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.
Summary: Recommendations for civil service appointments based on merit, record, and classification/standardization of positions.
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: 1915
Summary: Introduction of City Accounting by the City Auditor and the Commissioner of Works, and recommendations from the report.
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: 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.
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.
Year: 1919
Summary: Survey about voter turnout in the last municipal election.
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: Defines commission government, its history, advantages and limitations.
Summary: Defines commission-manager (or city-manager) government, its advantages and limitations.
Summary: Defines mayor-council-board of control government, its advantages and limitations. Suggests modifications including an Administrative Board.
Summary: Presents several comparisons which illustrate some of the gains made in methods of financial administration in Toronto from 1914-1918.
Year: 1920
Summary: Outlines the qualifications, duties, and powers of a Finance Commissioner, in response to the pending appointment of a new commissioner.
Year: 1921
Summary: Suggests potential "New Year's Resolutions" for members of council or board of education, and citizens.
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.
Year: 1924
Summary: The Bureau is opposed to establishing a participatory pension fund for city civil servants before a review of the efficiency of the civil service is prepared.
Year: 1927
Summary: Summary of report of Commission on the civic service, showing that the lack of a pension fund and the multitude of high-ranking officials leads to a standstill in public service promotions. Claims that a pension fund would in fact increase efficiency and not increase costs as much as presumed because it would cut waste by enabling older workers to retire.
Year: 1930
Summary: A listing of the personnel in city council, boards, and commissions in Metropolitan Toronto.
Summary: Suggested organization for the city of Toronto administrative units as a means to secure better results from municipal expenditure and citizen effort
Summary: Discusses the qualifications and requirements for utilities commissioners.
Summary: Advocates for the establishment of a civic pension fund to benefit both taxpayers and employees.
Year: 1931
Summary: This letter suggests the need for efficient management in periods of depression.
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.
Year: 1932
Summary: A listing of personnel in city council, boards, and commissions in Metropolitan 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
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: 1937
Summary: Outlines the division of responsibilities between the province and municipalities and how this affects social services and payments.