Across Canada, many Indigenous communities are disproportionately affected by complex and varied issues that impact their clean water supply. Through education, training, and meaningful collaboration, we can create a ripple effect of safety and sustainability that helps solve these issues.

We spoke with Brenda Lapell, Digital Communications Manager at Water First Education and Training, about how this non-profit organization is collaborating with Indigenous communities in Canada to address local clean water challenges.

What was the “spark” that inspired your founders to start your organization?

In 2009, we began operating as Tin Roof Global to bring drinking water to rural schools in Uganda. But after a few years of operation, we realized that there were very few organizations addressing clean water challenges here at home. 

In 2012, we started collaborating with First Nations in Canada. The projects were small, but they were successful. In 2016, we changed our name to Water First Education and Training, and our mandate to work exclusively with Indigenous communities.

What do you consider to be your biggest success? Can you share any stories of the impact your work has had that have surprised you?

Our biggest successes are definitely the interns and participants of our programs who have gone on to great careers in or near their home communities or as they continue their education in the water field. Water First interns and alumni will have decades-long careers and opportunities ahead of them, which is such a testament to their hard work and dedication. Many program participants and interns also stay close to the Water First community to become mentors and active alumni, providing a really special way to stay connected — some people even end up coming back to work with Water First!

How can addressing local water challenges help make the world better?

The water challenges that Indigenous communities face are complex and varied and are not new. From climate change to aging infrastructure, Indigenous communities are also disproportionately affected by these challenges. Across Canada, 14% of First Nations are currently living under a water advisory. Many Indigenous communities in Canada have identified the need for more local, qualified personnel to support solving water issues independently and for the long term. Working with and supporting Indigenous communities in determining the solutions and training that fit their communities best leads to greater control over their own land and resource use. This helps to create a ripple effect of safety and sustainability that is far-reaching. 

What are some of the challenges you typically face in carrying out your purpose?

Water First often works with Indigenous communities in remote areas and inclement weather, so when we’re training in the field, there are lots of opportunities for problem-solving! From equipment malfunctions to severe weather events, our teams have to be flexible and smart to keep everybody safe and projects on track.

A challenge that we face, and embrace, as an organization is to always continue our cultural learning. We are a team of Indigenous and non-Indigenous employees, and in our work, we strive to build lasting, trusting relationships with partner communities. So while we offer technical training, our team also seeks out our own learning opportunities as well as reciprocal learning opportunities from our partners. We’ve recently taken part in Inuit cultural learning, a Two-Spirit workshop, and a Red Dress Day sharing circle. And we have land-based learning opportunities scheduled for this fall.

We also recently launched a brand-new internship program that focuses on environmental water management and technical training and are currently working toward accreditation to certify participants that complete the training. This has been a long process and a learning experience for us all, but the benefits to our participants will be worth it.

Are there any upcoming initiatives or projects you’d like to share?

It has been another year of growth. Together with community partners, we have expanded programming in western Canada and our programming with school-aged children. 

In March 2024, we began a Drinking Water Internship with Interlake Reserves Tribal Council in Manitoba. Interns from seven communities are taking part in a 15-month program to gain technical skills and training. This will lead to valuable water operator certifications and help trainees begin their careers in the water field. This internship is significant as it marks the first for us outside of Ontario. 

The next initiative we’re excited about is the launch of our very first Environmental Water Internship. This internship was launched in collaboration with Mamaweswen, The North Shore Tribal Council. It focuses on skills training and certification in Water Quality, Environmental Data, and Fish Conservation. We feel a great deal of privilege to be able to build this program with such a fantastic community partner and know that it will serve as the blueprint for additional internships and the expansion of the program.

What can people do to help support your mission?

Get to know the issues surrounding water safety and sovereignty in Indigenous communities, get to know Water First, and of course, we’re a nonprofit, so donations matter. To keep up with our news and all the fantastic collaborations we’re involved in, sign up for our quarterly newsletter! And don’t forget to follow us on social media — and help spread the word!

This story was featured in the Make The World Better Magazine:

Conserving freshwater is critically important for people and planet. With innovative sustainable technologies that provide access to a forgotten renewable resource, not only can we save water, we can reduce harmful emissions and energy consumption. 

