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“The network emerges around a common goal, rather than a particular program or organizational model. The community mobilizes the resources from throughout the network, and based on existing relationships in the community. The solution is emergent and comes from the community members themselves, rather than being pushed from the top down. And finally, 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,” stated Dr. Jane Wei-Skillern.

“Technical knowledge alone is not enough! Making things happen in the real world requires an appreciation for and understanding of human behaviour, combined with a knowledge of how decisions are made. It takes a career to figure this out! Elders have a responsibility to pass on understanding and wisdom. However, responsibility is a two-way street because minds must be open to accepting the inter-generational baton and embracing the wisdom that goes with it. With this thought in mind, I created the ‘time continuum graphic’ to conceptualize the thinking that guides the Partnership’s mission,” stated Kim Stephens.

“We have proven a model, that can be replicated in whole or in part. There are parts people can take – for example, I describe the Triple Bottom Line matrix used in the Request for Proposals for the Dockside Green land sale. Please, go use it! Adapt it to your project. My message to those who are interested in sustainable development is to take the pieces from Dockside Green that would work for you. The vision for the Dockside Green redevelopment called for a mixed use, sustainable development based on Triple Bottom Line (TBL) principles. This then directed the Development Concept,” stated Kim Fowler.

“The important and telling part of the title is Asset Management is a process to provide a sound basis for decisions relating to the function – which is service delivery! Assets exist and are created, upgraded, replaced, maintained, and operated to provide a service. There is no other reason for their existence than provision of the intended service. So, when considering a project related to an asset, we should be considering the service the asset is to provide. An Australian associate once said: ‘an asset without a user has no value’,” stated Wally Wells.

“The Pacific Science Enterprise Centre, known as PSEC, as a whole is addressing the ‘lack of collaboration’ issue quite simply by embracing and facilitating collaboration, but in my role as Community Engagement Coordinator I’ve also been specifically attempting to address the lack of communication regarding environmental monitoring; albeit slowly and methodically, as I’m only one person! Specifically I’m doing this through the PSEC Community Stream Monitoring project, which we call CoSMo for short,” stated Nikki Kroetsch.

“A constant challenge for planning is not to prevent past events, but instead is to use past experiences to inform and create flexible strategies for the present and the future. This need for flexibility is not restricted to the immediate scope of the problem at hand; but must also consider the broader juggling of evolving local government priorities and service demands. This leads to the challenge of assessing problems with sufficient complexity to arrive at flexible and resilient solutions, while at the same time not being overwhelmed and paralyzed by over-analysis,” stated Robert Hicks.

“Licensing the 20,000 groundwater users who predate the 2016 legislation is a massive task but the other side of the coin is ensuring proper compliance by new groundwater users who have drilled wells since 2016. By both motivating historical groundwater users to apply for their licences and signalling that government will deal with unauthorized water users, Government could go a long way to restoring public confidence and realizing the transformative goals of the Water Sustainability Act,” stated Mike Wei.