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The 20/80 Rule refers to the initial capital cost of municipal infrastructure being about 20% of the ultimate total cost, with the other 80% being an unfunded liability. This is a driver for doing business differently. “Tackling the unfunded infrastructure liability involves a life-cycle way of thinking about infrastructure needs and how to pay for those needs over time. This holistic approach is described as Sustainable Service Delivery. The link between infrastructure asset management and the protection of a community’s natural resources is an important piece in Sustainable Service Delivery,” stated Glen Brown.

“Human activity is now a dominant force in shaping the Earth’s environment, but humanity’s moral senses have not kept pace with this power. Our actions reverberate across the world and across time, but not enough of us feel the weight of their consequences. Empathy could be an emotional bulwark against a warming world, if our collective care produced collective action. But it evolved to respond to suffering right here, right now. Our empathic imagination is not naturally configured to stretch around the planet or toward future generations,” wrote Jamil Zaki.

More manifesto than scholarly text, Ian McHarg’s now-canonical book arrived amidst the tumult of an ascendant, leftist environmental movement—one that delivered a series of landmark political victories in the 1970s, a period that would become known as “the environmental decade.” It remains one of the best-selling books ever written by a designer, has been translated into Chinese, French, Italian, Japanese, and Spanish, and remains in print today.

Kim Stephens quoted from the work of Eva Kras – visionary, scholar and author. “Our present global and societal problem is that short-term thinking governs much of what we do,” says Eva Kras. “We need to re-learn basically ‘how we think’, using both the right and left hemispheres of our brain. Both ways of thinking are important, but the sad part is that we have convinced ourselves that the Left Hemisphere can do EVERYTHING.”

“Local governments are implementers. This means they can be change leaders. They can integrate climate adaptation into the activities and actions of engineered and natural asset management – or flipping it around, integrate asset management into the activities and actions of climate adaptation. ‘Getting it right’ starts with recognition that hydrology is the engine that powers ecological services,” stated Kim Stephens. “Getting it right depends on provincial and local government alignment to require ‘design with nature’ standards of practice for servicing of land – so that communities decrease their ‘destructive footprint’ while at the same time increasing their ‘restoration footprint’.”

“The purpose of the Water Sustainability Action Plan is to build practitioner capacity to explore new ideas so that those in the local government setting whose decisions influence community and infrastructure design can build greener and more water resilient communities in British Columbia,” stated Mike Tanner. “While the Action Plan program has ongoing since 2004, the focus since 2012 has been on an initiative branded as ‘Sustainable Watershed Systems through Asset Management’. The desired outcome is to achieve settlement, economy and ecology in balance.”

“The reality today is a very different work environment then what we ‘old guys’ grew up in,” stated Wally Wells. “That leads to a required dialogue of what communicating really means and how the message is received and interpreted by different generations. Maybe, just maybe, we take too much for granted based on what we individually know in trying to communicate asset management. We need to think very hard about the way we carry the message – with, I would suggest, more thought to the perception of the listener.”

“The Stormwater Guidebook set in motion a chain of outcomes that has resulted in BC being recognized internationally as a leader in implementing a natural systems approach to rainwater management in the urban environment,” stated Minister of Environment Barry Penner in 2007. “The Convening for Action initiative creates an opportunity to move beyond rainwater management to embrace all components of the water cycle through integrated water management.”

Over the past decade, the Water Sustainability Action Plan has facilitated cross-pollinating of ideas and approaches in the local government setting. “Everyone learns from stories and the most compelling ones are based on the experience of the champions who are leading implementation of watershed-based solutions,” wrote Richard Boase. “The rate of progress in implementing new ideas or standards of practice generally depends on the willingness of individual champions in local government to push the envelope in applying new approaches.”

“Major breakthroughs happen when decision-makers in government work with grass-roots visionaries in the community to create the future desired by all. Collaboration grows from a shared vision about the future and commitment to action. This is the ‘top down and bottom up’ approach,” stated Eric Bonham. “It is about turning the whole game around to ‘design with nature’ as a consistent approach to development and redevelopment, urban infrastructure practices, and protection/restoration of stream and watershed health.”