ABSTRACT
This chapter discusses the research design and the methods that were used. It examines two case studies that were conducted on the consequences of quangocratization. Changes in the efficiency and effectiveness of policy implementation due to the establishment of a quango were investigated. In the case of IB-Groep, evidence was found that the cost-efficiency of policy implementation has decreased after the quango was established. However, overall small surpluses have been obtained as well. Moreover, the quality of output has increased. The focus of IB-Groep seems to be more on quality than on (cost)-efficiency. For the case of the Regional Training Centre (ROC), insufficient information was available to make a comparison between performance before and after its establishment. The development of new indicators in the ROC combined with decentralization of responsibilities and budgets are expected to increase the importance of performance indicators (PIs) as a management tool.
