Africa’s public sector needs a new accountability model

Every year, African governments invest billions in building roads, expanding healthcare, improving education, strengthening food systems, and delivering essential public services. New policies are launched, budgets are approved, infrastructure projects are commissioned, and ambitious national development plans are unveiled. Yet despite these investments, public confidence in government institutions often remains fragile.

This disconnect raises an uncomfortable but necessary question. If governments are investing significant public resources into improving people’s lives, why do citizens continue to question whether enough progress is being made?

The answer may lie not in how much governments are doing, but in how success is being measured.

For decades, public sector performance has largely been assessed through financial accountability. Institutions report on budgets spent, procurement processes followed, projects completed, and audit recommendations implemented. These are important measures, and they remain essential for safeguarding public resources. However, they tell us very little about whether those investments are actually creating long-term value for society.

Citizens rarely judge government by whether a ministry spent 98 percent of its allocated budget. They judge it by whether healthcare became more accessible, whether roads remain usable years after construction, whether young people can find employment, whether water is available when they need it, and whether public institutions respond to their needs with fairness and transparency.

There is an important difference between measuring expenditure and measuring public value.

This distinction has become increasingly significant because the challenges facing governments today are fundamentally different from those of previous generations. A ministry responsible for agriculture is no longer dealing only with agricultural production. It must also navigate climate change, water scarcity, biodiversity loss, market volatility, youth unemployment, and food security. A ministry of health is managing not only hospitals and medicines but also the effects of pollution, climate-related diseases, urbanization, mental health, and demographic change. Education can no longer be separated from technology, employment, digital inclusion, or economic competitiveness.

These are not isolated policy issues. They are interconnected systems.

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Yet many public institutions continue to operate within structures designed to solve problems one department, one budget, and one reporting cycle at a time. Ministries produce separate reports. Agencies measure separate indicators. Performance is assessed within organizational boundaries, even though the problems citizens experience rarely fit neatly within those boundaries.

The result is that governments often become very good at measuring activities without fully understanding outcomes. Reports describe what was done but provide limited insight into what changed, who benefited, what unintended consequences emerged, or whether today’s investments are strengthening tomorrow’s resilience.

This is where public sector accountability must evolve.

For many years, accountability has been understood primarily as ensuring that public resources are used appropriately and that institutions comply with financial and legal requirements. While these responsibilities remain fundamental, they are no longer sufficient for governments operating in an increasingly complex world.

Modern public accountability requires governments to demonstrate not only that money was spent correctly, but also that decisions were responsible, inclusive, transparent, environmentally conscious, socially equitable, and capable of creating sustainable public value over the long term.

This requires a different kind of information.