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“Our vision is intergenerational. Achieving settlement, economy and ecology in balance is a marathon, not a sprint. And all of us need to understand and care about the goal which is development in harmony with nature. Once there is consensus on what we want watersheds and neighbourhoods to look like in future, we can use the tools that will get us there. That is where the Partnership has a role to play. We are outcome-oriented. Build on and leverage what works. Evolve. Adapt,” stated Ted van der Gulik in his President’s Perspective.

“The Partnership has its roots in government and public service but is not government. The Partnership was conceived as a solution to loss of continuity in government and preserves institutional memory. This allows us to shed light on WHAT, WHY and HOW questions about water-centric policies and their implementation history. But there is much more to the Partnership story. We adapt and we evolve while staying true to the universal principles that underpin the Partnership mission. And our Ambassadors Program is the hope of the Partnership’s future,” stated Kim Stephens.

“Succession within the Partnership organizational entity depends upon an intergenerational commitment. 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 Ambassadors Program recognizes individuals who bring special value to the Partnership. And this program is the foundation for sustaining the network. Because the Ambassadors are the bridges across boundaries, the spotlight must be on the network of organizations and individuals rather than the Partnership entity,” stated Derek Richmond, Ambassadors Program Chair.

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. “This organization, this network, has always been about bringing together likeminded people. The Partnership is seen as a resource that is stable, that is there, and that people can draw upon. And we have always been nimble and opportunistic. And I think that has to be a part of whatever this is going forward… continuing to be NIMBLE AND OPPORTUNISTIC,” stated Ray Fung, a Partnership founder.

“Growing and sustaining the network is very much about finding those to whom we can pass the baton. Who among the next generation will step forward, accept the baton, and provide the type of leadership that would ensure continuity of the network? At the end of the day, however, ensuring continuity of the network is really about how organizations continue within the network. But a challenge facing many organizations is the loss of is the loss of oral history and long-term understanding. This reality is uppermost in our minds as we proceed with Year One of a 3-year strategy,” stated Ted van der Gulik, Partnership President.

“It was exciting to hear about the work of the British Columbia Partnership for Water Sustainability and how their approach has exemplified network leadership as I have conceptualized it. When members of the Partnership were sharing their experience with me, I kept nodding my head in agreement because it was so similar to what I have seen in my research. It is also rewarding to see these ideas validated in practice time and time again,” stated Stanford University’s Dr. Jane Wei-Skillern. The Partnership is guided by the collaborative leadership model.