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“The web-based Drainage Infrastructure Screening Tool is designed to help local governments implement a watershed-based approach, one that results in affordable and effective Asset Management. In an era of fiscal constraints and increased emphasis on accountability, the tool allows local governments to demonstrate prudent use of scarce financial resources to achieve more at less cost,” reports Kim Stephens.

“The change is here, and it is accelerating. Local governments have an opportunity to adapt and mitigate these changes and improve resiliency of communities within existing legislative authority and current best practices,” states Kim Fowler.

“Sustainable Service Delivery integrates all the principles of Asset Management. It understands the value of land-use planning; and it understands the impacts that land-use planning has on service delivery. It also integrates the ‘design with nature’ philosophy,” states Derek Richmond.

“We cannot move forward with Asset Management without consideration of the environment, and therefore the watershed. Sustainable Service Delivery builds on the principles of Asset Management. It is going to be a component, and a requirement, under the next Gas Tax Grant Program. This is where we will find traction in moving Sustainable Service Delivery forward,” stated Glen Brown.

“The Town of Gibsons has recognized, formally and in practice, that nature, and the ecosystems services that it provides, are a fundamental and integral part of the Town’s infrastructure system. Gibsons is one of the first communities in North America to do so,” stated Emanuel Machado.

“Ultimately, the goal is to move from simply maintaining infrastructure to a service delivery model, where those services are delivered by the smallest number, the most natural, most energy energy-efficient, and the most reliable municipal assets, that cost the least to operate over the long term,” concludes Emanuel Machado.

“Integration of the Lynn Valley Town Centre and Watershed Blueprint processes has yielded invaluable understanding. We have a plan; there is agreement about the goals; we are developing tools for use by staff, developers and homeowners; and we have a schedule of opportunities. Everything that we need is in play,” states Gavin Joyce.

“Asset management usually commences after something is built. The challenge is to think about what asset management entails BEFORE the asset is built. Cost-avoidance is a driver for this ‘new business as usual’. This paradigm-shift starts with land use and watershed-based planning, to determine what services can be provided affordably,” states Glen Brown.

“The simple reality is that we can’t pay for this infrastructure renewal on the local property tax base. But there is a second part of this problem that hasn’t gotten as much attention. We are significantly underestimating the true municipal infrastructure deficit in Canada. The public doesn’t yet fully understand the scope and seriousness of this problem,” wrote Gord Hume.

“The legislative authority for integration of land use planning and asset management, including financial management, already exists. Local governments can develop a truly integrated Asset Management Strategy that views the watershed though an environmental lens,” states Glen Brown.