000			02074naa a2200181uu 4500
001			8080618314810
003			OSt
005			20190211164106.0
008			080806s2008 xx ||||gr |0|| 0 eng d
100	1		_aCOHN, Daniel _92339
245	1	0	_abritish Columbia's capital asset management framework : _bmoving from transactional to transformative leadership on public-private partnerships, or a "railroad job"?
260			_aToronto : _bIPAC, _cMarch/Mars 2008
520	3		_aThe Liberal government of British Columbia has had more success in terms of the number of public-private partnerships they have managed to initiate than any other provincial government in Canada. Observers (whether they believe that this outcome is positive or negative) agree that part of this success is attributable to the Capital Asset Management Framework. Introduced in the spring of 2002, this is a province-wide set of guidelines that all ministries, agencies and other public organizations seeking a provincial capital contribution must follow. Adherents of the New Public Management (such as the Liberal government) frequently state that public managers ought to be empowered to produce results, and judged by these results, not tied to rigid procedures. With this in mind, this article examines the Capital Asset Management Framework guidelines. The article also explores how the introduction of the Capital Asset Management Framework shifted government leadership on the issue from a transactional to a transformational basis, potentially helping to alleviate the previous difficulties the government had with this issue. Evidence for this analysis is derived from documents, newspapers and trade, interest group and think-tank publications, as well as interviews that the author conducted with public- and private-sector executives in the summer and fall of 2005
773	0	8	_tCanadian Public Administration _g51, 1, p. 71-97 _dToronto : IPAC, March/Mars 2008 _xISSN 00084840 _w
942			_cS
998			_a20080806 _b1831^b _cTiago
998			_a20081113 _b1100^b _cZailton
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c27198 _d27198
041			_aeng