REALTOR Guide to Political Affairs

Transcription

1 REALTOR Guide to Political Affairs

2 INTRODUCTION Congratulations, you have just been appointed Chairperson of your local board Political Affairs Committee. Now what? How do you get started? Who do you turn to for help? What are the issues? Well, OREA s REALTOR Guide to Political Affairs is designed to help you with those and other questions. First, we have included a section on tips and suggestions for structuring and organizing your PAC Committee, running meetings, and setting goals and objectives. In addition, we have included information and reference sections on both the provincial and federal levels of government, information on our OREA PAC network and a section on how to deal with the media. Also included are instructions on how to access the latest editions of OREA s issue summaries on-line at our Web site. For many people political affairs can seem complex and confusing. We hope this manual will make it easier for each local board PAC Chairperson to have a productive and enjoyable year working with fellow REALTORS to improve our communities, our province and our country. We would like to hear any comments or suggestions you have about the manual, especially areas where we can make it more useful for you. Last, remember that the OREA Government Relations Department is here to help. Please call or write us if we can be of any assistance. Contact: OREA Government Relations 99 Duncan Mill Road Don Mills, Ontario M3B 1Z2 Phone: (416) or Fax: (416) governmentrelations@orea.com

3 TABLE OF CONTENTS PAC CHAIR INFORMATION...2 THE GOVERNMENT OF ONTARIO...6 MEMBERS OF PROVINCIAL PARLIAMENT...15 PAC NETWORK INFORMATION...23 OREA ISSUE SUMMARIES...24 MEDIA RELATIONS AND POLITICAL AFFAIRS Political Affairs Manual Page 1

4 PAC CHAIR INFORMATION The following tips and suggestions are specifically designed for PAC Chairs. You don t have to do everything outlined below, but we hope you can use some of the ideas at your own board. Selecting Your PAC Committee For many PAC chairs one of the first problems is getting volunteers to serve on the committee. A committee of 6-8 members is probably about the right size. One solution is to use board newsletters, office notices etc., to advertise that you are looking for volunteers. If this fails to generate enough interest you might consider members who have been active volunteers in the past. REALTORS who are active in civic clubs, hospital boards or charities are often interested in political affairs too. Selecting the right people to sit on your committee is extremely important. A good committee member doesn t need to be active in politics as long as they are interested and willing to work. Ideally, volunteers are already politically knowledgeable and understand the issues facing real estate today. A word of caution though, you may not want someone who is overtly partisan serving on your committee. People do have different political backgrounds, but you want people who can put aside their party hat and work on solutions to REALTOR issues. tasks and sharing the work. Find out what areas your committee members are interested in and capitalize on them. Keep your meetings interesting by including new issue developments and background information on your agenda. This not only keeps your meetings on track but it also helps ensure good attendance. Finally, promote a team effort by asking for (and accepting) input from the committee. An excellent way to keep your members motivated is by making them responsible for particular areas of activity. Below is a sample organization chart that you may wish to use for your committee as well as sample job descriptions. Remember, delegating work not only keeps your members interested and involved, it also saves you from having to do everything yourself. Local Board PAC Committee: Sample Organization Chart BOARD OF DIRECTORS PAC Chair Due to the complexity and long life of many issues, continuity is critical for both PAC chairs and committee members. While each local board has its own policy, OREA suggests that the PAC chair sit for a minimum of two years. As well, try not to have more than a few new members on the committee each year. It takes a lot of time to bring new people up to speed and the year does go by quickly. Structure of Your PAC Committee Once you have established your committee, it s important to utilize the members individual talents. The best way to keep your committee members motivated and involved is by delegating Community Liaison Group Federal Liaison Officer Provincial Liaison Officer Local Liaison Officer Other Volunteers Other Volunteers Other Volunteers Other Volunteers 2010 Political Affairs Manual Page 2

5 Sample Job Descriptions Committee Chair schedule meetings, draft agendas, and chair all meetings appoint national, provincial, local and community liaison officers work with members to develop objectives during your term of office and set goals to achieve those objectives give all committee members a task report activities and recommendations of the committee to Board of Directors, members, media, etc. Select the best possible people, delegate to them, motivate them, and follow-up. National Liaison Officer be the federal eyes and ears for the board read all PAC bulletins and other reports, follow CREA issues in the media implement requests for co-ordinated action report back to CREA the views of MPs identify board concerns with existing or emerging issues co-ordinate board activities during federal election campaigns Provincial Liaison Officer review all government relations mailings report status of provincial issues at each committee meeting respond to OREA PAC requests in a timely fashion respond to Calls for Action attend annual PAC seminar and OREA annual leadership conference establish liaison with OREA regional PAC co-ordinator (if your region has one) promote REALTORS Political Action Coalition (RPAC) maintain relationships with your local MPP(s) co-ordinate board activities during provincial election campaigns Local Liaison Officer monitor local government activities report to PAC committee on all local activities that affect REALTORS develop and communicate REALTOR positions on local issues develop and maintain relationships with local elected officials co-ordinate board activities related to local election campaigns Community Group Liaison Officer establish and maintain ongoing relationships with groups such as : 5 chamber of commerce 5 home builders association 5 rate payer groups 5 local coalitions report on their activities and communicate REALTOR positions to them co-ordinate lobbying efforts between such groups Setting Goals & Objectives The best way to start your term as PAC chair is to work with your committee and establish goals and objectives for the year. This will give your committee the direction it needs to have a productive year. Good objectives are clear and simple to understand. They must be challenging but at the same time achievable. Finally, they should be measurable so you can evaluate how you are doing throughout the year. Remember, do only what you can with the resources you have. The following sample goals and objectives will give you an idea of what local boards have done in the past. You may wish to use one or two of these for your own board Political Affairs Manual Page 3

