From an internal viewpoint, management reporting can be an effective method for informing decision-makers, for example, of work plan progress or performance shortfalls (including justifying the basis for arguing for additional resources). Although the frequency of reporting will likely be determined by individual PPP and personnel specifics, weekly or monthly reporting could take place to demonstrate how work plans are being managed and the progress made in achieving them. For project directors, such reporting can be used as a foundation for interpreting strategy into work plans, measuring strategic objectives and conducting skills appraisals. From an external consideration, the reporting of service delivery performance to public partner decision-makers (via the public partner's contract management team) could focus on the outcomes of performance reviews, progress made against output and outcome measures as well as key findings identified from trend reporting. This could all link to strategic decision-making. Reporting could include, for example, recommendations to decision-makers for developing further (or refining existing) control actions.