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“Natural Intelligence, aka NI, has emerged from Blue Ecology which itself bridges Indigenous Wisdom and Western Science. Blue Ecology is about creating a new form of knowledge by interweaving useful threads from two cultures. At the Asset Management BC conference, Michael Blackstock understands that he will be speaking to an engineering-centric audience whose world revolves around numbers and inanimate objects such as pipes and pavement. Taking nature into account is not something that comes naturally to a municipal asset manager,” stated Kim Stephens.

“Darlene Marzari said I have a staff and you have a board. We have to find a way of working around that. So, I met with her on a Saturday morning and made a presentation about the draft Livable Region Strategic Plan to an audience of one. No advisors. At the end of the presentation, she said “I want to do that. I want to make that possible”. The provincial government was beginning to talk about growth strategies It was fortunate that Metro Vancouver had a plan that was ready to go just at the time Darlene Marzari was inventing the mandate for it,” stated Ken Cameron.

“In 1990, the Metro Vancouver region initiated a growth strategy embodying many Smart Growth principles. The Plan had four pillars: a Green Zone, complete communities, a compact region, and increased transportation choice. A year ago, a group of us met with regional planning staff to pass on our knowledge and experience. Our message was, use the strengths of the unique regional planning system you have. We did this in the interest of providing current staff with some personal background on the Livable Region Strategic Plan,” stated Ken Cameron.

During the 6-year period of applied research, the Partnership for Water Sustainability relied on staff at the Mount Arrowsmith Biosphere Region Research Institute and VIU students to do data analysis and GIS work. Now, with the EAP Transition Strategy Partnership, MABRRI is the program lead and the Partnership has an oversight and mentoring role. Everyone is learning together. Local government staff. The MABRRI team. VIU students. This is how you build capacity through collaboration,” stated Anna Lawrence.

“The RDN completed a natural assets inventory which identifies where we think all the natural assets are within the region. But we have not identified which have a definable service. With French Creek, we are hoping that we can identify some of those peripheral areas within French Creek, generate some M&M (maintenance and management) figures, and merge the inventory and asset management approaches. A measure of convergence is when you have a real number that you can use for pragmatic planning,” stated Murray Walters in explaining selection of French Creek.

“At local government conferences these days, you hear the term CAO roadkill a lot. Chief administrative officer positions are tenuous. Look around the Metro Vancouver region. More than half are different than just 18 months ago. Is it any wonder that a prevalent attitude among senior local government staff is, do not stick your head out of the foxhole? When there is a significant level of trust in technical recommendations, Councils rarely override them. Trust is fragile and can easily be broken. When trust is lost, decades of good work can be lost,” stated Pete Steblin.

“My goal when I was elected mayor in 2005 was all about climate change. After the first month, I organized a meeting with the top 40 staff to share my vision. Part way through my presentation, some staff put their hands up and said…Darrell, we are there with you, we are there. When staff do not feel intimidated, they can be bolder. When elected leaders have a trust-based relationship with their senior staff, and everyone works together to make the community a better place, that is when you really get things moving in the right direction,” stated Darrell Mussatto.

“Nanaimo is all-in with our commitment to EAP, the Ecological Accounting Process. This commitment derives from the Community Charter where one of the Council’s primary duties is stewardship of the community’s assets. We are getting better and better all the time at stewarding the gray infrastructure assets. Now we must do the same with natural assets. When the EAP Partnership idea came up, the most attractive element was the ability to pass on the torch from our generation and the older generation to the next generation without losing the experience and the knowledge that we have intrinsically built up,” stated Bill Sims.

“I came into the EAP process with a completely different background because my master’s degree is in Sustainable Leisure Management. So, it was a journey to get my head around the jargon and the different viewpoints and ways of thinking. This applied not only to the development of the EAP methodology but also to the different stakeholders. The 3-year transition strategy for embedding EAP at VIU has multiple layers and partnerships and there are many moving parts to keep in balance,” stated Anna Lawrence.

“Over my career, I have worked in four cities, and observed many cities across the country. This experience provides me with context. At the end of the day, good decision-making comes down to a good process. But it also relies on wisdom in terms of balanced advice. When there is a significant level of trust in technical recommendations, Councils rarely override them. Staff explains recommendations. The Council makes the decisions. Trust is fragile and can easily be broken. When trust is lost, decades of good work can be lost,” stated Pete Steblin.