6 Local improve community relations by organizing a Civic Luncheon/Night educate your membership by monitoring and reporting on municipal/regional council issues establish and maintain communication with local politicians by corresponding with them on a quarterly basis Provincial establish a working relationship with your MPP(s) by visiting them twice per year and inviting them to board events educate your membership and the public about subsidized housing (or other issues) by organizing an awareness campaign stay abreast of provincial issues by reviewing and acting upon OREA issues and attending the OREA Political Affairs Seminar promote awareness of provincial issues by increasing RPAC membership at your board Federal establish a working relationship with your MP(s) by visiting them twice per year and inviting them to board events keep abreast of federal issues by reviewing CREA issues and attending CREA PAC Days Communications As PAC Chair, communications is one of your most important functions. You have the responsibility of advising your board of directors and your membership on matters of federal, provincial and municipal legislation affecting the real estate profession. As well, you re expected to oversee ongoing communications with all levels of government. Finally, it s important to maintain communication with OREA and CREA and inform them of local PAC activities. Below are some ideas that may be used for communicating with your key audiences. These suggestions are not exhaustive you can come up with a list that best suits your members needs. Membership Keep members and particularly the president and board of directors, informed and involved with political issues that affect real estate. committee reports and issue articles in board newsletter information speeches at general membership meetings increase RPAC membership and recognize offices that reach 100% membership use brokers/office liaison to distribute information to the membership Politicians Monitor all levels of government and strengthen political liaison with elected representatives in order to demonstrate that REALTORS can supply solutions to real estate related problems and improve community life. letters phone calls personal visits invitations to attend committee meetings or board functions sponsor a civic function attend an event hosted by your MPP or MP increase board participation on city/regional committees and advisory boards invite area politicians to participate in OREA & CREA PAC Days get on the mailing list of local politicians Media Keep the media well informed of your board s position on real estate issues and present your board as a well-informed source for solutions to housing problem. news releases regular articles publish monthly MLS statistics talk shows or interviews letters to the editor 2010 Political Affairs Manual Page 4

7 General Public Provide the general public with information about legislation that affects consumers. use media tactics to distribute information host a speakers bureau for the public Other Associations Co-ordinate lobbying efforts and policy development with other real estate related associations in your area (e.g., home builders, law association, rate payers, chamber of commerce, etc.) interactive meetings/seminars on specific issues work on joint presentations OREA While it is not mandatory to keep OREA informed about your local board PAC activities, it is a good idea. The easiest way is to send a copy of the minutes from your PAC committee meetings to OREA. Evaluations Establish a means to evaluate your communications program. Throughout the year record the number of: letters sent responses received personal visits invitations sent and accepted members who joined RPAC news releases sent stories/articles written letters to the editor published results of lobbying efforts ( i.e. OHOSP extended) Remember to set a communications action plan with goals and objectives suited to your local board, your committee, and the resources you have available Political Affairs Manual Page 5

