Building on the work of Jacobs, Jones, Wehner, Pelizzo, and Stapenhurst, this article addresses an issue that had been left unaddressed by previous research: the relationship between the organization, the activity, and the performance of Public Accounts Committees (PACs). By analyzing an original data set, this article explores whether and how certain organizational features affect the amount of activities performed by PACs and how these, in their turn, affect PACs' ability to achieve policy-relevant results.