We spoke with Hanspaul Pannu, CFO and COO at SHARC Energy, about how this organization is contributing to a more sustainable future by developing and installing innovative wastewater energy systems.

What was the “spark” that inspired your founders to start your organization?

The inspiration behind SHARC Energy stemmed from recognizing the untapped potential of wastewater. Our founders Lynn Mueller and Daryle Anderson, both seasoned professionals in geothermal heat pump marketing and mechanical contracting, envisioned harnessing this resource for wastewater energy transfer (WET). Their goal was to develop innovative solutions that could significantly reduce energy consumption and greenhouse gas emissions, contributing to a more sustainable future​​​​.

What do you consider to be your biggest success? Can you share any stories of the impact your work has had that have surprised you?

One of our biggest successes is the adoption and effectiveness of our SHARC and PIRANHA WET systems. These systems have been implemented in over 30 installations worldwide, demonstrating substantial energy savings and environmental benefits from freshwater savings and carbon emissions reductions. 

A notable success story is the PIRANHA system’s performance during the EPRI Incubatenergy Labs 2020 Pilot Project, where it was validated by several large US energy utilities. Additionally, the integration of our WET systems in four countries on three continents showcases the technology’s reliability and applicability in diverse settings​​.

How can using wastewater as an energy source help make the world better?

Using wastewater as an energy source or sink offers numerous benefits. Firstly, it transfers thermal energy with wastewater, reducing the usage of gas or electricity for heating and cooling, which makes it extremely energy efficient. It also lowers greenhouse gas emissions by utilizing a renewable and consistent energy source, creating a positive environmental impact.

Additionally, wastewater energy transfer systems enhance energy resilience by providing access to a forgotten renewable resource​​. And these systems help save freshwater by reducing the demand on cooling towers, which are significant water consumers, contributing in this way to conservation.

What are some of the challenges you typically face in carrying out your purpose?

We face several challenges, including resistance to change, as engineers and building owners can be hesitant to adopt new technologies, preferring tried-and-tested methods. Regulatory and compliance issues are other challenges we face. Ensuring that WET systems meet building codes, safety standards, and other regulations can be complex. And awareness and education can also be challenging. Many potential customers are unaware of the benefits and capabilities of WET systems, which require education and demonstrations to overcome​​​​.

Are there any upcoming initiatives or projects you’d like to share?

We continue to expand our reach with new installations and partnerships. We are actively working on integrating our systems into larger district energy networks, or Thermal Energy Networks (TENs), and exploring new opportunities in adjacent markets to new build residential.

The leləm̓ project employs our Wastewater Energy Transfer (WET) system to meet the heating and cooling needs of the community. The centralized energy facility uses a low-carbon wastewater energy transfer system to meet 80% of the thermal energy needs of the community and provides significant carbon savings, energy efficiency, and freshwater savings compared to traditional systems.

What can people do to help support your mission?

Individuals and organizations can support SHARC Energy’s mission in a few key ways. They can adopt sustainable technologies and consider implementing SHARC and PIRANHA systems in their buildings to reduce energy consumption and environmental impact. They can also spread awareness by educating others about the benefits of WET and promoting its adoption within their communities and industries. 

Engineers and architects getting official professional development hours or continuing education can get training on how to incorporate the power of wastewater into their sustainable building projects with us at sharcenergy.com/training. 

Another way to support our mission is by advocating for and supporting policies and regulations that incentivize the adoption of WET systems, including sewer access for thermal energy transfer for both private and public entities.

We’re also a public company (CSE:SHRC), so potential investors interested in supporting us and a clean energy future can visit our investor page.And lastly, we are happy to invite individuals and organizations to partner with SHARC Energy on new projects and research initiatives to further advance our technology and its applications.

This story was featured in the Make The World Better Magazine:

Climate change has revealed that water is not as abundant a resource as we once believed. As droughts and fires become increasingly common and utility bills skyrocket, engaging in water conservation on an individual level has taken on new urgency.

We spoke with Alisha McFetridge, Co-Founder of RainStick Shower, about how this organization is creating a water-saving solution for Canadian homes through innovative and sustainable technology.

What was the “spark” that inspired you to start your organization?