8 THE GOVERNMENT OF ONTARIO The three major divisions of parliamentary government in Ontario are the executive, the legislative and the judicial. Executive The Queen, represented by the Lieutenant Governor, is the nominal executive and head of state. The Premier and ministers of the crown (cabinet) form the active executive, formulate government policy and administer its programs. The basic units of the administrative structure are the ministries (i.e. education, health, environment), each responsible to a minister. Legislative The Legislative Assembly, composed of elected members, including the Premier and other ministers discharges the legislative function. The Assembly performs three main functions: legislative - enacts, amends and repeals legislation; financial - authorizes the imposition of taxes and reviews expenditure estimates; critical - discusses and criticizes policies put forward by the executive. Judicial The judicial system administers justice by adjudicating civil and criminal disputes through the Ontario courts system, which is constituted by provincial statute. Provincial court judges are appointed by the Lieutenant Governor in Council. County, District and Supreme Court of Ontario judges are appointed federally by the Governor General in Council. Courts administration is the responsibility of the Ministry of the Attorney General. Executive Branch The Lieutenant Governor The Lieutenant Governor is the Queen s representative in the Province of Ontario. He or she is appointed on the recommendation of the Prime Minister of Canada. The Lieutenant Governor signs all bills into law, opens, prorogues and dissolves the legislature, and acts as the province s host for visiting dignitaries. In addition, the Lieutenant Governor reads the Speech from the Throne at the beginning of each session of parliament. The Speech from the Throne announces the initiatives the government intends to pursue in the upcoming session. The Premier and Office of the Premier The Premier of Ontario is the leader of the governing political party. He or she is the first minister of cabinet and president of the executive council, the chief government spokesperson in the Legislative Assembly, and an elected representative of a specific constituency. The Premier makes formal recommendations to the Lieutenant Governor on the appointment of cabinet ministers, approves the appointment of deputy ministers, and initiates the Order-in-Council appointment (cabinet approval on behalf of the Lieutenant Governor) of approximately one third of the members of the governing bodies of provincial Crown corporations, agencies, boards, and commissions. The Premier determines the portfolio structure of the government and the organization of the cabinet. He or she is the ultimate authority on government policy. The Office of the Premier is primarily concerned with supporting the Premier as the leader of the government and as the elected representative of his or her constituents. A functional relationship is maintained between the Premier s office and Cabinet Office, which supports the Premier as head of the cabinet. The Premier is supported by numerous staff members, headed by a Principal Secretary who carries the rank of deputy minister. The principal advisory functions of the office of the Premier are: to provide the political policy link between the Premier, all ministers and ministries, and the major policy committees of cabinet; to co-ordinate government processes consequent to the establishment of policy or response to emerging issues; to provide input to the government s legislative program, long-term strategy, and priorities; to co-ordinate the political processes of the office; to co-ordinate the public communications of the government s activities, 2010 Political Affairs Manual Page 6

9 and develop the Lieutenant Governor s Speech from the Throne. The principal service functions of the office of the Premier are: to budget the Premier s time, schedule and complete travelling arrangements; to maintain relations with the communications media, write speeches and statements; to meet with stakeholders on the Premier s behalf; to brief the Premier daily on legislative matters; to receive, record, and reply to correspondence; to handle invitations and appointment requests; to assist with constituency matters; to maintain liaison with caucus members; to deal with inquiries from the public and from special interest groups; and to receive delegations and unscheduled visitors. Cabinet and Cabinet Office Cabinet is the focal point for decision-making in the Ontario government, in that it is responsible for initiating, approving, and executing government policy. Cabinet exists in law as the Executive Council of the province of Ontario. All ministers are members of cabinet. The Premier or a designated minister may serve as chairman of cabinet. Cabinet is based on long-standing constitutional convention. As the executive decision-making authority of the government, cabinet reflects the notion of responsible government. That is, its members are ultimately accountable to the legislature and the people of Ontario for the policy, programs, and administration of government. Cabinet decision-making is by consensus and its documents and deliberations are secret. Ideally, cabinet membership is structured to reflect the cultural and demographic makeup and regional nature of Ontario society. Cabinet attempts to set the broad direction and priorities of the government, decide the content of the Speech from the Throne, and co-ordinate the government s legislative program for each session. It also makes decisions on budget and manpower allocations each fiscal year. By its very nature, cabinet is linked to all ministries and central agencies of government. Cabinet is supported in its administrative role by several committees, which bring together matters of policy and administrative concerns at the highest level of decision-making in the government. Cabinet Office is the central agency that provides administrative services and policy analysis for cabinet and its committees. The Secretary of the Cabinet, who also carries the title of Clerk of the Executive Council, heads Cabinet Office. Cabinet Office also functions as the Premier s Ministry, and is staffed by career civil servants. The policy functions of Cabinet Office are: to lead and coordinate ministry responses/actions to emerging issues; undertake expenditure reviews, co-ordinate the allocation process, and assist the Ministry of Finance and Management Board of Cabinet in developing the annual expenditure allocations among the ministries; to review legislative proposals and decisions and draft the government s legislative program in consultation with the Government House Leader and individual ministers; to assist in the preparation of the Speech from the Throne and the prorogation speech; to make briefing arrangements for the Premier, for cabinet, and Priorities and Planning Board meetings; to analyze submissions, brief cabinet committee chairmen, prepare the agenda for each committee meeting, and prepare committee reports and recommendations to full cabinet for policy and ad hoc committees; to co-ordinate and manage the government s policy priorities process and large cross-cabinet issues; and to provide staff support to the Priorities and Planning Board and the cabinet committees. The operational functions of Cabinet Office are: to arrange cabinet and cabinet committee meetings, to prepare agendas, record discussions and prepare and distribute minutes of meetings, to provide document service for cabinet, to research and retrieve information from ministries, to monitor implementation of political commitments, to make arrangements for delegations to cabinet, to organize ceremonial activities such as swearing-in procedures for change of government or minister(s) and to provide liaison with the Lieutenant Governor, the Speaker, the Clerk of the House, the Government House Leader, Management Board of Cabinet, and the Ministry of Finance Political Affairs Manual Page 7

