Year: 1927
Summary: Outlines the estimates for expenditures made by each municipal function (highlighted in Story No. 2). Suggests the possibility for cuts and efficiency in terms of salary expenditures.
Year: 1944
Summary: Provides details on estimated expenditures out of taxation and grants for the 1944 civic budget, analyzed according to object of expenditure. Observes that debt charges have increased. Suggests that budget figures should be made available prior to elections to increase voter interest and turnout. Argues that the 1944 budget shows little evidence that it was formulated based on the post-war needs of Toronto's citizens.
Year: 1947
Summary: Provides estimates of expenditures and revenues for the 1947 civic budget. Notes the high costs of salaries and wages, as well as decreasing debt charges.
Year: 1945
Summary: Provides details on estimated expenditures out of taxation and grants for the 1945 civic budget, analyzed according to object of expenditure. Notes that "other expenses" which includes outlays on supplies increased by largest margin since 1933. Calls for civic budget figures to be shared with the general public before election day.
Year: 1914
Summary: Good salaries and wages are necessary if the city is to receive the best service; increases in salary often mean increases in efficiency and decreases in cost. Good pay does not necessarily equate to good work.
Year: 1918
Summary: Compares differences between municipalities in tax assessment appeals. Discusses the need for well-paid tax assessors who are able to accurately and efficiently assess property taxes.
Year: 1922
Summary: Highlights the need for better coordination and budget planning between the different functions in the municipality.
Year: 1935
Summary: Outlines the structure of the city corporation. Highlights the need for more accountability and better efficiency and the important of more public engagement in the city's affairs.
Year: 1917
Summary: If city reports of actual and proposed expenditures presented the annual bills as divided by totals, departments, and functional divisions, it would enable fact studies of the civic service and the city's annual bill for salaries and wages. Advocates procedural reform for salary increases and promotions.
Year: 1924
Summary: The bureau highlights the fact that city has reduced the tax burden but argues that the city must still strive to provide services more efficiently.
Year: 1925
Summary: An analysis of annual expenditure and comparison to previous year. Warns that without a more rational, scientific accounting of expenditures, the city may not be able to keep decreasing municipal expenditures.
Year: 1926
Summary: Notes that while civic budget estimates have improved, they are still are not sufficiently standardized between departments.
Year: 1923
Summary: Outline of the city as an employer: selection for work, benefits, flexibility in matching skills and jobs within the system, meritocracy
Year: 1932
Summary: Outlines the annual estimated net revenue and expenditure in the city of Toronto for the fiscal year of 1932, as outlined in the city budget.
Year: 1931
Summary: Analysis of municipal expenditure on salaries and wages for the years 1927-1931.
Year: 1930
Summary: Tabulated comparison of estimated civic expenditures from 1928-1930, analyzed according to objects of expenditure, and comments.
Year: 1929
Summary: Hightlights the need for planning in the city's budget in order to ensure the most efficient use of taxpayer money,
Year: 1928
Summary: Outlines budget figures for civic expenditures in 1928. Notes that salaries are the fastest increasing expenditure and account for more than half of total expenditure. Proposes placing all city departments under the financial control of a single commissioner in order to ensure better economic efficiency.
Year: 1920
Summary: Presents statistics on median, maximum, and minimum salaries of teachers (1914-1919), and the 1919 salary limits of Toronto teachers. Suggests that teachers' salaries should be increased to support the process of education.
Summary: Argues that better budget planning and accountability are needed as well as a reform to the government system including abolishing wards and improving the civic service.
Summary: Highlights a new by-law requiring the appointment of personnel director and an advisory panel committee, effectively reorganizing the city administration and making one person responsible for appointments, promotions and classifications of employees.
Year: 1951
Summary: Argues there is need to reduce public expenditure.
Summary: Calls for a study to determine how many employees of each kind are absolutely necessary for efficient operation in each department of the city government
Year: 1933
Summary: Describes equitable means of effecting salary and wage reductions so as to increase city revenue by applying reductions on restored salary schedules.
Summary: Highlights the high level of spending on salaries in the public service and the need for improved efficiency
Summary: Highlights the need for careful review of all civic services to ensure efficiency before reaching decisions about salaries and benefits for city workers.
Summary: Urges citizens to contact municipal representatives about the issue of civic expenditure.
Summary: This Open Letter objects to raising tax rate and calls for finding other ways to reduce expenditure.
Year: 1946
Summary: Issues for upcoming elections, including: length of term, building Regent Park, building a Civic Square, and dining and liquor licencing.
Summary: Efficient processes for salary cheques saves the time of the City Treasurer and City Auditor, as made evident by the reduction in countersigned cheques from 1913 to 1914.