How do you turn reporting into a tool for better policy management? For local authorities, this question is becoming increasingly relevant.
Local authorities are building data-driven policy
Since 2014, local authorities in Flanders have been required to align their multi-year planning, bookkeeping and reporting with a standardized, shared framework: the policy and management cycle (P&M Cycle). This framework provides a solid structure for well-founded, transparent and comparable policies. The framework is now in its third edition, making data-driven policy steering the standard. The P&M Cycle also emphasizes transparency and the tracking of strategic goals. At the same time, awareness is growing that reliable data can deliver much more than just compliance reporting.
Three authorities, one data challenge
In this client story, CFO’s Jo Van Hoefs (Aalst), Dieter Bearelle (Dendermonde) and Saskia Van Cauwenberghe (Oudenaarde) share their experiences. Although their municipal administrations vary in size and maturity, they face similar challenges: fragmented data sources, limited capacity and a need for reliable insights.
During a roundtable discussion in Oudenaarde, the three CFO’s exchanged perspectives with TriFinance Project Manager Matthys Boussery, discussing key challenges, opportunities and solutions.
Drawing from his experience with the reporting tool MATiz, TriFinance Project Manager Stuey Hamelink shares insights on the successful implementation of data-driven reporting. Expert Practice Leader Data & Reporting Maarten Lauwaert highlights the evolution toward a data-driven reporting culture, while Business Unit Leader Bart Van der Velde addresses the role of data in supporting strategic policy decisions.
Awareness is growing that reporting is a powerful instrument for better policy management.
From obligation to added value
For a long time, reporting was seen primarily as a legal obligation. Today, local authorities see its added value much more clearly. High-quality reporting helps track budgets and policy goals, identify risks early and make better-informed decisions.
That is no easy task. Local authorities are complex organizations with diverse departments and a variety of software systems. "Without good data, it is impossible to maintain a clear overview," says Jo Van Hoefs.
"Without data reporting, you cannot steer the organization," adds Saskia Van Cauwenberghe, Financial Director at the City of Oudenaarde. "In order to spot future pitfalls in time and capitalize on growth opportunities, it’s essential to understand the past performances. But as a management team, we are setting the bar higher. Data helps us set the right course for a future-proof organization."
According to the three Financial Directors, the solution lies in qualitative automation. Scattered Excel sheets and isolated reports are increasingly making way for integrated solutions that bring together data from different source systems.
Each authority follows its own path
There is no one-size-fits-all approach. Oudenaarde deploys MATiz broadly, using it for financial reporting as well as strategic monitoring of its 2026–2031 multi-year plan. During quarterly strategy sessions, data is updated and validated, allowing management and the Board of Mayor and Aldermen to see where adjustments are needed.
Aalst currently focuses mainly on financial reporting. Their dashboard provides deeper insight into budget realization and personnel costs. Dendermonde is building step by step toward further data automation and centralization.
These differences show that becoming data-driven is a gradual process. "First, we make the data accessible. Only then do we examine how to deploy it optimally," summarizes Dieter Bearelle on Dendermonde's approach.
Technology and internal buy-in
However, having a good tool alone is not enough. Reliable data, clear governance and internal buy-in are just as important. Employees need to validate data, gain trust in the reports and use the insights generated.
The ultimate ambition is clear: to evolve from standalone financial reports toward integrated reporting where financial, operational and strategic data converge. That way, data is no longer just something local authorities must report on, but a foundation for making better-founded policy decisions and targeted adjustments.