10 Cabinet Committees The Ontario cabinet system has evolved from a plenary style, decision-making body to one where the focus of policy development rests with a small number of powerful cabinet committees. Formally, a cabinet committee does not make final decisions on policy issues. Instead, it makes recommendations to full cabinet. Nonetheless, the role of the latter has become, essentially, one of ratification of these recommendations with a minimum of debate, with the occasional need to resolve policy disputes that cannot be settled at the committee level. Cabinet submissions normally originate within the staff of a ministry in response to a public concern or a policy initiative of the government, and are placed before cabinet by the responsible minister after scrutinization and deliberation by a number of committees. A list of current Cabinet Committees, their mandates and members can be found online here: Legislative Branch In a parliamentary system, the general role of the legislative branch is to refine and legitimize major government policies and proposals for expenditure and taxation; to audit and critique government actions and hold the government accountable; to constitute a representation of the province s political, economic, and social interests; and to form a focal point for debate of society s major issues. In contrast with the federal bicameral system (House of Commons and Senate), Ontario and the other provinces have unicameral parliaments. The Legislative Assembly in Ontario consists of 107 Members of Provincial Parliament ( MPPs ), elected from 107 electoral districts, for a period of no longer than four years. The Speaker of the Assembly, an MPP, is elected by the Assembly, and presides over the policy and operations of the legislature. The political party able to elect or obtain the support of a majority or, in the example of a minority government, plurality of the representatives to the Assembly forms the Government. By convention, the leader of the governing party normally becomes Premier. In certain circumstances where the party winning the election does not have a clear majority, the opposition parties may combine to form a coalition government or develop through collusion an accord whereby one of the opposition parties agrees under a set of negotiated conditions to support a minority government formed by the other opposition party, rather than allowing the party which gained the most seats in the election to govern. This rare phenomenon occurred in 1985, allowing the Liberal party under David Peterson to form the government. The Premier selects cabinet ministers, the most influential group of MPPs, from his or her caucus (those party members elected to the Legislative Assembly). The Lieutenant Governor formally appoints ministers to the cabinet. The next tier in the government hierarchy comprises the members who act as Parliamentary Assistants to cabinet ministers. These members support their Cabinet ministers to whom they are assigned, and may handle a specific policy file or issue. Unlike their federal counterparts (Parliamentary Secretaries, who may stand in for an absent minister during Question Period), Parliamentary Assistants in Ontario do not answer questions during Question Period. The remaining members of the government caucus are the backbenchers. These members have less direct influence. Nonetheless, through chairmanships of and participation in Cabinet and legislative committees, these individuals can have a significant impact on government legislation and resolutions. A more detailed outline of the roles and activities of backbenchers is included in the next section. The opposition side is made up of the Official Opposition (the party with the second highest number of seats), and the third party in the Ontario political system. At the top of the hierarchy within each of these two groups is the party leader; then a shadow cabinet, consisting of critics of various government portfolios; then 2010 Political Affairs Manual Page 8

11 the backbenchers. Opposition MPPs are primarily responsible for ensuring accountability of the government exercised through participation in debate, written questions, question period, and legislative committees. House leaders and party whips come from each of the three caucuses government, opposition, and third party. They are responsible for co-ordinating and executing the strategy and tactics of their party with respect to passage of bills, legislative agenda, and debate in the legislature. When the House is in session, the three House leaders and three party whips meet weekly to determine the agenda for the next week. This co-ordinating activity is led by the government House leader and is based on the legislative program reflected in a report from the meetings of the legislative committee of cabinet. Legislative Committees Legislative Committees are an important feature of the legislative process, and are essential to the conduct of business in the legislature. In Ontario, there are several types of legislative committees which review legislation, scrutinize budget estimates, and undertake special studies or investigations: The Board of Internal Economy, standing committees of the legislature, select committees and the Committee of the Whole House. The Board of Internal Economy. A permanent committee, the board was created under the Legislative Assembly Act. The board is responsible for the approval and management of the budgets of the Legislative Assembly and its committees and offices, as well as approval for the organization and staff establishment of the offices of the legislature. Standing committees of the legislature. These are bodies crucial to the performance of the legislature s policy development and accountability roles. Standing committees are composed of Members each political party. The number of Members on each committees are in direct proportion to the number of seats their party occupies in the Assembly. Standing committees meet according to a schedule set by the house leaders and party whips. While the house is in session standing committees will meet from one to two times a week on a set day and at a specific time. During recess or adjournment, house leaders and party whips meet again to determine blocks of time standing committees will meet. The chairs of the 9 committees must, overall, be distributed in proportion to the representation of the recognized parties in the House. This broad requirement must be achieved within the further requirement that the chair of the Estimates Committee must be an opposition member (either PC or NDP); the chair of the Public Accounts Committee must be a member of the official opposition; and the chair of the Finance Committee must be a member of the government. Select committees. These are non-permanent, ad hoc bodies set up to examine or investigate particular issues. Once the task is complete, select committees report to the legislature, and are dissolved. Committee of the Whole House. This term is used to refer to the Legislative Assembly when it sits in the legislative chamber to debate certain issues, such as a clause-by-clause examination of a piece of legislation after second reading, or bills arising out of the budget. All MPPs are members of the committee of the whole. The Deputy Speaker takes the chair when the committee of the whole house is in session, and, generally, the rules of procedure are more relaxed. Offices of the Legislative Assembly There are a number of offices and positions unique to the legislative branch of the government that are crucial to its operation. The major positions in the Legislative Assembly include: Speaker of the Legislative Assembly, Clerk of the Legislative Assembly, Office of the Controller, and Office of the Executive Director Assembly Services. Perhaps the two most prominent offices are Speaker of the Legislative Assembly and Clerk of the Legislative Assembly. Speaker of the Legislative Assembly. The Speaker is a Member of Provincial Parliament who is elected by the Assembly in its 2010 Political Affairs Manual Page 9

