Reporting exists so that we can be accountable for the money and so that both of us learn something. This handbook sets out what we need, and how to raise problems early.
Key points
- Report against the plan you agreed, and explain variances plainly.
- Tell us about problems while they are still solvable.
- Financial reporting should reconcile to your accounting records.
- A short, honest report is worth more than a long, polished one.
What a narrative report should contain
Progress against the agreed activities, what changed for the people you work with, what you learned, and what you plan to do differently. Two to four pages is usually enough.
Financial reporting
Report against the approved budget lines, show actual spend and variance, and explain any variance beyond a modest threshold. Figures should reconcile to your accounting system. Keep supporting documentation for the retention period stated in your grant agreement.
Telling us something has gone wrong
Delays, staff departures, underspend, a partner withdrawing, a safeguarding incident, a change of direction: tell us as soon as you know. A grant is rarely withdrawn because a plan changed. Trust is damaged when a change surfaces months later.
Serious incidents, fraud, or anything with legal or safeguarding implications should be reported immediately rather than held for a scheduled report.
Requesting a change
Budget reallocations, no-cost extensions and changes of scope are normal. Write to your contact with the change, the reason, and the effect on the outcomes. Most requests are resolved in a short conversation.
Reporting calendar
Your grant agreement sets your exact dates. As a rule, expect a light interim report at the mid-point of each grant year and a fuller narrative and financial report within three months of each year ending.