The inspiration for RainStick Shower began in the Okanagan Valley, Canada’s only desert region. Both Sean McFetridge, Co-Founder and acting CEO, and I grew up in this arid environment, where the importance of water conservation was deeply ingrained. Sean’s background in resource management, from his time as a lifeguard to his role as a national energy manager at Home Depot, coupled with my tech expertise and passion for sustainability from my international travels, fuelled our mission to create a water-saving solution for the home.

What do you consider to be your biggest success? Can you share any stories of the impact your work has had that have surprised you?

Our biggest success is the creation of the RainStick Shower, which has won multiple innovation awards, including TIME Magazine’s list of Best Inventions of 2023, Best of CES 2022 Innovations Award Honouree, and the Gold Sustainable Standout Award at the Kitchen and Bath Industry Show. One customer reported saving over 40,000 litres of water and 2,192 kilowatt-hours in their first year. 

Depending on your location you can save as much as US$1,100 annually thanks to RainStick, based on a two-person household. This not only highlights the financial benefits but also demonstrates the significant reduction in water and energy usage that RainStick contributes to environmental conservation.

How can water conservation help make the world better?

Conservation is crucial in addressing the global water crisis. By reducing water usage, we can mitigate the effects of droughts, ensure sustainable water supplies for future generations, and decrease the energy required for water heating and treatment. 

In Canada, where utility bills are rising and climate change is leading to more frequent droughts and fires, products like RainStick can play a pivotal role in making homes more resilient and environmentally friendly. Notably, the Residential End Uses of Water study shows minimal change in showering patterns, with the average duration in Canada holding steady at 7.8 minutes per shower and the flow rate decreasing by just 0.1 gallons per minute from 1999 to 2016. This highlights the urgent need for innovative solutions like RainStick to drive meaningful change.

What are some of the challenges you typically face in carrying out your purpose?

One of the primary challenges we face is the initial resistance to adopting new technology. Helping homeowners, builders, interior designers, and architects understand the long-term benefits of water-saving devices and overcoming the perception that water is an abundant resource are ongoing efforts. Additionally, educating our market that RainStick is an “extremely hygienic” shower appliance due to our robust three-stage cleaning process is crucial. 

Are there any upcoming initiatives or projects you’d like to share?

We are excited to announce a new model of the RainStick Shower designed based on the feedback we received from some of the top interior designers in North America. It is set to be officially launched in early 2025 but is available for pre-order now. This model will be more cost-effective and easier to integrate into residential, commercial, and recreational homes, allowing for wider adoption in sustainable building projects. You can also check out our latest BC-located off-grid installation in a property tour by Kerry Tarnow, which is available for viewing online.

What can people do to help support your mission?

Individuals can support our mission by choosing water-efficient products like RainStick Shower and advocating for water conservation in their communities. Educating oneself about the importance of water conservation and implementing small changes, such as fixing leaks and using water-saving appliances, can collectively make a significant impact. Supporting policies and initiatives that promote sustainable water use is also crucial. As a startup, every little bit counts — so tell your friends.

This story was featured in the Make The World Better Magazine:

Pauquachin First Nation has always held a strong relationship with Coles Bay, the Nation’s main shellfish harvesting beach, where community life and marine life are deeply interwoven. To turn the tide on the beach’s nearly three-decade closure, a program was created to generate holistic restoration outcomes and reclaim this important connection.

We spoke with the Pauquachin First Nation about how their marine program is reconnecting the community to life on the beach through powerful environmental stewardship and shellfish restoration.

What was the “spark” that inspired your community to start your marine program? 

Pauquachin First Nation has always taken a proactive and involved approach to environmental stewardship and management. Members from Pauquachin First Nation have always been strong advocates to our community leaders, indicating the importance of caretaking the active and cherished areas of importance within Pauquachins’ traditional territory. This territory spans from Saanich Inlet to Saturna Island and beyond, with trade networks and stopover sights all the way to the mainland of British Columbia.  

