5. Project implementation
5.4 Activity reporting
The type of information collected should raise the level of knowledge in the partnership about the main factors in project success (or failure). Partners can obtain important insights into how objectives have been met, whether expected results have been obtained and any unexpected effects. This in turn can feed into the identification of transferable good practices. Feedback obtained also often suggests recommendations for improvement. Such recommendations may be related to different aspects of a project (e.g. in evaluation on how things are done while in monitoring on whether or when things are being done).
5.4 Activity reporting
Activity reporting is used by programmes for project monitoring. Usually projects report to programme management on a 6-monthly or quarterly basis. The process of reporting can be summarised as follows:
The reporting process
The figure above indicates that there are two main information streams in the reporting process: From the partners to the Lead Partner and from the Lead Partner to programme management. In this process the Lead Partner is the central figure with an important coordination and mediation role.
Aim of the activity report
The main aim of the activity report is to ensure that project activities are progressing according to plan and identify areas where corrective action can / should be taken. As the programme moves from the project generation to the main project implementation phase, another important aim is to acquire information for programme publicity and information activities.
Requirements for activity reporting
Uniformity of reporting both to the programme (by the Lead Partner) and to the Lead Partner (by the partners) requires harmonisation of procedures on all levels. Uniformity is important because Lead Partners need to be able to compare the input of their partners and
Project partner 2
Project partner 1
Project partner 3
Project Lead Partner
Programme Management
5. Project implementation
programmes need to be able to compare different projects. This means that as much as possible all levels need to be providing the same information in the same format.
The basic principle is that programmes provide reporting templates (checklists or other reporting tools), which are distributed well in advance to the Lead Partners (they may be also be available on programme websites) who should pass them on to the partners. These set out how information should be provided. Activity and financial reporting require different templates but are prepared at the same time for the same reporting periods and submitted together to the programme.
In order to achieve harmonisation of the information obtained, programmes may set content-related as well as technical requirements (the list below is indicative – different programmes may add different requirements according to their needs).
Content requirements Technical requirements
Consider the relevance of the information provided
Report on time
Do not report on planned activities - only on activities actually carried out
See if there is a maximum length for different report sections. Stick to it
Do not refer to content on your project website as a main
TIP: Such requirements often come as feedback from programme management to the project. Use the feedback to improve your reporting. “Messy” reporting may lead to misunderstanding of your project and as a result to delays in project payments.
Responsibilities of the Lead Partner
The Lead Partner is the decisive figure in this process. An efficient Lead Partner should allow for a smooth information flow from the programme to the partner level and vice versa. In terms of reporting the Lead Partner is seen as the practical link between the partnership and programme management.
Throughout the reporting process some important responsibilities of the Lead Partner are:
Responsible for delivering the project
Responsible for reporting according to the programme’s timetable
Responsible for ensuring that the expenditure presented by partners is in line with the activities agreed
Project Management Handbook
Responsible that the activities carried out are in line with the application Responsible for immediately warning the programme, if changes occur
The Lead Partner has also definite responsibilities to the partnership in terms of:
Making sure that all information available on programme reporting procedures and reporting templates is passed on to the partner level
Making sure that all programme requirements are passed on to the partner level Providing clarifications related to the information/requirements
Making sure that the partners provide the right information in order to produce the project report
Making sure that any feedback from the reports reaches the partners (especially if some of the information is directly related to a specific partner)
Funnelling partner questions to the programme
What factors help smooth and effective reporting?
Decentralised reporting (especially in large partnership projects)
A decentralised management structure in projects means that some management functions are carried out by country and/or thematic coordinators. This can significantly facilitate the reporting burden on the Lead Partner as the coordinator can collect forms/information from the partners he/she is responsible for and consolidate this information before passing it on to the LP who eventually puts together the report for the whole project.
Efficient reporting in large partnership projects Safety@Sea (IIIB North Sea)
The project is coordinated with a structure that combines Country Coordinators and Strand Coordinators. Each Strand Coordinator is responsible for a number of Demonstration Project Coordinators. Reporting is carried out in the following way:
The Lead Partner prepares all reports for the project and has all formal contact with the programme secretariat on behalf of the project.
Each Country Coordinator reports to the Lead Partner the financial reports of the country consortium. They use separate statements for themselves and their sub-partners, including a detailed budget on activities for each sub-partner.
The Strand Co-ordinator reports to the Lead Partner activities performed in the Strand and corresponding Demonstration Projects.
The Demonstration Project Coordinator reports to the respective Strand Coordinator and appoints partner/sub-partner contacts for the respective Demonstration project.
5. Project implementation
Simplified reporting and standardisation of reporting
A key success factor for effective reporting is simplification of formats for reporting. The provision of clear, simple reporting tools can facilitate the provision of information from project partners as well as consolidation of information for the whole project (these can be provided by the LP or by programme management structures). There is no need, for example, to ask every partner to fill in one of the programme activity report forms – this would involve considerable duplication of work and make producing a consolidated report very time-consuming. Instead the LP should identify what information it really needs to collect from partners (e.g. activities completed) and what it can provide for itself (e.g. general statement on progress towards objectives). Include the key information on a partner report template that can be filled out quickly and easily (see the example below).
It is important however when drawing up the templates to ensure that the information necessary to assure proper project monitoring is made available. Some programmes (and/or financial controllers) require detailed information on certain costs and these must be included in the template. The LP can then take the basic monitoring data provided and write the longer descriptive texts for the full activity report.
Tip: Ensure that all partners have a chance to review the full report before it is submitted. This ensures that the LP has not misinterpreted partner statements.
Reporting with standard templates
Water supply services (IIIA Latvia/Lithuania/Belarus – South)
This project used common templates for all partners for reporting on activities as well as the finances of the project. This system has been set up from the beginning by the programme and allows for all activity/financial information to be collected and reported when required.
Please note that each programme has developed their own report forms, which might vary considerably to the examples presented below.
Part of the Activity Report:
Project Management Handbook
Planned activities and outputs Main activites that have taken place during the period
spreadsheets. The regional progress report tool is an electronic spreadsheet that contains templates with the following information, which is in general similar to other programme forms and templates:
Contact information
Separate activity report sheets for each project component List of standard indicators
Expenditure and breakdown of eligible expenditure per project component and budget line
A sheet providing details on project meetings
At the end of the IIIC Regional Progress Report form, a checklist is provided to ensure reporting requirements are fulfilled and the report can be processed smoothly. Many points are also relevant to other projects. Selected key points from the checklist are as follows (covering both activities and finances):
5. Project implementation
Is the paper version complete in two copies (i.e. one for the Polish auditor and one for the lead partner)? Are all relevant annexes attached to one of the copies?
Is the paper version signed, stamped and dated by a duly authorised representative of the partner institution?
Is the “Confirmation by an independent auditor” signed by an independent auditor?
Is the text of the “Confirmation by an independent auditor” unchanged?
Are the electronic and paper versions of the report identical?
Are activities and outputs clearly reported against the original work plan in the contracted version of the Application Form?
Are all deviations from the originally planned activities and outputs explained and justified?
Is any over- or underspending in comparison to the original budget explained and justified?
Are the budget lines “external experts”, “other” and “investment” specified? Are all deviations from the original specifications explained and justified?
Have the country specific audit requirements been respected?