Public organisations account for their performance by making annual reports available to the public. While such increased emphasis on performance leads to a greater awareness of annual reports, it also raises the question of whether performance information is relevant and effective for accountability purposes. This qualitative study uses the Critical Realism approach to assess the contribution of performance reports in making municipalities more responsible; and their managers accountable for achieved and failed service delivery targets. Content and thematic analyses are applied to the collected data following case studies on the metropolitan cities of Ekurhuleni, Johannesburg, and Tshwane in Gauteng, South Africa. The findings are that despite poor quality issues in reports, there is no link between performance and accountability. In other words, while performance reports have the capacity to correctly provide actual performance data, they are not used to hold public managers to account. Generally, politicians from underdeveloped countries are elected based on popularity rather than ability, hence they are reluctant to utilise performance reports, instead they tend to keep those public managers who look after their interest despite failures. Therefore, lack of consequences, complex governance systems, and passive citizenry, create a safe zone for both councillors and public managers to remain unaccountable. Further studies are recommended on empowering communities and accountability of councillors to citizens. / Business Management / M. Phil (Accounting Sciences)