Challenges and bottlenecks

The questionnaire asked respondents to list any challenges or bottlenecks encountered in relation to the time between internal review and the OLT grant application submission deadlines. Seventeen discrete themes were identified in the data. They are introduced in the table below with an indication of how many references were made to each theme and in which size institutions they were made.

 
The 17 themes are listed below along with the relevant quotes and the size of institution where the quotes were made.

Challenging to procure letters of support in time (six references in the data)

• 'Getting the letter of support from the SDVC (DVC-A) who wants to see financial approval and individually read each proposal prior to submission also creates a potential for bottlenecks when the additional complication of (the DVC-A’s) schedule is added to the mix.' (B-size institution)
• 'We often get a lot of last minute requests for endorsement for collaborative projects, and this can create a strain. Obtaining endorsement letters generally is probably one of the biggest causes of ‘bottleneck’.' (C-size institution)
• 'Getting letters of endorsement from partners in the case of Full proposals.' (C-size institution)
• 'In terms of internal processes, the biggest challenge between internal review and grant submission is get all the necessary signatures of support.' (C-size institution)
• '(DVC-A) endorsement letter bottleneck; they all come in around the same time and of course we have no idea how many partner letters will come in - trying to work out a way to ease that.' (D-size institution)
• 'Finding time for the (DVC-A) … to sign off has its issues.' (D-size institution)

People are time-poor (seven references in the data)

Applicants

• 'Researchers (Applicants) unavailable due to teaching commitments and therefore do not have time to address the panel’s comments.' (B-size institution)
• 'People who have either expertise and leadership to lead an OLT grant are often very busy people and they struggle to meet deadlines because of other key commitments which makes the last few weeks leading up to OLT submission time very stressful for everyone.' (B-size institution)
• 'Other priorities for applicants.' (C-size institution)
• 'Applicants tend to leave everything to the last minute.' (C-size institution)
• 'Often applicants are struggling to manage a range of competing priorities.' (C-size institution)

Others

• 'Often applicants work over weekends to meet internal and OLT deadlines. This places pressure on the RO (who does compliance checks) and the (DVC-A) who has reduced time to review submissions.' (C-size institution)

Last minute applications (four references in the data)

• 'Last minute declarations of intent to submit can be challenging with any funding scheme.' (B-size institution)
• 'Late submissions from applicants are always a concern.' (D-size institution)
• 'Staff typically are very late in their notification to us so the time between notification and OLT grant application deadlines is short!' (D-size institution)
• 'Applications have occasionally appeared 'out of the wood work' at the last minute.' (D-size institution)

Challenges with the availability of the internal review panel (four references in the data)

• 'The availability of the (DVC-A).' (A-size institution)
• 'Getting the panel together.' (A-size institution)
• 'Organising the availability of panel members is sometimes challenging.' (B-size institution)
• 'Other priorities for … reviewers.' (C-size institution)

OLT deadline challenge (three references in the data)

• 'Difficulty for successful EOIs to develop into Full applications if the OLT makes late announcements of successful EOIs.' (B-size institution)
• 'The biggest challenge is the very short time frame from when OLT announces grant programs and the deadline for submission. This is a huge challenge given the many other programs we are managing and supporting.' (C-size institution)
• 'The biggest challenge is when we're not given sufficient notice from the OLT of its deadlines and application guidelines. This limits the amount of time possible between internal review and OLT submission, which means there is less chance to assist 'almost-there' applications reach the required standard for endorsement.' (D-size institution)

Limited human resource (two references in the data)

• 'I am but one person. Other than that, (my institution) has none (no one else to do the administrative and grant developmental work).' (B-size institution)
• 'Working (FTE)0.4, and with numerous grants and some academics late in submitting drafts, it’s often difficult to provide the kind of information required to ensure the grant (application) is of a high standard.' (B-size institution)

Getting timely updates from applicants (two references in the data)

• 'Getting revised drafts back from applicants.' (A-size institution)
• 'Editing and finalising of projects is often last minute, despite requirement to re submit final version before due date.' (C-size institution)

Underdeveloped or non-compliant applications (two references in the data)

• 'The main bottleneck is if the application is non-compliant, e.g. budget for an outrageous amount, some activities unbudgeted and further discussion with the applicant is required.' (A-size institution)
• 'Proposals that are underdeveloped.' (D-size institution)

Applicants underestimate what is required (two references in the data)

• 'Often applicants … underestimate the requirements for submissions.' (C-size institution)
• 'Some applicants underestimate the time taken to submit. We do stress it takes time.' (D-size institution)

Difficult for applicants to update applications in time available (two references in the data)

• 'If substantial changes are recommended it can be a challenge for applicants to complete these on time.' (A-size institution)
• 'There can be some time delays in the final tweaking of applications, to make them fit into the required page length, with sub-editing of the text, and then reading again. And particularly with managing the budget figures and making them work.' (D-size institution)

Dealing with a large number of applications (two references in the data)

• 'Also, our process of copy editing, which occurs two weeks prior to submission can be held up by … the number of applications submitted.' (A-size institution)
• 'There is a bottleneck when the Concept Forms come in for review.' (D-size institution)

Applicants not being aware of internal deadlines (one reference in the data)

• 'Applicants may go direct to OLT website and not be aware of internal deadlines.' (D-size institution)

Internal budget review process (one reference in the data)

• 'Bottleneck tends to be in the institutional demand that all proposals are required to undergo an internal budgetary review process.' (B-size institution)

Late viewing of applications (one reference in the data)

• 'Sometimes the first (the internal review panel) members see of an application is when it is submitted for internal review. Most of the time this is particularly challenging for both (the panel) and applicants. Most of the time these applications are not recommended for endorsement.' (C-size institution)

Lateness of receiving partner applications (one reference in the data)

• 'Difficulty of receiving Partner applications on time for internal review.' (B-size institution)

Long lead-in times (one reference in the data)

• 'Our central processes are typically quite slow and applicants complain that they are required to complete the applications earlier than they would like.' (D-size institution)

Extension requests for internal submission (one reference in the data)

• 'Many applicants request an extension to internal review deadline, but expect feedback within the nominated timeframe. This can prove challenging to the internal reviewers. Extensions are also often requested for the final internal submission which puts pressure on the (Learning and Teaching Unit) to ensure nominated date for submission to (DVC-A) is met.' (C-size institution)