The Long-run Performance of Decentralized Agencies in Québec

Abstract

In this study, we examine the performance of autonomous agencies in the province of Québec following administrative decentralization and the concurrent implementation of Results-based Management (RBM).2 Facing heavy fiscal and political pressures, during the mid 1990s, Québec’s authorities followed in the wave of ‘New Public Management’ (NPM) and post NPM government reforms of Western economies over the last twenty some years (Borins 2002). Emphasizing autonomy and performancebased as opposed to process-based management of the traditional public administration, these reforms focus on service delivery and efficiency (Pollitt & Talbot 2004; Verhoest et al. 2004a). More specifically, Québec has created agencies that are under an integrated RBM programme including agency performance agreements, strategic plans, performance reports and responsibility to parliamentarians along with RBM integration in civil servants performance evaluations.

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