Year: 1921
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: 1971
Summary: Documents the history of the Ontario Municipal Board, and the current structure, procedure and extent of its jurisdiction.
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.
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: 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: 1937
Summary: Outlines the division of responsibilities between the province and municipalities and how this affects social services and payments.
Year: 1932
Summary: A listing of personnel in city council, boards, and commissions in Metropolitan Toronto.
Summary: A listing of the personnel in city council, boards, and commissions in Metropolitan Toronto.
Year: 1930
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: 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: 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: 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.
Year: 1919
Summary: Presents several comparisons which illustrate some of the gains made in methods of financial administration in Toronto from 1914-1918.
Year: 1969
Summary: Three case studies concerning personnel transfers stemming from municipal amalgamations and assumption of the welfare function by Metro.
Year: 1947
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: Comparative analysis of amalgamation of all authority and expenditure under one roof in other places and the possibilities of a similar attempt in Toronto.
Year: 1953
Summary: Examines the newly approved personnel system in Toronto, including: the authority over personnel working for the city, the efficiency of their work and the need for merit-based reward systems.
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.
Summary: Discusses the qualifications and requirements for utilities commissioners.
Summary: This letter suggests the need for efficient management in periods of depression.
Summary: Argues that the planned appointment of the mayor as coordinator of civic services, an executive managerial role, is politically and practically problematic
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.
Summary: Defines commission government, its history, advantages and limitations.
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: Summarizes the aim, membership, organization, and activities of Voters Leagues in Boston, Chicago, and Milwaukee, to demonstrate the benefit of such organizations.