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“When I was on the faculty at the Harvard Business School, I began my research into the concept of a networked approach that is more focused on network-building and trust-based relationships, and less about building an organization to get to your mission impact. People learn from and are inspired by stories. Work is easier, more effective and more fun when people collaborate. The big idea is to try and seed a culture change and shift in climate-conservation work to one that really values the power of relationships and networks,” explained Jane Wei-Skillern.

“The Water Conservation Strategy identified 10 strategic directions aimed at minimizing barriers to whole-system actions, and encouraging a broader understanding and adoption of water use efficiency actions. This opened the door to ecosystem-based thinking and the water balance approach. It also connected a myriad of dots in laying out a framework for action. For three years, 1998 through 2001, the WUEC Executive Committee successfully delivered an outreach program that spread the word about the Water Conservation Strategy,” stated Eric Bonham.

“The 2001 provincial election resulted in a change in government, with Gordon Campbell elected as Premier. His grasp of water issues meant that BC’s top decision-maker was a ‘water champion’ whose interests encompassed the vision for the Water Sustainability Action Plan. It was a model for informing provincial policy through shared responsibility. The partnership umbrella provided by the Water Sustainability Action Plan allowed the Province to leverage partnerships to greatly enhance the profile and resulting impact of Living Water Smart, released in June 2008,” stated Lynn Kriwoken.

“Every team member involved is passionate about what she or he does. This is what we hope and believe will inspire our audiences to apply what they absorb from our work. It is best to view what we as important milestones in a journey. We hope to bring others along with us. We believe success will follow because we will have seeded information that allows others to carry on and follow a path that is right for them. Everyone will reach their own conclusions based on what they got out of they learned, and what resonated with them individually,” stated Richard Boase.

“The Water Act had evolved over many years and had limitations. And I really appreciated that government was willing to go out on a limb to replace it. The WSA took the hard edge off the 1909 Water Act while continuing the foundation of priority rights. The WSA respects priority rights BUT there is a provision that if you get into a situation where communities rely on a small amount of water for essential household needs, there is a provision to allow that to happen. That illustrates the flexibility that we did not have under the Water Act,” stated Valerie Cameron.

A decade in the making, the Water Sustainability Act is an a transformational piece of legislation but its full potential is yet to be realized. In their shared story behind the story, Valerie Cameron and Mike Wei reveal what makes the WSA special. They were in the room during drafting of the legislation. They lived and breathed it. “The Water Act lasted over 100 years, and certain provisions were never tried because there were other pressure relief valves. The WSA is still a relatively young statute. People will realize there are tools that can be used,” stated Mike Wei.

“In the Second Decade, a mix of Living Water Smart program initiatives delivered by the Partnership are building blocks for reconnecting people, land and water. These fall under four main program areas. As we move forward, the Partnership will continue to strengthen our relationships with ‘not for profit’ organizations to achieve two objectives – assist us in our mission; and benefit from our tools and expertise.  In particular, we see the stewardship sector of BC – whose members work to monitor, protect and restore natural aquatic ecosystems – as an important partner,” stated Peter Law.

“”We are at the point where we need to move past concepts and truly begin addressing the problems. A large part of that involves re-evaluating services and better informing taxpayers on levels of service and costs. And then making tough decisions on how to fund the services that communities deliver. Asset Management concepts have been around long enough for staff and elected officials to have an awareness of the issues. We need to truly begin addressing the struggle to implement. The theme that I am now promoting is this, just tell us your story,” stated Arnold Schwabe.

“Work with the system to move good ideas forward,” stated Carrie Baron. The third installment of the Chronicle of Green Infrastructure Innovation in Metro Vancouver covers the period 1997 through 2005. In the 2000s, leaders ventured into uncharted territory. Great changes took place. These were possible because individuals took personal risks to innovate. This sweeping narrative weaves quotable quote to tell the story of what led up to publication of BC’s Stormwater Planning Guidebook in 2002, and the impact of what followed in the wake of publication.

“Transformation is often fraught with danger for both the change agents themselves and their organizations. It is like dancing with a tiger – with the outcome frequently uncertain. How does one dance with the tiger? You do it carefully, skillfully, courageously, in tune to the same music, advancing step by natural step,” wrote Brian Nattrass and Mary Altomare, authors of Dancing with the Tiger. Their analogy provides relevant context for the third installment of the Chronicle of Green Infrastructure Innovation in Metro Vancouver. This covers the period 1997 through 2005.