The municipal restructuring in Ontario from 1996 to 1999, whether voluntary or involuntary, was the most comprehensive process of municipal reforms since the Baldwin Act of 1849 (Frisken 30). After the election of Harris’ Conservative government in 1995, municipal reform took on a life of its own as it was followed with substantial activity between 1996 and 1999 (Sancton 135-56). This research paper looks to categorize, describe and evaluate the substantial activity that took place between the province and its municipal subordinates. While other papers have argued whether the change of the fiscal relationship was to benefit the province or if the structure of local government had simply become outdated, the issues of why the reforms occurred is not the focus of this research. However, what this paper will evaluate is whether the substantial activity made any long-term changes in the system by outlining the numerous reforms and examining their impact. This paper will begin by assessing the financial reform, which was the starting point for more extensive changes, followed by functional, structural and legislative reforms during 1996 to 1999.
The municipal system experienced a steady growth for several decades following the establishment of responsible municipal government in Ontario with the Baldwin Act of 1849 (Frisken 30). International interest was generated in 1954 with the creation of Metropolitan Toronto, the first major structural change in the system. Yet, it was not until’ 1967 that the Ontario Committee on Taxation recommended that the rest of Ontario be restructured in regional governments similar to the structure of Metropolitan Toronto (Frisken 30). As a result of the recommendation was the creation of ten regional...
... middle of paper ...
...portunities for service provisions. The structural reforms cut the number of municipalities in half and implemented larger, single-tiered municipalities. The legislative reforms allowed for municipalities to have autonomy away from provincial control. After assessing the previously mentioned reforms, this paper determines that it is crucial to evaluate the behavior tendencies of the municipalities and the province when measuring the impact of these changes. For a long period of time, and arguably still to this day, municipalities have viewed themselves as creatures of the province. Further, the province of Ontario has taken a paternal and protective role over the municipalities (Graham and Phillips 179-209). In conclusion, even with financial, functional, structural and legislative reforms, these roles of the municipalities and province will not be changing quickly.
Unfortunately, this agreement was never reached at when two provinces, Newfoundland and Manitoba, failed to ratify it within the three year period that ended on June 1990 (Parkinson 1). These five conditions included the guaranteeing of Quebec a special status as a distinct society, increasing its provin...
The fourth chapter of City Politics by Dennis R. Judd & Todd Swanstrom covers the rise of "Reform Politics" with many local governments during the first half of the 1900s as a way to combat the entrenched political machines that took control of many large city governments in the late 1800s and early 1900s. Over the course of the chapter, Judd & Swanstrom quickly cover the history of the "reform movement" with different examples of how the reform movement affected city politics in different areas.
Municipal control or an alternative delivery method? This is the question that has intrigued all levels of local government and created intense debates between taxpayers across municipalities. The services that municipalities provide are often vital to the existence of a local area. The issues of accountability, cost savings, quality of service and democracy often arise when choosing the best options to deliver services to a municipal area. In recent years the concepts of privatization, alternative service delivery and public-private partnerships are often promoted as ways cut down on overburdened annual city budgets and promote a higher quality of service to citizens. Municipalities have historically always provided basic services such as fire protection, water purification/treatment and recreational facilities. However, would private companies or another municipality be able to better deliver the same services more efficiently or at a lower cost? The city or town often provides a political grass roots approach to most local problems. Municipalities are better positioned and have a wider scope to provide services to their constituents in order to ensure quality of service that does not erode accountability and transparency, or drive the municipality deeper into debt.
After tracing the evolution of the provincial-local financial relationship in Canada it has become apparent that the trend, throughout history, has been towards greater Provincial control and in turn less fiscal autonomy for the municipality. There has been an increase (due to demand as well as downloading from the provinces) in the functions and responsibilities of the municipality, as well as the cost of these functions, and a decrease in fiscal resources and revenue sources.
The Quebec referendum that was held in 1995 was a second round of vote that was meant to give the residents of the Quebec province in Canada the chance to determine whether they wanted to secede from Canada and thus establish Quebec as a sovereign state. Quebec has had a long history of wanting to secede from Canada, considering that it is the Canadian providence that is predominantly inhabited by the French-speaking people, whose political relationship with the rest of the Canadian provinces, mostly inhabited by the English-speaking people has been characterized by conflicting ideologies . Thus, the 1995 referendum was not the first political attempt to have Quebec gain its own independence. The discussion holds that the Quebec 1995 referendum would have had both positive and negative implications. Therefore, this discussion seeks to analyze the political consequences that would have f...
Mallory, J.R.. 1965. “The Five Faces of Federalism.” In P.A. Crepeau and C.B. Macpherson (eds.) The Future of Canadian Federalism. Toronto: University of Toronto Press.