12 first meeting after a general election to preside over its meetings, adjudicate, and enforce parliamentary procedures and rules (standing orders). Since they make rulings with respect to proceedings of the House, the role of the Speaker is non-partisan. Once the Speaker is elected by the Assembly he/she must stop attending party caucus meetings, party events and other partisan functions. The Speaker, in essence a minister responsible for the policy and operations of the legislature, is responsible under the Legislative Assembly Act, 1974 for the Office of the Clerk of the Legislative Assembly, the Office of the Controller, Office of the Executive Director Assembly Services, and the other major offices of the legislature. The Speaker also hosts foreign delegations and operates a number of programs that promotes the Legislature around the Commonwealth. Clerk of the Legislative Assembly. A public servant of deputy minister status, the Clerk advises the Speaker and members of the legislature on questions of procedure and interpretation of rules and practices of the legislature. The Clerk is supported by the Office of the Clerk of the Legislative Assembly, which co-ordinates daily publication of the Orders and Notices, Votes and Proceeding, and Daily Business papers. The Office of the Clerk provides record-keeping services for the legislature and for legislative committees, ensures the safekeeping of such papers and records, and handles public enquiries concerning the status of legislation, parliamentary procedure, and issues pertaining to standing and select committees. The Clerk is also the Chief Operating Officer, overseeing the Legislative Assembly functions. There are also a number of independent officials, who report to all 103 members of the Legislature. These officials act beyond political control of the government, and issue independent reports intended to help keep the government accountable. These officers are: Office of the Integrity Commissioner, Lobbyist Registrar, Information and Privacy Commissioner, Office of the Chief Election Officer, Environmental Commissioner, Office of the Ombudsman, and Office of the Provincial Auditor. The Legislative Process in Ontario In our parliamentary system, the legislative process essentially involves the transformation of ideas into bills, and bills into laws or acts. It is an open process that provides an opportunity for all members of the Legislative Assembly to scrutinize and debate the measure, for members of the public to make their views known to MPPs, and for changes (sometimes) to be made. All bills must be passed by the Legislative Assembly, given Royal Assent and proclaimed before they become laws. There are three types of bills. A public or government bill is introduced by a cabinet minister and relates to matters of public policy, which usually have a general application over the entire province. An individual or private member of the Legislative Assembly may introduce private members public bills. These bills deal with a wide range of matters of public policy, but may not involve the expenditure of public funds. Private members public bills are introduced according to a ballot system conducted by the clerk. They may, in theory, follow the path of the government bill. After the first reading of a Private Members Bill, it remains on the Order Paper for the session until it is debated and voted on at the second reading stage. If it passes the second reading stage the bill is typically sent to a Standing Committee. Many Private Members Bills do not make it pass first reading. Furthermore, of the Private Members Bills that do make it to committee, even fewer are reviewed and sent back to the Assembly for third reading and final vote. Private bills are introduced by an MPP for special, private interests - usually on behalf of another individual, group, institute, or municipality. These bills generally refer to a specific piece of legislation which governs a specific group. The following outlines how a typical government bill might proceed. First Reading First Reading is the bill s formal introduction into the legislature by the sponsoring cabinet minister, 2010 Political Affairs Manual Page 10

