Document ID: chunk:federal_register_of_legislation:F2024L00854:body:0:p18
Version: federal_register_of_legislation:F2024L00854
Segment Type: other
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Character Range: 50848–54172

as funding and resources consumed by grants administration and may include: the costs of administering a grant; the number of staff employed; and the costs of processing applications.
    10.5.   In adopting an outcomes orientation, officials should consider common issues. These can include:
          * assuming that a grant being awarded automatically secures the desired outcome;
          * assuming that the consumption of inputs results in the delivery of desired outputs and outcomes; and
          * framing performance indicators that are reliant on data provided by the grantee, without validating the grantee's capacity to produce accurate, reliable and complete data.
    10.6.   In adopting an outcomes orientation, officials should consider the use of longer term grant agreements, where appropriate, in order to achieve outcomes. For example, where grant activities are likely to occur over a number of years, it may be more appropriate to provide grantees with longer term grant agreements rather than conducting multiple grant rounds and offering shorter term grants.
    Performance Evaluation and Reporting

    10.7.   Performance reporting requirements and other information sought from grantees are key inputs used by officials in evaluating whether outcomes have been achieved and whether a particular grant activity achieved value with relevant money. In developing the performance reporting and information requirements for particular grant opportunities and grantees, officials should balance the amount of information sought and the associated costs to grantees of collecting and collating such information, against the obligation to perform due diligence in relation to grant evaluation processes.
          * Officials, in close consultation with government and non-government stakeholders, should design performance information to show the extent to which grant activities contribute to government outcomes, as well as producing outputs.
          * Officials should undertake proportional and ongoing due diligence of grant recipients throughout the lifecycle of the applicable grant opportunity, particularly to ensure that emerging risks and issues are addressed appropriately and the grant recipient is able to deliver according to the intention of the grant opportunity.
    10.8.   Officials should establish appropriate performance measures on which to evaluate grants. Officials should ensure that performance measures are flexible enough to take into account the risk profile of the grant opportunity, grantees, and the grant activities being funded. Officials should ensure that these measures are specified in: grant opportunity guidelines; agreements; other documentation; and each entity's broader performance management framework.
          * Officials should undertake an evaluation of a grant opportunity before initiating further grant opportunities or extending existing grant agreements, in order to determine whether existing grants administration processes, practices and requirements remain applicable.
          * While conducting the evaluation, officials should consider the extent to which government outcomes and entity strategic directions remain appropriate as a result of the impact of the grant activities.
    10.9.   Requesting appropriate targeted performance