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The framework must make clear where responsibility for each element sits, and must also make clear where elements are not required or appropriate for particular types of activities.

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Agree any additional project outputs requires clarification

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Agree any additional project outputs requires clarification

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Should be an aspect of initiation?

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Preparing project outputs requires clarification

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Preparing project outputs requires clarification

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Should be an aspect of delivery?

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Reporting means different things to different activities, it is not clear how reporting relates to evaluation (and there is a strong sense that some aspects of evaluation may contribute to reporting, so ordering may need to be looked at).

Clear that there is a nominal 'management information' piece, around ensuring that how a project has performed is recorded and shared, and then a piece around feeding back to the stakeholders/clients/institutions etc. - how are we understanding the differences between these internal/external needs

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Here, or in reporting. There is an opportunity to include a ‘health and wellbeing check’ at this point, essentially ensuring that resourcing, hygiene factors etc. have been appropriate, and to record for future iterations. Encompassed in this, or perhaps separate, to ask the question of ‘how was the way that we worked (together)’ throughout – both internally/externally. Could constitute a culture review of a stake holder institution, essentially so that any colleague who works in that institution in the future is sighted.

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Would be good to clarify where the project documentation, resources, recordings, all associated, remain when the project is complete (relates potentially to linking evaluation outputs also)

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- Once a project is live we need to be clear to customer who you should ask about what

- We need to be clear on who supports the technical side for example building stuff in Brightspace – If it is P&E then upskilling may be needed on some tools.

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Ensuring we can link 'evaluation outputs'

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Ensuring we can link 'evaluation outputs'

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Ensuring that comparisons, synergies etc. across evaluation outputs are understood (for example, if many evaluations identify the same thing, ensuring that this is acted on, rather than attributed many times to activity specificity. Maybe requiring mechanisms to give sight to all, and review holistically

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- Dates and resourcing and roles and responsibilities really need to be agreed at initiation

- We must be clear and transparent with clients and manage their expectations

- Note that often clients think they know what the problem/solution might be but on further discussion this changes substantially

- Is signing a contract a critical point in the process the separation between initiation and planning? Often the contract is signed when not everything agreed.

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There is an opportunity to improve evaluation..

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There is an opportunity to improve evaluation..

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We don’t consistently ask about the quality of the learning (we don’t always have the time/space to follow up on this). It is positive to take a systematic approach to this, but it cannot be the same for every output.

So if we cannot say ‘this activity involves …, so we’ll evaluate in this particular way’, who does ultimately make the decision on scope.

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What happens/where does longer term evaluation fit? Can we create a mechanism to return to a 'closed' project in six months/a year/two years to ask some of the questions that only this amount of time will allow answering.

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- Ideas can be initiated in all different places by, clients by us, by individual by teams etc.
- As part of scoping of a project and general initiation a better awareness of KID colleagues areas of expertise might be useful - connecting and demonstrating the variety of programmes and projects they are working on might help this general visibility.
- Need to be clear from project initiation who is doing what in the projects, RRs and potentially bringing delivery support team in earlier.
- Also noted timelines and being clear on them are really important. Noted that some work simply isn't given appropriate time to prep.
- Generally we need to be clear about how we get to the point of initiation and that the planning and initiation stages are sometimes blurred.
- Notes that Cindy and team are creating a master spreadsheet of all EDI related activity that is happening.

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Need to make it absolutely clear that the goal is to track and make progress visible, and steer on next steps, rather than create a series of accountabilities (IE. Nobody wants to be beholden to the tracker!)

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We have no systematic way of ‘ending’ a relationship with associate involved with a particular activity. This includes some aspects that tie into evaluation: How do we evaluate associate performance, QA, recording decision making around how we should do things in the future + feeding this back to associates. And some that relate to the relationship (for example, discussing remaining work, involvement in longer term evaluation, future opportunities, to get their feedback on our ways of working etc.)

May require generally some thought as to how associates relate throughout

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Understanding our capability and capacity at this stage is really important.  shouldn't move to planning until we know it is even viable to deliver.

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Understanding our capability and capacity at this stage is really important.  shouldn't move to planning until we know it is even viable to deliver.

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Any chance of final closedown triggering a 'thanks' to all staff involved??