13 who gives a brief statement of its objectives. According to the standing orders of the Legislative Assembly, copies of this statement, along with a compendium of background information, must be delivered to opposition party leaders or their representatives before or at the time the statement is delivered in the legislature. The motion to introduce a bill for First Reading cannot be debated or amended. If the motion is passed, the bill is printed, assigned a number, and ordered for Second Reading. Second Reading Usually, several days pass between the First and Second Readings of a bill to allow the MPPs time to study it. At this stage, only the principle of the bill is debated. During the debate, no time limit on members speeches is imposed; however, there are certain other restrictions. For example, the sponsoring cabinet minister opens and closes the debate; each member may speak only once; and no motion for amendment to the bill is allowed. Usually MPPs vote for Second Reading of a bill by calling aye in support or nay in opposition. A recorded vote is required only if five MPPs stand to request it, and the names of MPPs voting are recorded in Votes and Proceeding. After the bill receives Second Reading, the Speaker asks if the bill should be read a third time. If even one member dissents, the bill must be sent to the appropriate committee of the legislature for further review. Committee Stage Most bills are sent to a committee for clause-byclause examination and possible amendment. It may be a standing or select committee of the legislature, or the Committee of the Whole House. After Second Reading, with unanimous support in the Legislative Assembly, a bill may proceed directly to Third Reading. Standing committees regularly review bills, provincial estimates of expenditures and annual reports. In some ways, committees are better suited than the legislature to deal with the careful scrutiny of legislation. Meetings are usually conducted in a more informal and non-partisan atmosphere. And provision is often made for public hearings in order to ensure that the MPPs are as well informed as possible. Amendments may be considered to the clauses of the bill, but they cannot change the underlying principle. A government bill is most often referred to a Standing Committee, typically after Second Reading On rare occasions a bill will be referred to the Committee of the Whole House, which consists of all MPPs. Although it meets in the legislature, it is presided over by a Deputy Speaker, rather than the Speaker, and conducts its business with more informal rules of procedure. Amendments to a bill can also be considered at this stage. After a bill has been examined in committee, a report is presented to the Legislative Assembly and (provided there is unanimous consent) it is ready for the Third Reading. Third Reading This stage is largely a formality, with little debate involved, since the principle of the bill has been approved, and amendments have been discussed in detail. Members may state their support or opposition to the bill; however, this commentary is usually brief. Once the motion on Third Reading is carried, the Speaker informs the Legislative Assembly that the bill has been passed. Royal Assent and Proclamation Royal Assent, the most ceremonial phase of the legislative process, occurs when the Lieutenant Governor gives his signature (Royal Assent) to a bill that has passed third reading. With this, the bill has finally become an act, or statue, of the Ontario legislature. An act comes into force on the day or days prescribed in the act, which may be the day it receives Royal Assent, or from the date fixed by proclamation. The date of proclamation is determined by the cabinet and approved by the Lieutenant Governor. It is possible that cabinet may never proclaim an act, either in whole or in part. In this case, the entire act, or the portion not proclaimed, is not considered a law in effect in Ontario Political Affairs Manual Page 11

14 Legislative Process Judicial Branch MAY NOT BE NEEDED CABINET First Reading in Legislature: Title & brief explanation of bill Second Reading in Legislature: Debate and vote on principle of bill May go for consideration to appropriate legislative committee for clause by clause examination of Report Back to Legislature Report Back to Legislature Committee of the Whole House Third Reading in Legislature & Vote In Her Majesty s Name Lieutenant Governor Assents to the Bill PROCLAMATION The judiciary is the system of courts, which the province provides to settle legal disputes arising between individuals, between individuals and the state, and between different levels of government. The primary role of the judiciary is to provide a forum for the impartial interpretation and application of legal rules and principles, derived from statutes, custom, and precedent. Under the Canadian Constitution, the administration of justice is designated as a provincial responsibility that encompasses the constitution, maintenance, and organization of both civil and criminal courts at the provincial level, with jurisdiction over matters arising under provincial and federal laws. The Supreme Court of Ontario The Supreme Court of Ontario is the superior court, in the sense that it is not subject to supervisory control by any other court except by due process of appeal. The Supreme Court is divided into two sections. The Court of Appeal is the highest court of final resort in the province. It generally hears civil and criminal appeals from the lower courts, or questions referred to it by the provincial government. The High Court of Justice is the trial division of the Supreme Court. With certain exceptions, such as family matters, parties before the High Court of Justice may be granted trail by judge and jury. The Divisional Court is a division of the High Court with jurisdiction to hear appeals from provincial administrative tribunals and from Provincial Small Claims Court. The Family Law Division of the High Court handles divorce trails and motions for child custody and support. There is a local office of the Supreme Court in every county and district in the province. The District Court of Ontario The District Court has civil and criminal jurisdiction, and is subject to review by the Superior Court. In civil cases, any amount of damages may be claimed, but the action may be moved from the District Court to the Supreme Court 2010 Political Affairs Manual Page 12

