CHRONICLE OF GREEN INFRASTRUCTURE INNOVATION: “Knowing what we know, it is not as simple as going from an X to a tick mark in each column of the table of cascading factors,” stated Ray Fung, past-chair of the Green Infrastructure Partnership (2008-2011)
Note to Reader:
Published by the Partnership for Water Sustainability in British Columbia, Waterbucket eNews celebrates the leadership of individuals and organizations who are guided by the Living Water Smart vision. The edition published on January 21 2025 kicked off the 2025 season of “stories behind the stories” of those who are leading changes in thinking and implementing in BC. The unifying theme for upcoming editions is this question: Will 2025 be the year when decision-makers within government build on lessons from the past to initiate a re-set that overcomes organizational amnesia?
STORY BEHIND THE STORY: Will 2025 be the year of the re-set?
“For over two years, I have been writing a sweeping narrative that I title the Chronicle of Green Infrastructure Innovation in Metro Vancouver from 1994 through 2024. It is a work-in-progress because the story is still playing out in real-time,” states Kim Stephens, Waterbucket eNews Editor and Partnership Executive Director.
“What did you learn along the way, current local government staff would ask me, and where did that lead each time. Their questions prompted me to dig deeper. So, I expanded my “story behind the story” interviews to delve into motivating factors.”
Nine cascading factors that must be in alignment to implement a course correction
“Next, I had to find a way to distil and communicate three decades into an easy-to-tell story of how the Metro Vancouver region got to where we are today. I boiled 700 pages down to a table. Four distinct eras define the past three decades, with the period of time for each varying between 6 and 9 years.”
Table of Cascading Factors
“The table below is distilled from my lived experience over the past three decades. When one is in the heat of the moment, it can be hard to see the forest for the trees. With a multi-decade perspective of time, however, one can see a picture. And that is what the table represents.”
“The descriptors for the cascading factors are succinct for ease of recall. But the words have deep meaning and substance. My lived experience is that the nine must all be in alignment to effect change. All it takes is one factor to be out of alignment and that can be enough to derail a process and progress. Yet it may be years before that consequence becomes apparent.”
“Along the way, inter-regional collaboration allowed us to cross-pollinate Metro Vancouver, Vancouver Island and Okanagan experiences.”
“The difference between Vancouver Island and Metro Vancouver, for example, is that enough champions who remember are still in the frontlines on Vancouver Island to hold things together. For now, that is enough to offset memory loss region-wide. But the window is narrowing until those champions age out.”
Restore political commitment and build a new coalition
“In the 2000s, Metro Vancouver put British Columbia on the international map because the region was viewed by many as a beacon of inspiration. Could lightning strike twice? Could the region re-emerge as a beacon of inspiration?”
“Of course it could. But it will come down to whether the right people are in the room at the right time, and whether they can learn from and build on past experience. Staff can only carry things so far. When an elected leader who is respected is THE CHAMPION, momentum can quickly accelerate.”
“Released by the Partnership in November 2024, the Table of Cascading Factors is a communication tool, has value as a conversation starter, and is resonating with audiences. Because it is a conversation starter, the table allows us to pivot from the past to the future, and pose question such as:”
“At the top of the list of cascading factors is political leadership and commitment to the shared vision. Leadership boils down to a willingness to act and bring together other champions willing to provide the type of energy and organizational drive that overcomes inertia.”
Defining statement for each era

Now what will we do to overcome organizational amnesia?
“I am an eternal optimist. The glass is half-full and the water level is rising. You just have to play the long game and be patient until there is a reachable moment when minds are open and thus receptive to the message.”
“Then it is carpe diem to convert the window of opportunity into a teachable moment that changes history! Timing is everything. It always is. In my experience, the most effective city managers are the ones who anticipate an issue and are ready with a recommendation when council is primed for the moment.”
“The takeaway message from this season opening edition of Waterbucket eNews is EMBRACE THE INTERGENERATIONAL BATON AND LEARN TO LOOK BACK TO SEE AHEAD. In closing, I offer readers this cautionary note about the essential need to build a coalition:”
Living Water Smart in British Columbia Series
To read the complete story, download a copy of Living Water Smart in British Columbia Will 2025 be the year of the re-set?
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