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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Support for this research was provided by the Centre sur la productivité et la prospérité (HEC Montréal) and the Willamette University Center for Governance and Public Policy Research. We are very grateful for the assistance of Estelle Kamau and Louisette Thibodeau.
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© 2010 Marie-Ève Quenneville, Claude Laurin and Nicole Thibodeau
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Quenneville, MÈ., Laurin, C., Thibodeau, N. (2010). The Long-run Performance of Decentralized Agencies in Québec. In: Lægreid, P., Verhoest, K. (eds) Governance of Public Sector Organizations. Governance and Public Management. Palgrave Macmillan, London. https://doi.org/10.1057/9780230290600_8
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-31536-9
Online ISBN: 978-0-230-29060-0