15 for an amount over $25,000. District Court hears appeals of decisions of the Provincial Court (family division), Provincial Court (criminal division), Provincial Offences Court, and Youth Court. It can also try persons charged with an indictable offence. The Provincial Court of Ontario The Provincial Court is divided into four sections. 1. The Provincial Court (Civil Division), also known as Small Claims Court, adjudicates damage actions, disputes over goods and services, or claims for outstanding debts, where the amount claimed or the value of property does not exceed $3,000 in Metropolitan Toronto, or $1,000 elsewhere in the province. 2. The Provincial Court (Criminal Division) deals with persons charged with offences under the Criminal Code of Canada in a trial setting. This court also sits preliminary hearings to determine sufficiency of evidence, bail hearings, and appeals from Provincial Offences Court. 3. The Provincial Court (Family Division) has jurisdiction over family law matters such as spousal and child support, child custody and access, criminal restraining orders, guardianship, child protection, and adoption. 4. The Provincial Offences Court tries persons charged with offences under the Statutes of Ontario, particularly the Highway Traffic Act. Proceedings are usually heard by a Justice of the Peace, who is a judicial officer supervised by a provincial judge. Beyond the provincial court system, a resident of Ontario may have recourse to the federal court system in certain matters, for example, appeals to the Supreme Court of Canada. Part of the above material is reprinted, with thanks, from The System of Government in Ontario by George G. Bell and Andrew D. Pascoe. (Toronto: Wall & Thompson Inc, 1988) pp Glossary Act: Amendment: Bill: Backbenchers: Budget: Cabinet: Caucus: Division: A bill, which has become law. An alteration proposed or made to a motion or bill. A draft act as presented to the legislature. Members of the government and opposition parties who occupy the backbenches in the legislature. Cabinet ministers and parliamentary assistants occupy the front benches on the government side; party leaders and critics occupy the front benches on the opposition side. Annual statement of expenditures to be undertaken by the government for the coming fiscal year. The treasurer presents it to the legislature each spring. (The Executive Council). Made up of the Premier and Cabinet Ministers. Cabinet exercises the executive power of the government of Ontario. Each party s elected members form the caucus for the party. Each caucus normally meets weekly when the House is in session. A recorded vote on a motion. Members rise as their names are called and vote for (aye) or against (nay) a question Political Affairs Manual Page 13

16 Fiscal Year: The fiscal year in Ontario begins on April 1 and ends on March 31. Legislation: A term used both for the process by which a law is made (i.e. legislative process) and for a law after it has been enacted. Majority Government: This occurs when the party in power has the majority of seats in the legislature. Minority Government: This occurs when the total number of seats belonging to both opposition parties is greater than the number of seats belonging to the government Party. Motion: Ombudsman: Order Paper: Parliament: Prorogation: Quorum: Recess: Royal Assent: Select Committee: Session: Standing Committee: Whips: A proposal made by a member of the legislature in order to elicit a decision of the legislature. Members can agree to a motion, negate it or amend it. An officer of the legislature who may investigate any decision, recommendation, act or omission made in the administration of any ministry or agency of the Ontario government. The agenda for a day s sitting of the legislature. The period starting from the opening of the first session immediately following a general election to the dissolution of the legislature and the calling of a new election by the Lieutenant Governor. The ending of a session of Parliament. In the legislature, 20 members, including the Speaker, form a quorum. There must be a quorum in the legislature for proceedings to continue. A period during which the legislature breaks for a long period of time. The legislature usually recesses for the summer months and again at Christmas. Once a bill has passed through the legislature, it must receive Royal Assent. The Lieutenant Governor gives this. This formal approval by the Lieutenant Governor is a prerequisite to a bill becoming law. A select committee is a committee appointed by the legislature for a particular purpose not covered by a standing committee. A select committee is established through a motion from a member of the legislature. This is the period beginning with the opening of the legislature to the day it is prorogued or dissolved. There must be a session of the legislature at least once a year. Standing committees are established at the beginning of each session of the legislature and are of a more permanent nature than select committees. All parties in the legislature have a proportionate number of members on standing committees. Each party has one member who is known as the party whip. The whip ensures that his party is adequately represented both in the legislature and in the various committees. He is also responsible for calling members into the legislature for votes Political Affairs Manual Page 14

17 Members of Provincial Parliament As noted in the previous section, there are currently 107 members of the Legislative Assembly (or Provincial Parliament) in Ontario. Each of these members represents the citizens of a particular geographic area of the province - commonly called their riding or constituency. In addition, each of these MPPs belongs to one of Ontario s three main political parties (with the occasional exception). They are the Liberal Party, New Democratic Party and the Progressive Conservative Party. After each general election, the party that manages to elect the most candidates is asked to form a government by the Lieutenant Governor acting on behalf of the Queen. At present, the Liberal Party of Ontario is the majority government with 71 seats in the province, the Progressive Conservatives (PC) are the Official Opposition with 26 seats and the New Democratic Party (NDP) is called the third party. with 10 seats. Cabinet members and party leaders usually have relatively high profiles because of their importance in the decision making process. Most people have some idea what cabinet ministers and party leaders do. They are often interviewed on television and their activities are widely reported in the press. However, the vast majority of MPPs do not have important titles or cabinet posts. They are not widely seen on television or quoted in newspapers, except in their own ridings. These MPPs are often referred to as backbenchers because they literally sit on the backbenches in the legislative chamber. The rest of this section looks at the functions and importance of these backbench MPPs, a typical legislative day for an MPP, and how to effectively communicate with your elected officials. As well, there are links to the lists for the Ontario Cabinet and MPPs. The Backbench MPP The important distinguishing characteristics of the backbencher s role accrue as a result of major distinctions inherent in the parliamentary form of government: the presence of the executive or cabinet in the legislative body; the difference between those members who are part of the government and those of the opposition; and the possibility of minority government. Therefore, the kinds of tasks a backbencher is asked to carry out and the way these will be performed depend to a great extent on the particular situation in which backbenchers, and the government, find themselves. The variety of functions actually performed by a backbencher in the Legislative Assembly can be organized into three broad categories: those which centre on forging a citizen-government link, legislative activities, and policy functions. Citizen-Government Link The backbencher contributes to citizen-government links in three ways; by representing their constituency in the Legislative Assembly, by performing services for constituents, and by publicizing and explaining government or party policy. Constituency work is also an important link indeed the most important link in many cases between government and citizen. A number of studies have been done which analyze the relative importance of constituency work carried out by the backbencher. One such study indicted that solving constituency problems was considered by legislators to be their most important function. Studies have also found the rural members are more likely than their urban counterparts to spend most of their time on constituency work. The final function a backbencher carries out in linking citizens and the government is in publicizing and explaining government or party policy. Legislators play an important role in providing a communication link between citizens and the government. Backbenchers can serve as lightning rods for constituency or interest group demands, channelling information to ministers, and either justifying or attacking policy once it has been determined Political Affairs Manual Page 15

