Accountability

ENSURING ACCOUNTABILITY AND SUSTAINING MOMENTUM

To maintain momentum toward achievement of the Ivany Report’s goals and full implementation of the Collaborative Action Plan over the 10-year timeframe, the coalition proposes two innovative approaches:

  • On-going public accountability enabled by a well-defined process of measurement and public reporting on progress toward achievement of both the Collaborative Action Plan and the quantitative goals set out in the Ivany Report.
  • Community-built solutions to foster continuing collaboration and to harness the energy, creativity and commitment of Nova Scotians in support of the Collaborative Action Plan.

MEASUREMENT, REPORTING AND ACCOUNTABILITY

At the conclusion of each of the initial seven chapters of the plan, specific indicators of inputs, outputs, and outcomes are suggested, which will be subject to refinement as a result of feedback from stakeholders. To create a transparent and objective basis on which to assess progress toward both the Ivany goals and the Collaborative Action Plan, the coalition recommends:

1.     Collection and reporting of data by an independent, experienced organization, and presentation of the relevant types of statistical data should be tasked to measure and publicly report progress and outcomes in respect to the Collaborative Action Plan.

2.     An all-party committee of the legislature could play a role in supporting and contributing to this work.

3.     A website containing a “dashboard” summary should be established and maintained and an annual public report should be provided.

Engaging Nova Scotians in the Collaborative Action Plan

The Collaborative Action Plan, like the Ivany Report, is delivered to all Nova Scotians. Although many of the recommendations are directed to government, there are also many that require multi-sector collaboration.  In order to facilitate this, the coalition recommends stakeholder-driven collaborative partnerships that include private business, community organizations and institutions to create proposals for community-built solutions that address the unique needs of their area or sector. These partnerships could access public funding that would provide partnership support for strong proposals.

For example, rural communities could create a proposal to provide youth mentoring, or support for a welcoming communities program to encourage increased immigration. These proposals would be judged according to transparent criteria and through an objective procedure at arm’s length from government, which will include:

  • the quality of the proposals and their contribution to the plan and achieving the Ivany goals

  • the breadth and depth of the multi-sector partnerships and groups involved, and the amount of private sector resources (cash and in-kind) being leveraged from partners

  • involvement in the proposal of disadvantaged groups and areas

  • Whether the proposed actions would be unlikely to happen without the competitive award

This process will provide a focused opportunity to create and develop these ideas, and will be a catalyst for action. 

The mechanism proposed to accomplish this—a series of funded competitions—would involve very modest administrative overhead, essentially a small group to manage the calls for proposals and to support the adjudication panels.

Proposals might be judged according to the extent they embody the following principles, with different weighting based on the importance of the criteria:

  • Excellence—Extent and quality of contribution to the Collaborative Action Plan
  • Leverage—Contribution of resources (cash and in-kind) from partners
  • Collaboration—Breadth and depth of the group of stakeholders making the proposal
  • Sustainability—Prospect of continuing after support from the competition award ends
  • Diversity—Involvement in the proposal of disadvantaged groups and areas
  • Additionality—Proposed actions would be unlikely to happen without the competitive award