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“We are implementers. Blue Ecology reinforces the attitude change that is necessary to support widespread use of tools and resources that the Partnership has been pioneering for more than two decades to help local governments design with nature. We have both been at this a long time. From experience, we have seen and know why the situation on the land has not been changing for the better. Our call for restorative action is this: design in concert with nature and make better decisions around our landscapes,” stated Richard Boase.

“The network emerges around a common goal, rather than a particular program or organizational model. The community mobilizes the resources from throughout the networ based on existing relationships Once a network is up and running and proves itself to be effective, it becomes the primary vehicle for change, rather than the individual organizations themselves. Once you put committed people in a room together and build trust amongst them, and allow them to experiment and learn, that is when amazing and wonderful things happen,” stated Jane Wei-Skillern.

“Growing a network breaks all the rules of conventional thinking. It is the antithesis of building an organization that has staff. Instead, the network aligns individuals and organizations to deliver results across organizational boundaries. However, a network does require a nucleus for legal and organizational continuity,” stated Kim Stephens. “One ambassador described the Summit at the Bastion in Nanaimo as a turning point in our convening for action story. In fact, it will be the springboard to creating a future which so many of us desire, one which coalesces around a shared vision for Water Reconciliation.”

“In my mind, the phrase Asset Management for Sustainable Service Delivery is a euphemism for make the right decisions, think about the future, and then take action. It has got to evolve because the future is NOT the past. We also need to adapt moving forward. So, that means Asset Management for Sustainable Service Delivery has got to reflect where the community is going as well. If you are only going to make decisions that maintain your assets as they are, that is insufficient. The process needs to evolve to meet the community’s changing needs,” stated Geoff Garbutt.

“In early 2023, the Partnership will begin rolling out the stories of inter-regional collaboration. These ‘stories behind the stories’ are weaved from conversational interviews. Comprehensive in scope, the stories document a shared history. They are not technical reports, although they are founded on technical concepts and understanding. Everyone learns through stories, and this is how we hope to inspire readers. The series is about local government champions who are committed to the long-term wellbeing of their communities. Stories provide insight into the actions of local government thought leaders,” stated Kim Stephens.

“Early in my career, working with agencies across Western Canada gave me an appreciation for the urgent need for collaboration between organizations. When I joined CVRD in mid-2013, I had a strong sense that this would be a place where I could work in a more collaborative setting.. There was a willingness to foster a collaborative framework between partnering organizations so that together we can respond to climate threats to our water resources. As local government, one of the roles that we can play is to support that stewardship culture,” stated Keith Lawrence.

“In the Cowichan Valley we have a dominance of electoral areas with proudly distinct communities, capable and engaged municipal partners, and a leadership that is characterized by true independence and internal reliance. This has resulted in a rich tapestry of watershed planning across our region.  There is no one model. Rather, we have a range of applications that are sensitive to the environment in which it was formulated and to the core drivers and champions that brought it forward. We truly have a rich basis in which to begin the process of stepping back, learning and reflecting on our next steps,” stated Kate Miller.

The pressing need for timely, affordable, and effective solutions is the driver for the IREI. A goal of collaboration is to build local government capacity, capability, and competence to deliver on expectations. The IREI program brings the right people together in constructive ways with good information, such that they create authentic visions and strategies. “The Ambassadors Program complements the IREI Program and is emerging as a foundation piece for inter-generational collaboration. This was the breakthrough to articulate our need for succession planning and sustainability of the network,” stated Derek Richmond.

‘Asset Management for Sustainable Service Delivery: A BC Framework’ makes the link between local government services, the infrastructure that supports the delivery of those services, and watershed health. “The BC Framework points the way to integration of natural systems and climate change thinking into asset management. Resilient cities will be the ones that can absorb water and manage the water cycle as a closed loop,” stated Liam Edwards. The BC Framework provides context for the Ecological Accounting Process for operationalizing natural asset management.

“I had a real incentive to come to the Cowichan Valley Regional District in 2014 because water was the primary focus. The region was in the midst of a watershed governance study. It was looking at how the CVRD could take a more active role in watershed governance. The Board Chair and I did tours of First Nations communities and met with their chiefs and councils around the intent of this initiative and what would their interest be. We realized that this was bigger than we could take on at that time. Instead, we turned our attention to the Drinking Water & Watershed Protection (DWWP) model for a regional service,” stated Brian Carruthers.