Key points raised in this research

•	Successful performance management systems are motivated by a desire for better service delivery; improved reporting and increased accountability are consequences •	Performance management systems improve the internal accountability of an organisation  •	Performance management is essential for the reliable delivery of social outcomes •	Performance management systems work because of performance analysts and their relationships  •	Performance analysts’ work aligns closer to service delivery than marketing •	Collection of data is meaningless without analysis and understanding •	The performance management system itself is continuously evaluated and improved •	A performance management system must be rooted in the genuine pursuit of social outcomes •	Shared databases make a huge difference to client groups served by multiple organisations •	Establish governance structure that has the ability and mandate to adjust services in response to information •	Some current funding, evaluation and marketing practices discourage iterative improvement •	Common sense must prevail – there is no easy, obvious or ‘right’ way.  •	The system must serve the people, not vice versa. •	When talking about ‘investment readiness’, we must also talk about ‘impact readiness’ •	Defining fields of data is a collaborative process that is continually refined  •	No stories without data – and no data without stories   •	Service delivery staff are the most important collaborators for performance management