I agree with Vana - depends on what your end game is, and it also depends on
your relative height on the ladder.  The higher on the ladder, the less
frequent reporting of this type becomes, and vice versa.  If you are trying
to establish the need for admin support, this is not the way to do it - use
a formal proposal for that, describing the situation, how much of your time
is being spent on tasks that could be diverted to a less expensive resource,
then show your math.

My approach to reporting has varied over the years, but consistently is
something I negotiate directly with my boss.  As Mr. Creamer states, make
sure your boss wants this in the first place, and if so, make sure it is in
a format she prefers, on a schedule she can commit to and has content that
she cares about.  After she gives you her feedback, if you feel there is
something else she should be updated on regularly, propose it be included.

Currently my boss and I have a very informal relationship in that I update
him only when something of consequence comes up.  No regular updates outside
of the usual Directors meetings (which are supposed to be once/month, but
usually happen every other month).  This works well because when it comes
time to do my review, I provide him with a recap of the previous 12 months
from which he can base his thoughts (this was his preference).  Keep in
mind, I am the department head and my boss is the COO, so he could care less
about RIM unless it's broken or will require some kind of financial
investment!

Hope that helps.

Julie

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