(for example, met, not met, in progress) would be beneficial in understanding overall performance. Project reporting requirements should be established to align with both the needs of grantees and the department. Templates should be established to ensure that all required information is collected in a format which is not a burden for grantees. Clear expectation should be established around the performance reporting, including level of detail to be included. These expectations should be communicated to both grantees and the department’s project managers to ensure consistency in approach and detail overtime. Collate information about the performance and outputs of projects during the review of project reporting into a format which can be easily analysed at a programme level. This would ensure that data is available to inform both evaluation activities and the development of internal reporting/dashboards to highlight performance. The development of strong relationships between the department and grantees supported open communication and the early identification/resolution of potential compliance issues before formal action was required. The department should work to develop and maintain similar relationships with future grantees. Grantees should be encouraged to identify, in advance, when a variation is expected to be required. This will provide the department with sufficient time to process variations. Collaboration Mechanisms in the programme design to support the collaboration of grantees (such as formal coordination and/or conferences) can assist in the facilitation of good project outcomes. Collaboration and relationships between grantees should be encouraged as part of large and related grant programmes. Formal coordination and the establishment of inter-project conferences is an appropriate way to generate and promote collaboration: While coordination is an effective means of promoting collaboration between grantees, it presents some risks and must be carefully structured. Notably, the department must maintain control of all funding and ensure that a relationship is sustained with all grantees/the role of the coordinator is carefully monitored Grantees should be allocated travel funding where there is an expectation that they will need to travel to attend scheduled conferences/events. Administration and management of internal resources Expectations of grantees and the department should be clearly articulated to ensure that: Grantees are fully cognisant of what they are required to complete as part of projects and aware of timeframes for submission etc.
(for example, met, not met, in progress) would be beneficial in understanding overall performance. Project reporting requirements should be established to align with both the needs of grantees and the department. Templates should be established to ensure that all required information is collected in a format which is not a burden for grantees. Clear expectation should be established around the performance reporting, including level of detail to be included. These expectations should be communicated to both grantees and the department’s project managers to ensure consistency in approach and detail overtime. Collate information about the performance and outputs of projects during the review of project reporting into a format which can be easily analysed at a programme level. This would ensure that data is available to inform both evaluation activities and the development of internal reporting/dashboards to highlight performance. The development of strong relationships between the department and grantees supported open communication and the early identification/resolution of potential compliance issues before formal action was required. The department should work to develop and maintain similar relationships with future grantees. Grantees should be encouraged to identify, in advance, when a variation is expected to be required. This will provide the department with sufficient time to process variations. Collaboration Mechanisms in the programme design to support the collaboration of grantees (such as formal coordination and/or conferences) can assist in the facilitation of good project outcomes. Collaboration and relationships between grantees should be encouraged as part of large and related grant programmes. Formal coordination and the establishment of inter-project conferences is an appropriate way to generate and promote collaboration: While coordination is an effective means of promoting collaboration between grantees, it presents some risks and must be carefully structured. Notably, the department must maintain control of all funding and ensure that a relationship is sustained with all grantees/the role of the coordinator is carefully monitored Grantees should be allocated travel funding where there is an expectation that they will need to travel to attend scheduled conferences/events. Administration and management of internal resources Expectations of grantees and the department should be clearly articulated to ensure that: Grantees are fully cognisant of what they are required to complete as part of projects and aware of timeframes for submission etc.