Year: 1937
Summary: Outlines the division of responsibilities between the province and municipalities and how this affects social services and payments.
Year: 1934
Summary: Argues that amalgamation of related departments under one auspice would be beneficial to the city, and should be done when an opportunity such as the retirement of a head of department occurs.
Year: 1932
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
Summary: A listing of personnel in city council, boards, and commissions in Metropolitan Toronto.
Year: 1931
Summary: The problems of the modern city are more complex than those of a hundred years ago. City leadership must focus on continuous civic planning, and avoid short-sightedness.
Summary: A listing of the personnel in city council, boards, and commissions in Metropolitan Toronto.
Summary: This letter suggests the need for efficient management in periods of depression.
Year: 1930
Summary: Discusses the qualifications and requirements for utilities commissioners.
Summary: Suggested organization for the city of Toronto administrative units as a means to secure better results from municipal expenditure and citizen effort
Year: 1921
Summary: Considers Toronto's Annual Bill for Personal Services (Salaries and Wages); the Bureau suggests that an Administrative Board made up of Department heads would function to keep service records, promote by merit, and standardize work and wages.
Summary: Suggests potential "New Year's Resolutions" for members of council or board of education, and citizens.
Year: 1920
Summary: Outlines the qualifications, duties, and powers of a Finance Commissioner, in response to the pending appointment of a new commissioner.
Year: 1919
Summary: Presents several comparisons which illustrate some of the gains made in methods of financial administration in Toronto from 1914-1918.
Summary: Defines mayor-council-board of control government, its advantages and limitations. Suggests modifications including an Administrative Board.
Summary: Defines commission-manager (or city-manager) government, its advantages and limitations.
Summary: Defines commission government, its history, advantages and limitations.
Summary: Summarizes the aim, membership, organization, and activities of Voters Leagues in Boston, Chicago, and Milwaukee, to demonstrate the benefit of such organizations.
Summary: Responses to Effective Voting Story No. 1: Did You Vote in the Last Municipal Election? This bulletin suggests that a Toronto Voter's League might be able to address some of the issues raised herein.
Summary: Survey about voter turnout in the last municipal election.
Year: 1917
Summary: Recommendations for civil service reform, including: regular procedures for promotion and salary increases in City Council; establishment of a an independent Civil Service Board; and emphasis on eligibility and performance records.
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: 1916
Summary: This publication highlights the need for an independent citizen research bureau (such as the Bureau of Municipal Research) to inform fellow citizens and to keep municipal government accountable when it comes to spending taxpayer dollars. Additionally, the Bureau outlines some of their near and long-term goals in improving and modernizing city administration and planning.
Year: 1915
Summary: Introduction of City Accounting by the City Auditor and the Commissioner of Works, and recommendations from the report.
Year: 1914
Summary: A deputation of Toronto city officials was sent to examine accounting departments in New York, NY and Reading, PA. Outlines necessary steps in the reorganization of Toronto's accounting systems.
Summary: Recommendations for civil service appointments based on merit, record, and classification/standardization of positions.
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.