CHSLDs, public management and program evaluation

Abstract

CHSLDs (Long-Term Healthcare Centres) are at the core of the COVID-19 crisis. For the experienced or seasoned Public Administrator, many of the identified deficiencies may appear staggering. What is surprising is that they are popping up now even though they relate to a long-standing public intervention. It is true that crises are conducive to reveal the extent to which our organized systems are prepared for unforeseen situations. Analyses of such catastrophic events as Hurricane Katrina, the Quebec 1998 ice storm or 2019 recent floods in Quebec have generally illustrated some of the strengths and weaknesses of the organizations involved (Therrien et al., 2017). This is particularly the case for public organizations because it is often their role to intervene amidst unexpected circumstances. Analysts will take a critical look at the effectiveness of the interventions undertaken by these organizations, expose their blind spots, judge whether there is mismanagement or even resounding negligence. Apart from debates of a more political nature, the objective is to enable us to learn lessons in order to improve ourselves, prevent other wrong decisions and avoid mistakes from happening again. As it is currently the case with the COVID-19 pandemic and with respect to CHSLDs, these analyses are taking place in parallel with the ongoing crisis. The alarming importance and seriousness of the situation raises the question of why certain problems had not been formally addressed before within the framework of the regular activities of our institutions. Within the public management process, should there not be formal and scientifically recognized institutional mechanisms that can avert this kind of disaster generated by defective public intervention

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