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Two unifying threads weave through Part D. Thread One was that the provincial government provided green infrastructure leadership during this period, with the Ministry of Municipal Affairs mantra being: Today’s expectations are tomorrow’s standards. Thread Two was the regulatory requirement that Metro Vancouver municipalities develop integrated plans pursuant to the rainwater (aka “streams and trees”) component of the region’s Integrated Liquid Waste and Resource Management Plan. This provided a reason for convening for action!

“We define a balanced approach as one that creates liveable communities and also protects stream health. During the period 2006-2011, the leadership teams for the intergovernmental Water Balance Partnership and the cross-sector Green Infrastructure Partnership aligned efforts and collaborated to deliver program elements under the umbrella of convening for action. With hindsight, this was a golden period when the influence of the Georgia Basin Initiative peaked. Success built on success and the successes came in rapid succession,” stated Kim Stephens.

“Looking at the length of the list of milestones and reflecting on the array of initiatives, it is amazing how much we were able to pack into such a short period of time. A phrase that best describes this era is commitment to collaboration. Senior government, regional government, municipalities. We were all in the room learning together, working together, sharing. It truly was a team approach. We were outcome-oriented. Our mantra was create livable communities and protect stream health,” explained Richard Boase, a principal player for event delivery during the period 2006 through 2011.

“In 2008, the recession was not a great time to introduce Living Water Smart. We knew that rather than spread ourselves too thin, we had to hunker down. We focused our efforts on legislative reform and what would become the Water Sustainability Act. Living Water Smart was broad sweeping. The Province did not have the capacity to implement everything at once. We had to put our investment in what was needed badly…an update of the legislative framework. The Partnership showed that they were able to fill a gap with the convening for action program,” stated Lynn Kriwoken.

“The Water Balance Model and Green Infrastructure partnerships were formed within a year of each other, in 2002 and 2003. The Water Balance Model Partnership came first because this scenario modelling tool was developed as an extension of the Stormwater Guidebook. Our initial successes raised awareness and interest such that the UBCM leadership gave us a platform at their 2003 UBCM convention. This resulted from the advocacy of Gibson Mayor Barry Janyk. Kim Stephens asked Chilliwack’s Dipak Basu to help tell our WBM story,” stated Ted van der Gulik.

Susan Haid played a leadership role in trailblazing an ecosystem-based approach to community planning in BC. This approach flowed from passage of the Fish Protection Act 1997. “With an ecosystem-based approach to planning, you can look back and you can look forward. The principles of diversity, interconnectivity, and redundancy within a systems approach are very robust and stand the test of time,” stated Susan Haid. In the 2000s, leaders ventured into uncharted territory. Great changes took place. These were possible because individuals took personal risks to innovate.

“Zooming out to view the past three decades as a whole, the period 1997 through 2005 was the crucible for the golden period that followed from 2006 through 2011. The era is bracketed by the passage of the Fish Protection Act in 1997 and the Green Infrastructure Consultation Workshop held in May 2005. These were literally watershed moments.A large cast of characters was involved. We were venturing into uncharted territory. We pushed the boundaries of knowledge and experience. We learned together,” stated Kim Stephens.

British Columbia’s Fish Protection Act in 1997 was a response to the Coho salmon crisis. When it was enacted, it established a North American first because it did what nobody else had done. It established a provincial regulation to protect stream corridors in urban areas. “What we saw was, things will get worse if we do not change our ways. ‘The combination of streamside regulation and Washington State research directly influenced the stormwater component of the region’s first Liquid Waste Management Plan,” stated Robert Hicks.

“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. So why would you want to engage in a dance with a force that would as soon eat you as dance with you? The underlying reason is simply that our common future depends upon it,” 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 for the years from 1997 to 2005.

In a magazine article titled Stormwater Paradigms, Andy Reese insightfully looked back at why we pursued stormwater management in ways which unknowingly – at the time – foreclosed opportunities for more sustainable, livable communities. Andy Reese traced nine such shifts against the backdrop of social change. “We only reluctantly change our ways and agree with someone else’s paradigm,” observed Andy Reese. The article inspired the BC team of Erik Karlsen, Robert Hicks and Kim Stephens to collaborate with Andy Reese to introduce a tenth paradigm.