Despite the immense capacity and financial challenges associated with starting a novel marine program, in 2019, Chief Rebecca David and elected councillors created the “spark” that initiated a long-term community vision of creating an environmental stewardship department. This department was always envisioned as centring a holistic and involved community role, allowing for community members to reaccess areas in the territory where they were excluded due to the continuing effects of colonial settlement. We wanted a department where youth, Elders, knowledge holders, language speakers, and community felt safe, comfortable, and engaged with their environment. The department additionally allows Pauquachin First Nation to take an active stewardship role, leveraging our examples of local environmental management based on our cultural values to enact regional change in collaboration with local governments, non-profits, neighbours, and interested parties. 

What do you consider to be your biggest success? Can you share any stories of the impact your work has had that have surprised you? 

The first and biggest success represented by the establishment and realization of this department was the community support and integration it offered. It was a big step to create a novel workplace and a series of job opportunities uniquely woven in to bring necessary skillsets, training, and economic opportunities to our community. 

When access to traditional foods was limited due to various historical factors including urbanization, increased pollution, and watershed changes, we needed an option to generate membership employment opportunities on-reserve. Our department leverages the skills and ecological knowledge of our community, allowing them to interact with their territory while generating useful and needed data utilized by the Nation in the unyielding tidal wave of referrals, government interactions, policy commentary, and other inputs consistently requested to First Nations. These positions and roles give a major sense of pride in the community, as well as act as a social safety net for our members who can rely on each other and act as leaders to others while positively contributing to the long-term vision of the Nation. 

Our main restoration successes involve rekindling a strong relationship with Pauquachins’ main shellfish harvesting beach in Coles Bay, which traditionally was a centre point for the community where knowledge was exchanged, youth were taught, ceremonies held, and food gathered. This beach has been closed since 1997, and through that closure by the Department of Fisheries, a strong sense of isolation, fear, and disconnect occurred due to the ever-present and previously not understood pollution sources in the bay. Our members were simply told the beach was not safe and to leave this rich cultural space entirely. Hope was quickly leaving, as multiple generations of Pauquachin youth were raised without the important connection the beach represented. 

Our environmental stewardship staff and marine department have been working tirelessly for four years to change that narrative. Through both scientific and cultural management practices, Pauquachin First Nation has changed the tide, so to speak, surrounding the shellfish closure in Coles Bay.  

Initial efforts involved a detailed review of the clam populations that used to support us, identifying which populations were still healthy and which had changed in the three-decade closure. We have additionally finalized identification of the cumulative effects driving the pollution, as well as the types of pollution we are facing along the path of cultural shellfishery revitalization. Both marine and freshwater inputs are sampled all year round by stewardship staff to ensure seasonal variations in pollution are also understood.  

We additionally have been aiming to re-introduce, through both community restoration days and seasonal stewardship staff practices, traditional shellfish management methods that brought health and life to the beach before the closure. These involve long discussions on the wider environment, with Elders and knowledge holders, as well as youth events where we teach young people about the life they are connected to on the beach. Tilling, moving of stones, and re-seeding of shellfish, as well as protocol around harvesting sizes and stories are being shared much more readily now as part of this effort.  

To initiate political action, Pauquachin reviewed the policies driving this closure and combined a summary of obligations in three reports to all governmental levels in Canada, with specific recommendations to surrounding municipal, provincial, and federal governments. These recommendations centre our treaty right guaranteed under the Douglas Treaties to “fish as formally,” and are a guidebook to local partners on how to meet our needs along their own laws, as well as Pauquachins’ own traditional laws and practices. Due to the recommendations in these reports, Coles Bay is now being identified as a prime example for a novel provincial shellfish management strategy, called the “BC Healthy Shellfish Initiative,” which is expected to be initialized in 2024.

How can restoration and remediation of the Pauquachin First Nation’s traditional marine resources help make the world better?

Our restoration efforts specifically aim to centre First Nations’ harvesting and Treaty Rights while weaving together necessary scientific practices alongside cultural practices to generate holistic restoration outcomes. This model, which we are aiming to document and present to other Nations and the Canadian government, has the potential to bridge political inequities present in shellfish management policy with reconciliatory action for the benefit of the environment. Other Nations, as well as crown governments looking to meet reconciliatory mandates and goals, can utilize this example from both a scientific and management perspective to revitalize shellfish management across Canada. 

