Year: 1915
Summary: Lists essential qualifications for the head of a Fire Department, based on merit and administrative skills.
Year: 1914
Summary: Argues that the city tax rate is not easily reduced, but the fire loss tax rate is. Citizens pay the price for fire damage.
Summary: Presents a potential Fire Insurance Policy for the citizens of Toronto.
Summary: The City Council should create a Fire Prevention Commission to establish rules and regulations upon the subject of fire prevention. There is too much division of authority in the matter of inspecting fire escapes, hence the need for a single commission.
Year: 1934
Summary: Outlines what expenses on unemployment are and who should be addressing the issue. Argues that municipalities are not equipped to deal with the relief of unemployment - but that chronic relief, like public health, is a municipal issue.
Summary: Two steps should be taken to increase fire safety in the aftermath of the Woodbine Hotel fire: establishment of a strong central authority and a Fire Prevention Commission.
Year: 1978
Summary: The London Public Library is an effective community I&R agency, despite the struggles of the London Urban Information Centre.
Year: 1919
Summary: Summary of the organization, powers, activities, expenditures, and revenue of the Toronto Police Department. Includes a description of the administration of justice.
Year: 1918
Summary: A proposal calling for a federation of community workers into a more streamlined, centralized body to facilitate more efficiency in philanthropy and the development of a professionalized body of community service workers.
Year: 1981
Summary: Examines increased contracting of municipal services to the private sector. Recommends that a number of factors, not just cost-savings, must be taken into account.
Year: 1939
Summary: Notes an increased pressure on police services, such as the introduction of more traffic duties and increased crime. These increased services may over time mean increased costs. Calls for steps in advance to improve and coordinate policing, including the possible introduction of pocket wireless devices to improve police communication.
Year: 1937
Summary: Outlines the cost of police services, including the loss to society from the presence of crime, and the stagnant per capita spending on police services vs the rise in the spending on all other services.
Summary: Suggests that technological developments - such as the use of wireless radio - can enable increasing the efficiency of police work without increasing numbers. Provides figures for the strength and distrubution of Toronto's police force, as well as some numbers on crime.
Year: 1976
Summary: Describes how various Ontario municipalities handle their animal control responsibilities. The objectives, scope of services, financial costs and results of different programs are identified.
Year: 1955
Summary: In light of the many challenges of overlapping jurisdiction, budgeting and efficiency of the multiple fire and police services, the Bureau recommends creating a unified body for provision in the Toronto area.
Year: 1940
Summary: An open letter to the citizens of Toronto, highlighting the need for better snow removal - including coordinating snow removal under one department, improving snow removal equipment, and keeping the snow removal budget consistent from year to year.
Year: 1924
Summary: In this publication, the Bureau objects to the city's plan to enter the business of gasoline, milk and coal selling, claiming that the city has not proven to efficiently and competitively supply goods and the cost of expanding the city's activities.
Year: 1980
Summary: Reviews the history of individual user charges for municipal services, and outlines the political and social reasons for their limited use.
Year: 1928
Summary: Outlines the 1928 Police estimates. Notes upcoming police expenditure decisions, and weighs this against the possibility of improving services.
Year: 1927
Summary: The Bureau argues that the police budget must be made more transparent and the needs of the Police more openly discussed in order to increase the efficiency of the force and public safety.
Summary: Gives an overview of police services in several Canadian cities. This information is meant to assist City Council and the Board of Control in their consideration of the upcoming Police Estimates. Notes how police expenditures in Toronto have increased relative to population and general taxation.
Summary: Gives an overview of police services in three British cities. This information is meant to assist City Council and the Board of Control in their consideration of the upcoming Police Estimates.
Summary: Gives an overview of police services in several US cities. This information is meant to assist City Council and the Board of Control in their consideration of the upcoming Police Estimates. Notes the need to consider more information than just city population, city area, and current size of the city police force when making decisions on police budgets.
Year: 1946
Summary: Newsletter discussing summer recreation, general spending and taxation and suggesting two-year staggered term in city council instead of annual elections.
Year: 1963
Summary: Metro Council's proposal to transfer local welfare services from area municipalities to Metro is seen by many as a step towards total amalgamation. It is not justified to relieve the burden of taxes on municipalities at the expense of those in need of welfare funds.
Summary: Outlines methods used to increase service and use in a small library.
Year: 1916
Summary: Outlines expenditure on various municipal services; encouraging voter turnout based on citizens' stakes in key areas.
Summary: Review of studies that have been done about the police, the police budget process, the role of the police and the need for more provision of information about its actions.
Year: 1921
Summary: Co-ordination between the Public Health and Public Welfare Departments could be achieved by appointing members to a joint committee on Public Welfare.
Summary: Suggests 25 Next Steps for Toronto's Fire Department, including: training, rules governing appointments and promotions, budget estimates, inventories, and permanent record-keeping.