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Hugh Fraser is a green infrastructure pioneer in the Metro Vancouver region. In the early 2000s, he was a leading voice when green infrastructure was in its infancy and was a component of the region’s Liquid Waste Management Plan. Delta’s rain garden program in road rights-of-way began in 2005 as a demonstration application to show how to achieve desired watershed health outcomes. “The program is now in Decade Three. Shared responsibility and intergenerational commitment are foundation pieces for enduring success,” stated Hugh Fraser.

“A terrific Steve Jobs quote encapsulates why processes and outcomes go awry when there is a ‘don’t know, don’t care’ mindset about the history behind the WHY and HOW of policy frameworks that shape urban design,” stated Kim Stephens. “Steve Jobs explained that dot-connectors have had more experiences or they have thought more about their experiences than other people. Unfortunately, he added, a lot of people don’t have enough dots to connect, and they end up with very linear solutions without a broad perspective on the problem.”

“Nominally the story is that Mike Wei went to Ottawa to talk about groundwater. But that is not the story behind the story. An invitation to appear before a House of Commons Standing Committee gave Mike Wei a reason to step back, see things from afar, and describe what a path forward for groundwater management could look like in BC. Getting it right means understanding the historical context for surface and groundwater management in this province. In the story behind the story, Mike Wei presents broad brush solutions in clear terms,” stated Kim Stephens.

Zoe’s academic career had three distinct phases. Insights gained along the way serve Zoe well in her current watershed coordinator role. In her first three years, Zoe taught those who just wanted to take an easy science course. Seeking an opportunity to create a more meaningful learning opportunity, she developed a course called Topics in Sustainability, which was a speaker series. Through that experience, she learned the importance of finding the silver linings. A thesis class was the rewarding phase of her academic career when Zoe mentored passionate young professionals.

By the latter part of the 2000s, Coquitlam was viewed by others in the Metro Van region as the example of what not do. Through a trust-building process guided by Pete Steblin, the City of Coquitlam turned a crisis into a transformational outcome. The city emerged as a regional green infrastructure leader. “The final solution has to be doable; it has to be achievable,” emphasizes Pete Steblin. A noteworthy aspect of the Coquitlam story is how quickly municipal staff learned from experience, adapted their approach, and successfully instilled a new way of doing business.

“My evidence comes from following recent scientific developments in oceanography, limnology, marine biology, hydrology, and of course quantum physics. I am an eco-critic and environmental humanities scholar. We work at the intersections of the sciences and the humanities. The Blue Humanities is now flourishing. And the book that I am now co-editing is going to make a change. It will be THE BOOK of the field. There are hundreds of books coming out. But this is the only one with the title BLUE HUMANITIES defining the field. And it is very inclusive,” stated Serpil Oppermann.

“Think of Blue Ecology as a compass in terms of how it relates to a water-first approach to Water Reconciliation between cultures. The compass points the way forward and to success. Because of the diversity in backgrounds, skills and experiences that we have in the Partnership for Water Sustainability in British Columbia, we are positioned to take what Michael Blackstock has created with the Blue Ecology framework and make it actionable in the local government sector,” stated Richard Boase.

“I was teaching an MBA elective on social entrepreneurship, was doing some case writing, and came across Guide Dogs for the Blind Association. Geraldine Peacock, the CEO, did all of these counter-intuitive things in order to get her organization’s impact bigger. But it was by decreasing their own organizational footprint, investing in their peers and former competitors, and focusing more narrowly on their core business, that enabled them to leverage their resources more broadly and create greater and more sustainable impact in the entire field,” stated Jane Wei-Skillern.

“In my conversations with current and former senior level municipal staff around the Metro Vancouver region, there is a sense among them that the current generation of politicians appears more interested in appeasing a few people who are outspoken, as opposed to listening to the advice of their professional staff. More than ever, we need STRONGER CHAMPIONS and people who believe in what they are doing at heart. When I reflect on my time with Langley Township, I hope my lasting contribution is the confidence that I instilled in people to not be afraid of trying something and being a champion for it,” stated Ramin Seifi.

“The purpose of the Metro Vancouver region’s Adaptive Management Framework is to measure watershed health. How well are your watershed plans working? We kept it simple, practical and implementable for a reason,” stated Melony Burton. “You are not going to measure everything every five years because it is unaffordable when you have multiple watersheds or limited resources. If you were to go back every five years and check, could you see your watershed health improving? How many of your recommendations have you implemented? ARE THEY WORKING?”