For Nations that have been disenfranchised through current shellfish management systems, losing culture, ecological integrity, and harvesting areas, our work represents a groundbreaking management model that could allow them to additionally regain beach access. We hope our work is able to be highlighted and reviewed at both the provincial and federal scales for all Nations currently impacted. 

What are some of the challenges you typically face in carrying out your purpose? 

There are many challenges related to shellfish management and beach restoration work that have accumulated over decades of ineffective policy, with specific gaps related to First Nations’ harvesting rights and lack of restoration mandates by the Crown at all levels. Multijurisdictional management of shellfish is one of the largest challenges, as it seems like each section of government only holds a handful of pieces. Ultimately, however, it lands with all crown governments to uphold their obligations to the Douglas Treaties of which they are signatories, and we feel hope in that they are now aiming to recognize and meet those obligations. 

Are there any upcoming initiatives or projects you’d like to share? 

We are aiming to continue restoration work within Coles Bay, with a multitude of infrastructure and shoreline improvements to alleviate pressure on the shellfish populations present there. We are additionally aiming to fund and host a gathering, currently unconfirmed, to bring together both First Nations and surrounding interested municipal parties to celebrate the beach, restore and create novel clam sites together, and discuss the many challenges that lay ahead in our collaborations. 

What can people do to help support your mission? 

Pauquachin First Nation is always open to discussing collaborations and opportunities to assist in moving the work forward and will be aiming to solicit volunteers to work alongside us on restoration days on the beach. We are additionally able to receive donations, for both in-kind and monetary contributions for this work, should that be available. All information requests and discussions related to PFN’s shellfish restoration work can be sent to [email protected].

Authors’ Note: Authorship is labelled as “Pauquachin First Nation” in alignment with our community’s values of collective representation and acknowledgement of the collaborative nature of our work.

This story was featured in the Make The World Better Magazine:

By: Alan Shapiro

Through the wide windows of the Fraser River Discovery Centre in New Westminster, British Columbia, visitors can look out at an industrial section of the Fraser River, where on any given day tugboats pull log booms downriver, container ships unload goods at port terminals, and dredgers clear sediment to keep channels clear for navigation. The museum display boldly announces the Fraser as a thriving, working waterscape that plays a vital role in shaping Canada’s economy.

These visible signs of industrial activity, alongside many forms of water infrastructure — municipal, agricultural, hydroelectric — are how we’ve come to think of water as an economic driver in BC and elsewhere across Canada. Venture upstream to the protected Raush River (a tributary of the Fraser) or stroll through the restored urban watershed of Bowker Creek in Victoria, and thoughts of economy give way to nature and conservation. 

This perceived divide between conservation and economy is a relic of the past, one that is increasingly at odds with the realities that communities in BC face, from the impacts of climate change to evolving global economic trends.

It’s time to reimagine the role that watersheds play as economic engines, both in the province and beyond.

BC’s Watershed Economy

Across BC, the watershed sector is a significant driver of employment and economic development. The sector encompasses activities that directly support the maintenance, restoration, and improvement of healthy watersheds. According to a recent analysis, the watershed sector supports 47,900 direct jobs and contributes $5 billion to the province’s GDP. Watershed sector jobs range widely, from boots on the ground wetland restoration and water monitoring to the design and construction of urban water infrastructure. They even venture into the high tech, with emerging technologies supporting data collection, asset management, and water reuse. 

Figure: Subsectors of the BC watershed sector and reliant economic activities (credit: Working for Watersheds).

So how do we bridge the concept of “watershed economy” into the mainstream? An emerging collaboration between industry, government, Indigenous communities, and non-profit organizations is looking to do just that.  

Since 2021, the Working for Watersheds (W4W) initiative has brought together hundreds of people and organizations with an interest in the watershed sector to identify common goals and opportunities, mapping for the first time the contribution of watersheds as drivers of BC’s economy and employment. In 2023, the coalition published its Roadmap, which lays out a strategic vision for how we grow and develop BC’s watershed sector over the next 5–10 years.

W4W and its network organizations work closely with the provincial government and its newly formed Ministry of Water, Land and Resource Stewardship. The province has demonstrated a strong commitment to investing in watersheds since 2020, with $57 million invested in watershed projects through the Healthy Watersheds Initiative and Indigenous Watersheds Initiative, and an unprecedented $100 million invested in 2023 to launch a new Watershed Security Fund, established through a collaboration between the province and the BC First Nations Water Table. 

