Cutback management in Canadian cities
By: Heuton, Robert and Strate, John
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Material type: 
BookPublisher: Local Government Studies Description: 46(2), Apr, 2020: p.253-277.Subject(s): Cutback management, Fiscal Stress, Municipal budgets, Local government
In:
Local Government StudiesSummary: This study looks at the views of municipal managers in Canada about cutback management, using data from a national survey conducted in two waves: 2009 and 2015. The first period reflects the onset of the Great Recession, and the second its aftermath. We argue that the choice of cutback management strategies and tools in Canadian cities is driven by two concerns: taking actions that can be justified and avoiding losses in services. Other considerations include easy to use tools, having council support, and employing New Public Management practices. Municipal managers view increases in taxes and user fees to be very important. Improving in-house management practices are also very important. Targeted cuts, such as cuts to capital expenditures, are somewhat important. Cuts to human resources that involve large losses for employees and likely service reductions, are less important. Changes to the city's mission that reduce services and programmes are unimportant. – Reproduced
| Item type | Current location | Call number | Vol info | Status | Date due | Barcode |
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Articles
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Indian Institute of Public Administration | 46(2), Apr, 2020: p.253-277 | Available | AR125280 |
This study looks at the views of municipal managers in Canada about cutback management, using data from a national survey conducted in two waves: 2009 and 2015. The first period reflects the onset of the Great Recession, and the second its aftermath. We argue that the choice of cutback management strategies and tools in Canadian cities is driven by two concerns: taking actions that can be justified and avoiding losses in services. Other considerations include easy to use tools, having council support, and employing New Public Management practices. Municipal managers view increases in taxes and user fees to be very important. Improving in-house management practices are also very important. Targeted cuts, such as cuts to capital expenditures, are somewhat important. Cuts to human resources that involve large losses for employees and likely service reductions, are less important. Changes to the city's mission that reduce services and programmes are unimportant. – Reproduced
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