The city’s budget crisis was not a surprise, the City Manager had forecasted the shortfall and brought it to the attention of the city council. Based on the organizational structure, the City Manager clearly had more knowledge and information about the city’s budget, which was his source of power. However, the city council actually controls the resources (money in this case) and how and where to distribute the resource. Both, the City Manager and city council possess authority and power that neither want to relinquish; as a result, the employees suffered. Smithville city leaders needed to come together at the onset of the budget crisis and work together in a direct democratic fashion. When leaders come together and synthesize facts and resources, organizational members can increase the power they exert within an organization (Morgan, 2006). The budget crisis could potentially have been avoided had city leaders made an appeal to the public, explained the situation and offered a reasonable solution to the problem. Moreover, the transparency would have relieved some tension between the City Manager, city council, and the three labor unions. Because the city was not transparent and forthcoming with union leaders, the city negotiators enter the negotiation process giving members false hope of receiving salary and benefit increases when there were none to give. In summary, given the current situation, the City Manager needed to exert his expert power on the budget issue, join alliance with the union leaders, and push the city council to change city charter to implement the sales tax, which would have potentially off-set the budget
Frist, federalism is the division of power between the provinces and the federal government (Cutler 2010, 3). As well, Federal systems tend to be made up of multiple parts, which do not necessarily work together (Brock 2008, 3). There has been an increase on the study of federalism in recent years, which has created a more in-depth look at how federalism impacts the government. (Farfard Rocher 2009, 294). There are two aspects of federalism and both of them put limitations on the influence of the prime minister. The first is called political asymmetry; this encompasses the various attitudes of the different provinces such as the culture, economic, social and political conditions and how it shapes the relationship between the provincial and federal governments (Brock 2008, 4). This can create a problem for the federal government because it means that they may ha...
Regionalism is a political ideology based on a collective sense of place or attachment, and is discussed in terms of Canadian society, culture, economy and politics (Westfall, 3). Canada is known internationally as a nation incorporating several multiregional interests and identities into its unification of culture. Its diverse population is comprised of numerous ethnicities, religions, sexual orientations and traditions; and all resides under one federal government. Ever since the founding of Canada, it has developed into regional cleavages and identities, based on various geographical topologies, lifestyles and economic interests (Westfall, 6). It is these characteristics which make it problematic for the federal government to represent all demands of its people on a national level. Regionalism is thus an issue within regards to political proficiency in the Federal government.
Kevin B. Smith, Alan Greenblatt, and John Buntin, Governing states and localities: First Edition (Washington, D.C.: CQ Press), 2005, 95.
Toronto city is one of the world’s most cosmopolitan, diverse and tolerant cities and is consistently ranked as one of the best cities to live in terms of life quality. Toronto located on the northwestern shores of Lake Ontario in the Southern Ontario district is home to more than 2.5 million residents. This Canadian city is unique melting pot of diverse cultural and ethnical immigrants from all over the world. The city is renowned for its high quality of life, economic and financial position and as an important socio-cultural center of North America.
There are two kinds of municipalities (city/town). General- Law powers are defined by the states Government code. City government establishes municipal policy and enacts and implements local ordinances. City governments are responsible for providing services which directly affect the lives of their residents like police ...
To conclude, in the present Canadians are seeing change in PSE funding policies begin to come from the provinces. Due to the fact that “when Ottawa went against the grain and launched the Millennium Scholarship programs, provincial feathers, especially Quebec’s, were immediately ruffled,” provinces such as Quebec and British Columbia, among others, were motivated to “set up their own research funding agencies with the view to [maximize] the likelihood of obtaining funds from Ottawa,” (Bakvis 216). As for the legitimacy of cooperative federalism in Canada today, it seems as though executive federalism itself is turning largely paternalistic – at least in the sense of PSE. More often than not, in PSE funding, the federal government has taken the initiative while “one set of executives – those from provincial governments – was largely absent,” (Bakvis 218).
This essay discusses the radical transformation of the principles and foundations of public administration from traditional to New Public Management. Firstly the essay will attempt to define the key terms of traditional public administration and the doctrine of New Public Management. Rabin J. (2003) explains that New Public Management embodies “a process in public administration that uses information and experiences obtained in business management and other disciplines to improve efficiency, usefulness and general operation of public services in contemporary bureaucracies.“Traditional Public Administration progresses from governmental contributions, with services perceived by the bureaucracy.
... EVALUATION OF NEW PUBLIC MANAGEMENT REFORMS. International Public Management Review, 34-35. M. Petrescu, e. a. (2010). The 'Standard' of the 'Standard'.