A monthly support report should help its reader decide what to do next. A public-service manager may need to understand recurring interruptions and unresolved responsibilities more than the total number of tickets closed.
Choose a decision first
Ask whether the report is meant to identify repeat problems, review an agreed service commitment, or prioritize improvements. Select information that supports that purpose and define how it is counted. Separate a reopened issue from a new request where that distinction matters. Explain missing data and changes in collection so a trend does not appear more certain than it is.
Connect the figures with context
Include a short explanation of the service impact and the actions underway. A large ticket count could reflect new reporting habits rather than a decline in reliability. Invite the operational owner to validate the interpretation before making a recommendation. Give each proposed improvement an owner and a follow-up point so the report becomes part of a working conversation. Remove measures that have no clear interpretation or decision attached to them.
Practical takeaway
A useful report is a decision aid. Start with the question the reader needs answered, then include the evidence and limits required to assess it.