ABSTRACT
This chapter discusses two aspects of accountability: the important distinction between ‘accountable for’ and ‘accountable to’; and who is ‘accountable for’ different aspects of Projects, Results, Uses and Benefits. It presents the case that being ‘accountable for’ is overwhelmingly more important than being ‘accountable to’. The chapter introduces the ‘PRUB-Accountability Matrix’: a succinct framework for understanding and pragmatically managing accountability. There are two types of accountability: effectiveness accountability and efficiency accountability. The chapter summarises the characteristics of effectiveness and efficiency. It demonstrates how PRUB-Logic provides a robust framework for accountability management. The chapter also explores a simple scenario in which a government agency (purchaser) wishes to purchase services from a supplier and those services are to service the public (end-users) who the government department represents through the democratic process.
