stephens and Ray Fung. I remember that first meeting quite clearly,” stated (former) Mayor Lois Jackson. “At first I was not sure I understood what was meant when they talked about ‘green infrastructure’ and ‘celebrating successes’. And then the light went on when I realized they were talking about things like Delta’s sidewalk retrofit strategy and our program for transforming ditches into landscaped amenities that beautify roadways.”
