Year: 1971
Summary: Documents the history of the Ontario Municipal Board, and the current structure, procedure and extent of its jurisdiction.
Year: 1930
Summary: Suggested organization for the city of Toronto administrative units as a means to secure better results from municipal expenditure and citizen effort
Year: 1932
Summary: A listing of personnel in city council, boards, and commissions in Metropolitan Toronto.
Year: 1966
Summary: Outlines responsibility shifts following the changes to the Metro Act.
Year: 1921
Summary: Suggests potential "New Year's Resolutions" for members of council or board of education, and citizens.
Year: 1962
Summary: To maintain the level of competence of senior municipal officers, university trained recruits are required whose academic backgrounds permit them to understand the effect and ramifications of municipal activity.
Year: 1959
Summary: Summary of keynote address to the Eastern Regional Conference of the Public Personnel Association: key issues in public personnel operations.
Summary: Local governments encounter difficulties in both current and capital financing; this warrants reconsideration of Provincial-Municipal Relations.
Year: 1937
Summary: Outlines the division of responsibilities between the province and municipalities and how this affects social services and payments.
Year: 1931
Summary: This letter suggests the need for efficient management in periods of depression.
Year: 1976
Summary: Discusses the role of municipal governments in Canada, including the need for a greater position for them in the inter-governmental system and a larger share of tax revenue.
Year: 1915
Summary: Introduction of City Accounting by the City Auditor and the Commissioner of Works, and recommendations from the report.
Summary: A listing of the personnel in city council, boards, and commissions in Metropolitan Toronto.
Year: 1920
Summary: Outlines the qualifications, duties, and powers of a Finance Commissioner, in response to the pending appointment of a new commissioner.
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.
Year: 1919
Summary: Presents several comparisons which illustrate some of the gains made in methods of financial administration in Toronto from 1914-1918.
Year: 1952
Summary: A report summarizing the interactions between the provincial government of Ontario and the municipal government of Toronto, particularly in the areas of taxation and finance of public infrastructure and municipal services. The expansion of municipal franchise to those who do not own property is debated.
Summary: Defines commission government, its history, advantages and limitations.
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: Summarizes the aim, membership, organization, and activities of Voters Leagues in Boston, Chicago, and Milwaukee, to demonstrate the benefit of such organizations.
Summary: Discusses the qualifications and requirements for utilities commissioners.
Year: 1960
Summary: Authority and form of management of the different boards and commissions in the city
Summary: Defines commission-manager (or city-manager) government, its advantages and limitations.
Year: 1951
Summary: Comparative analysis of amalgamation of all authority and expenditure under one roof in other places and the possibilities of a similar attempt in Toronto.
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: Survey about voter turnout in the last municipal election.
Summary: Defines mayor-council-board of control government, its advantages and limitations. Suggests modifications including an Administrative Board.
Year: 1947
Summary: Argues that the planned appointment of the mayor as coordinator of civic services, an executive managerial role, is politically and practically problematic