Project reporting for small organisations 

Reporting is important but it has to be the right reporting, at the right time, for the right people. What I recommend you do is first, create a communication and stakeholders engagement plans. Those will inform you what the stakeholders expecations are in terms of communication, the cadence, and for whom to send. Based on that, you can discuss this with the team and set expectations and goals.

You can also consider doing reporting automated (if possible) by using online dashboard and this way it will be automatically updated and visible to everyone.

I'm not saying you're doing this, but it's easy to get into the mentality of, "As the project manager, I need everyone to understand the details of what is going on with (all) the project(s)." I know I've spent a lot of time crafting detailed reports that nobody read. (Nobody wants to search for the one detail that might apply to them). I tried introducing the One Page Project Manager template, once. Other PMs liked it, but that was about it. I think we sometimes fall into the trap of too much reporting because it makes it look like we're doing something - maybe our manager or director has specific reporting requirements, and they're the only people checking them on a regular basis. I've been on capital projects that had specific reporting requirements. I'm pretty sure that the only people who read them, regularly, were the internal auditors, and they weren't part of the project.

You have different audience members with different requirements. What do they need to make informed decisions? I've worked places where leadership only wanted to know when something was wrong. I had a COO who seemed paranoid about watermelon status (green on the outside, red on the inside) and would ask questions about each project until he was satisfied. Unless he was in a hurry. There were several times when there were details that I thought were important that he wasn't interested in.

A lot of your project team members may only care about what impacts them directly. Their perspective may be that they're busy trying to get work done and don't have time to read reports; they feel like meetings are a waste of time, too, but they know that if they need to know something it should come up in the meeting.

What is the cadence for decision-makers, who are affected by the projects, to make decisions about strategy or direction? What information do they need and how frequently do they need it? Can you simplify the report, giving the basics that your major stakeholders need, and have it link back to more detailed information for those who are interested? Tell people it's an experiment and that you can add more detail to the report, upon request; that the detail will all be available through the links in the report in the meantime.  Or, send everything but have a summary with the highlights on the first page, followed by greater detail.  That way it's all in one report.  What makes sense for your audience?

Communicate the values of the process/project effectively.

I wish this was the answer. They're all able to articulate the value and understand it but unfortunately, it doesn't change the situation which we are in