This is a descriptive longitudinal case study of Ontario’s Municipal Performance Measurement Program that examines what happens in the interaction between performance regimes and public agencies. Specifically, from internal databases, archives, and public documents, this study tests propositions of compliance and benchmarking theories with all 444 municipalities in Ontario. Contrary to expectations, there is little evidence that compliance eventually declines for medium to large municipalities; compliance of small municipalities declined for a stretch of years, before being reversed. In addition, we find limited evidence of widespread organizational learning through benchmarking in this intelligence regime.