Moving Beyond Water as a Resource

From the early days of agricultural expansion and mineral exploration by settlers across BC, water was seen as a resource to be tapped and a force to be tamed. This colonial lens on water management, coupled with progressively more ambitious engineering works, led to the extensive modification of landscapes and river systems. Upon its completion in 1968, for instance, the Bennett Dam on the Peace River created Williston Lake, the largest artificial lake in North America, which stands out as a distinctive feature on any modern map of BC.

Conservation and restoration movements have gained significant momentum in the intervening decades, driving toward Canada’s current goal of protecting 30% of lands and waters by 2030. But the question of sustainable economic development — how to responsibly steward our watersheds while providing long-term employment for people and prosperity for communities — remains an area of active discussion. 

Conservation-based economic models are gradually gaining momentum, from sustainable forestry to eco-tourism. On the West Coast, much of this work has been led by First Nations, protecting lands and waters, from Gwaii Haanas to the Great Bear Rainforest, while generating opportunities for people and communities. 

In 2016, Heiltsuk Tribal Council partnered with Vancouver Island University and North Island College to develop an Indigenous Ecotourism Training Program, a seven-month program for students from coastal First Nations. The program blends classroom and hands-on training in stewardship and tourism to prepare Indigenous people for careers in the conservation economy.

Beyond tourism, a groundbreaking partnership between 17 First Nations, the Government of Canada, and the Province of BC, led to the recent creation of the Great Bear Sea Project Finance for Permanence (PFP), establishing a co-governed model for conservation to support community-led economic development, long-term funding for Indigenous Guardian programs, and stewardship initiatives, including in Marine Protected Areas. The Great Bear Sea PFP will bring $335 million in new investment to coastal BC to conserve a globally significant marine ecosystem, while bolstering sustainable marine-based economies and creating thousands of jobs. 

Taking Care of Business

Beyond the leadership of First Nations and communities, what role can businesses play in the sustainable transition? Many sectors and organizations remain firmly grounded in the corporate social responsibility paradigm, where environmental investments remain outside the core business and fall into the category of “giving back.” But a new generation of companies is bringing nature and climate into the boardroom, embedding them firmly within its business model. 

As John Elkington, a leading authority on sustainable development, aptly reflects in his recent book Green Swans: The Coming Boom In Regenerative Capitalism: “How can we create multitrillion-dollar-per-year market opportunities by 2030? One answer: by meeting the United Nations Sustainable Development Goals [SDGs]. These are a set of 17 ambitious goals and 169 related targets championed by the United Nations. In effect, the first crowd-sourced global market research study.” Water cuts across numerous SDGs — including life on land, life below water, climate action, and sustainable cities — but the spotlight centres on SDG 6, achieving clean water and sanitation for all.

A number of purpose-focused organizations highlighted in this issue of Make The World Better Magazine are helping to advance that goal. Another business worth mentioning is Permalution, an innovative Québec-based social enterprise working to develop cloud and fog water forecasting and harvesting technologies to supplement municipal water sources. The company has deployed projects in agriculture, wildfire mitigation, and climate adaptation, with a core focus on government utility services and humanitarian development.

Permalution makes no promises of exponential growth through fog harvesting. Instead, it aims to deploy affordable, modular systems to support communities around the world for whom water scarcity, amplified by the impacts of climate change, remains a critical need. The result? A business model built around advancing multiple SDGs without generating adverse environmental impacts in the process. 

To unlock the potential of watersheds as economic engines, we must connect pieces of the puzzle that have long been isolated: environmental health, prosperity of people and communities, and sustainable economic development. Put these pieces together and the divide between environment and economy falls away, yielding to a more holistic vision of watersheds as the connecting tissue for a thriving economy.

Alan Shapiro is the Principal at environmental consultancy Shapiro & Company and an advisor for Working for Watersheds, a collaborative initiative of industry, government, Indigenous communities, and non-profit organizations working to protect and restore healthy watersheds across British Columbia.

This story was featured in the Make The World Better Magazine: