Abstract. Confronting growing fiscal deficits in the wake of the 2008 economic crisis, local governments around the world have often commissioned outside experts -such as policy gurus, management consultants, and transnational professional service firms -to undertake services delivery reviews as a means of making "tough" decisions, identifying the areas of government spending that are most expendable and setting priorities for cutbacks. This paper draws from the recent literature on trans-urban policy pipelines in studying the role of service delivery reviews in thickening relations of knowledge production between city regions (McCann and Ward, 2011, 2013;Prince, 2012). Taking the encounter with Toronto's 2011 Core Service Review as a starting place, it sets out to examine the textually mediated practices through which policy knowledge is generated. Drawing from Allen and Cochrane's (2010) topological approach, it highlights how management consultants make use of evaluative texts, lifting out and folding in knowledge and ideas from other places to make their presence felt. However, while these texts are presented as a "pure lens of cost savings", the work of rendering the city of Toronto commensurate with other distant places is often based on fragile and tenuous connections. Hence, against assumptions that these texts facilitate the foreclosure of possible utterances that can be made, I also explore the public meeting as a site for investigating alternative ways of knowing the city, providing a window onto the way in which oppositional registers of the city are themselves generated through translocal practices.

This forum article discusses how the Covid19-pandemic as a major public crisis is transforming the relationship between governments and management consultants, contributing to the deepening presence of consulting firms in policy-making and governance. It shows how the crisis has entrenched private advice in public policymaking as governments are spending millions of dollars on transnational professional service firms like McKinsey, KPMG, Deloitte and Accenture to coordinate their pandemic responses. Drawing from comparative research of India, Australia, UK, Germany andCanada, we outline how interests have been aligned through both the state's demand for quick advice and the readily available supply of expertise provided by firms seeking to expand their markets. In this context, we note that professional services firms have been able to leverage their scope, scale, speed and networks in deepening their role in governance, moving beyond simply advising governments to providing core administrative functions. We conclude by discussing the implications for democracy and the possibilities for contestation.

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