The word restructuration now defines the SAAQ’s next phase, as the organization moves to reset its leadership after a turbulent stretch tied to the SAAQclic crisis and the wider fallout that followed. The latest changes signal more than a simple staffing adjustment: they mark an effort to rebuild governance, restore confidence, and show that the agency is prepared to work differently.
What Happens When a Crisis Reaches the Top?
The current turning point comes after months of audits, inquiries, and public scrutiny over the SAAQ’s operations. Serge Lamontagne, the new president and chief executive officer, is leading a deep reorganization of senior management. One of the clearest signs of this restructuration is the abolition of the vice-presidency for legal affairs, a post held by Marie-Ève Beaulieu, in response to reports and recommendations from the audits and investigations, including the Gallant commission report.
At the same time, Marie-Claude Lavigne, vice-president for public affairs, is leaving her role after having been on indefinite leave since November following a complaint that triggered an inquiry into harassment and incivility. A separate independent report later concluded that her conduct did not amount to harassment under the law. Her departure adds another layer to a leadership reset already unfolding under pressure.
What If Governance Becomes the Main Priority?
The SAAQ is creating a new administrative unit: the vice-presidency for governance, performance, integrity and compliance. This step is designed to regroup expertise without adding staff, and it is being presented as a first stage in a broader transformation. The message is that the agency wants to shift from crisis management to structural repair.
That shift matters because the organization is still living with the aftermath of the SAAQclic affair, including the Quebec Auditor General’s finding of a 500 million dollar cost overrun. The public damage was not limited to finances. It also affected credibility, internal morale, and the relationship between the agency and the citizens it serves. In that context, restructuration is not just administrative language; it is a signal that the institution is trying to change how decisions are made and how accountability is enforced.
What Changes Now, and What Still Looks Uncertain?
| Scenario | What it would mean |
|---|---|
| Best case | The new structure improves coordination, strengthens oversight, and helps rebuild trust through clearer responsibilities and steadier communications. |
| Most likely | The SAAQ makes progress in governance and compliance, but confidence returns slowly because the public will judge results, not announcements. |
| Most challenging | Internal friction, lingering reputational damage, or another governance misstep slows the transformation and keeps the agency under pressure. |
The strongest support for the current plan comes from the institution itself. Jonatan Julien, minister of transport and sustainable mobility, says the changes will strengthen governance and help restore trust. Dominique Savoie, chair of the board, says the first steps are intended to help build the SAAQ of tomorrow: a public organization that is transparent, performing, and fully committed to its role in road safety. Lamontagne has also said more moves will follow in the short and medium term.
What If the Public Judging Window Is Already Open?
The real test for this restructuration will not be the announcement itself, but whether the new structure can hold under scrutiny. The SAAQ is trying to address human resources tensions, internal culture, and governance concerns at the same time. That is a demanding combination, especially when the institution is still carrying the weight of a crisis that exposed major flaws.
For stakeholders, the effects are uneven. Citizens may gain if the agency becomes clearer and more reliable. Managers and employees face a period of adjustment, with roles changing and expectations rising. The departing executives will be linked to a difficult chapter, while the incoming structure will be measured against whether it actually prevents another collapse in trust. The government also has a stake in the outcome, because the SAAQ’s recovery will reflect on its broader handling of the file.
For readers, the key takeaway is straightforward: restructuration at the SAAQ is now a test of execution, not intention. The agency has moved from explanation to action, but the next phase will be judged over time, in ET, through what changes internally and what the public experiences externally. If the reforms stay focused on governance, integrity, and service, they could become the foundation of a more credible organization. If not, the same crisis cycle may continue to define the SAAQ.
