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“The fertile Fraser Valley is some of the best farmland in Canada and can grow a lot of the food that we need. To get to food security in BC, we need to increase the irrigated area from 200,000 to 300,000 hectares. If we invest in the infrastructure needed to supply water from the Fraser River, one-third of the additional 100,000 could be provided in the Fraser Valley. But we are slowly losing our land base for growing food. And it is not because land is coming out of the Agricultural Land Reserve. Rather, it is all about what is happening on the land within the ALR,” stated Ted van der Gulik.

“How do we manage the number of people that are moving into the Georgia Basin when we have a very tough geography where the urban space is pretty limited by the sea and the mountains, and by rivers and agricultural land and park wilderness. When you take all that out, there is not a lot of land for urban development and an urban population. Cities are all about choices. much will depend upon getting the choices right,” stated Mike Harcourt.

“The question we asked was, how do you find that number? Well, we can treat a stream as a land use because we have the Riparian Areas Protection Regulation and we have BC Assessment for land values. The rest of it is the methodology that does the right calculation. Local governments have a spatial way of looking at land use. EAP, the Ecological Accounting Process, is a spatial view because the methodology is keyed to parcels which is as spatial as you can get. EAP allows local governments to explore the financial impact of land development choices,” stated Tim Pringle.

Susan Haid has played a leadership role in trailblazing an ecosystem-based approach to community planning in British Columbia, first with the City of Burnaby and then with Metro Vancouver. This approach also took root in her subsequent experience in the District of North Vancouver and the City of Vancouver. “In many ways, what I am teaching comes back to the same kind of framework around ecosystem-based planning which Erik Karlsen and others were advancing in the 1990s, and which is synonymous with watershed-based planning,” stated Susan Haid.

“The federal and provincial representatives advocated for a new business as usual regarding downstream flooding of agricultural lands and fish habitat preservation. The priorities were hydrology and riparian forest canopy which is why we involved Rich Horner of the University of Washington in our watershed assessment and classification work in the late 1990. The research team tested a system using 19 streams that were representative of physiography and land development patterns in the region. In 1999, the majority of streams were in the FAIR and POOR categories,” stated Robert Hicks.

“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.

“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.

“With the housing issue dominating the conversation, how will you reframe the goal and objective for restoration of stream systems in a way that restores political commitment and rebuilds the coalition? What combination of public self-interest and political lever will it take to effect change? What would leveraging political commitment and self-interest look like for rainwater management and riparian forest integrity in today’s context? What combination will it take to effect change? Learn from past experience. There is no time to reinvent the wheel,” stated Ray Fung.

When the process for updating the Metro Vancouver region’s “Integrated Liquid Waste and Resource Management Plan” commenced in 2008, Metro Vancouver Regional District staff were enthusiastic about the role of the Reference Panel. Because there was trust with staff, and the Reference Panel had the attention of the politicians, the Reference Panel could say what staff could not. There was huge positive value in that. The Reference Panel reinforced desired outcomes with its recommendations.