Government Reporting: What To Share Internally Vs. Externally


Local governments collect a wealth of data to continually improve operations and answer the call for transparency from citizens. There aren’t any universal government reporting requirements, so cities must pick and choose the information that’s relevant to share with employees and citizens—and how to do so most effectively.

Why is this important? When city data is shared effectively, it’s proven to create more synergy and investment from both internal and external groups. Here’s how you can decide which information should be made public, and which should stay behind the scenes:

What To Share Internally

Internal government reporting should be based on the strategic plan. All employees should have access to this plan, so there is essentially no limit to the information that can be shared internally. That being said, the most effective reports condense the strategic plan and make clear what metrics should be tracked, including goals, projects, and priorities.

Several components of the strategic plan are normally shared internally, but not externally. These items help with transparency, decision making, and alignment throughout your municipality:

Department Budget Information

One of the biggest challenges organizations face is they typically only get insight into their budget at the beginning of the fiscal year, six months in, and one to two months before the end of the year. With access to budget information each month, departments can control whether they speed up or slow down their spending throughout the year.

Work Plans

Work plans are the annual tactical plan for each department. If developed correctly, they link to the strategic plan. Having visibility into work plans, especially how they connect to the strategic plan, will show everyone in the department and organization that they are all pulling in the same direction.

Key Departmental Initiatives

Sharing progress on key initiatives from each department will keep communication flowing as projects are completed. If delays or problems occur, more people will be involved and available to suggest solutions or adjust anything that’s dependent on these key initiatives. The additional insight and visibility is beneficial because projects often involve multiple departments working toward an end product.

How To Share Internally

Once you’ve identified what information to share internally, it’s wise to develop best practices on how to share it with internal reports that keep contributors informed and invested in the process:

Develop a reliable process and calendar.

Having a consistent process helps employees appreciate the benefits of government reporting, rather than viewing it as unpredictable or extra work on their plate. If you’ve taken the initiative to standardize the reporting process, then users know what they need to do, when they need to do it, and how it benefits them.

It’s important to define reporting components (evaluation criteria, reporting frequencies, naming conventions, due dates, etc.) that make sense for your organization and communicate them in a way employees can refer back to—this is often called a management reporting guide. Clear communication helps users make consistent, relevant updates in the time frames you’ve specified.

Send reminders.

Once your government reporting process is in place, you need an easy way to communicate deadlines and expectations. Effective email reminders nudge users about upcoming reporting deadlines and contain direct links to the information they need to update. This allows you to set expectations and provide users with clear details on what they are responsible for; it also saves everyone time. No more excuses that people didn’t know what they were supposed to do!

Make reports user-friendly.

Reports are the summaries that allow you to compare information across goals, metrics, and initiatives. They can also serve as a central location for everyone to make updates, so it’s important they are user-friendly. Here are some tips on how to accomplish that:

  • Set up reports with a specific purpose in mind (e.g. a theme in your strategic plan or a meeting) and label them accordingly.
  • Create one central place or page where users can input their data, so it’s easy to make updates.
  • Create a summary dashboard where employees can stay on top of the most important, high-level information.

Productivity Tip: Send reports at least a week in advance of meetings as pre-reading material. You will have better discussions if everyone has reviewed the information and prepared.

Leverage integrations.

The more information that’s collected and consolidated within one system, the easier it will be for users to make updates—they simply have to log in to one platform, instead of gathering data from multiple sources. Data integrations give users their preferred platform to input metrics, speeding up the process so you can focus on interpreting those metrics and making insightful analyses.

Be transparent.

While your instinct might be to restrict users’ access to only the information they directly influence or update, unlocking access to the full strategic plan (even if it’s just to look!) fosters an understanding of how users have contributed to city goals and achievements, and generates more buy-in from across the organization. Employees will understand why they spend time on reporting and how their role is driving progress.

Create a culture of transparency through a visually communicated strategic plan.

It’s critical to solidify your internal reporting process before you release information publicly. You have one chance to make a first impression—if the metrics you share aren’t helpful or consistent, you risk confusing and alienating citizens.

What To Share Externally

The best way to decide what’s most suitable for public consumption is to think about your audience—the citizens. Knowing the information citizens want and need to see is key to determining what to share externally. Click To Tweet

Virtually anything a local government tracks can be shared externally, but it’s unrealistic to publish every datapoint on your dashboards—there’s simply too much information. The best way to decide what’s most suitable for public consumption is to think about your audience—the citizens. Knowing the information citizens want and need to see is key to determining what to share externally. Here are some items that local governments commonly share with citizens:

Strategic Plan Themes

Typically, there are five to seven key themes in a strategic plan. Give your citizens a summary of each theme’s focus. Your summaries should be concise and high-level, providing general details in a handful of sentences.

Progress Measurements

Most municipalities track 300 to 800 metrics across all departments, but this is too much detail to share externally. Citizens primarily need to understand the progress on top-level items. Publish three to six key measures for each strategic theme, which will equate to about 15 to 42 measures total.

Context Summaries

Data you share needs context to be understood. Context includes definitions, status indicators, analysis, history, and possibly why the metric is important or tracked. For example, if you shared that the crime rate dropped by 12 percent, that metric should also include the definition of a crime rate, whether 12 percent is on track or not, theories why crime is lower, and year-over-year comparison numbers. Charts, graphs, and other visuals are helpful in providing context.

How To Share Externally

Your goal is to make the information you publish externally easy to understand and relevant. How you share information with citizens is just as important as the data you’re sharing:

Translate internal language.

Internal government reporting typically includes technical jargon and acronyms, and assumes familiarity with the municipality’s strategic plan and operations. Citizens will not have this “insider information,” so be sure to spell out what each metric or goal means, why it’s important, and how the city is progressing in that area. You might even provide some background information on the creation of the strategic plan, and how often to expect new data to be published.

Focus on what citizens care about.

What do your citizens value most in their community? What information do they want to see? If you’re not sure, send out surveys, ask at town hall meetings, create focus groups, and even look at other cities to get ideas. Dedicate time and effort to crafting and publishing the content that’s most important to citizens. You may change what you share over time, based on the city’s current projects and citizens’ priorities. For example, if a recent spike in complaints has led the city to focus on improving road quality and safety, you might display metrics on lane miles repaved and the number of driving accidents reported. Keep what you publish relevant.

Tell a story.

Don’t leave it up to citizens to analyze raw data and draw conclusions (which might take several hours and a degree in economics). Package information in neat, engaging summaries; control the story and tell a compelling narrative by including qualitative analysis alongside your charts and numbers. If you’re just data dumping, the information will be overwhelming and confusing.

Be transparent.

Open data will create trust in government and foster community involvement. There are a few common ways you can be transparent without deluging citizens with information. Summarize your goals and progress in an annual report, share department business plans, or post your city’s long-term strategic plan and how you’re tracking on its priorities.

With the wealth of information living in reports, it can be challenging to determine what should be shared externally, what should be kept in-house, and how to communicate information with all groups. Your success will depend on your ability to develop a reliable reporting process and understand the different audiences.

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