18 Legislative Activities Another crucial function of backbenchers is their legislative activity. There are five major duties that the ordinary member normally carries out relative to the activities of the Legislative Assembly. Four of these voting in the Legislative Assembly on bills, motions and resolutions; participating in debates; participating in Question Period; and caucus activities are relatively straight forward, and have changed very little. As we will see, the fifth committee work is becoming more and more important. Policy Functions The final set of functions carried out by backbenchers is their contribution to the initiation and criticism of government policy and programs. Backbenchers from both sides can try to help shape the legislative agenda by introducing private members bills, scrutinizing government spending in the Public Accounts Committee and through analyzing the estimates in other standing committees. The chance of a private member s bill successfully completing its course through various debates and readings is rather small, because the government has a number of measures it can employ from talking a bill out, to letting it die on the order paper to kill such an initiative. Backbenchers can also influence the way programs are run through the monitoring function carried out by the Public Accounts Committee. The effectiveness of ministerial expenditures can be carefully watched and criticisms of the provincial auditor followed up. Furthermore, many standing committees also review ministerial estimates. This affords backbenchers on these committees an opportunity to monitor the efficiency of programs. Lastly, there are two other important ways that a backbencher can have an effect on policies and programs. The first is through personal contact and intervention with the various ministers and ministries. The second is by publicizing their concerns or policy goals. The MPP s Role in Government In discussing the role of the average MPP, one must distinguish between a government and an opposition backbencher, and between a majority and minority governments. Perhaps the most significant difference between a government and opposition backbencher is to be found in the different means they have at their disposal for influencing cabinet. Both, of course, can vote in the Legislative Assembly, but party discipline effectively limits this means of shaping policy. It has been argued that the participation of ordinary members depends greatly on their party affiliations and, although their role is largely indirect and inconspicuous, the influence they exert on government measures can be substantial. Members of the governing party can make themselves felt in the privacy of the government caucus, where they can bring to bear considerable influence on ministers. Opposition members, on the other hand, must make use of the power of publicity through Question Period, debates in the Legislative Assembly, and speeches to indirectly affect government policy by shaping public opinion. Another important difference between government and opposition backbenchers has to do with the responsibilities they have in addition to their duties in the Legislative Assembly. Government backbenchers are frequently called upon to chair standing and select committees. They may also be required to serve as a parliamentary assistant to a minister. These extra responsibilities give them the opportunity to develop expertise in specific areas and also give them a somewhat greater say in government policy. An analogous function is performed by opposition backbenchers through their participation in the shadow cabinet. Most opposition MPPs are assigned a ministry that they are responsible for monitoring and criticizing. The roles of backbenchers are also affected by whether or not the government has a majority of 2010 Political Affairs Manual Page 16

19 the seats in parliament. When in a majority government, a backbench member of the governing party has very little influence over the policy process. Instead the governing back bench member supports the premier and cabinet by toeing the party line on issues in the legislature, by voting with the party on bills and motions and by openly supporting all policies and laws introduced by the government. If backbench members remain loyal to the premier and the party, they may be in line for promotion to cabinet, chair of an important committee or a preferred parliamentary assistant role. In Ontario, with only 107 seats in the legislature, the premier is able to maintain party discipline much more easily then in a legislature that has a much higher number of seats. When the governing party has a minority of seats in parliament, then a backbench member has more influence over the policy process since the governing party holds power at the pleasure of the rest (majority) of the House. If a minority government loses a vote of confidence in parliament then the government falls and an election is called. However, regardless of the existence of a minority government, the institution of party discipline is still rigorously enforced and any disagreements with the premier or cabinet typically take place behind closed doors at party caucus meetings. There all members of a party meet as equals to discuss policy and legislative strategy. Are Backbenchers Important? The development of the party system and party discipline, the growth of a vast and complex bureaucracy and the effects of mass media have all contributed to a decline in the relative importance of the backbencher. The modern party system, characterized by extra-parliamentary organization and intra-parliamentary discipline, has tended to diminish the importance of the individual backbencher. Party policy is now formulated either in party conventions or in caucus with a predominant role given to cabinet. Corresponding to this has been a decline in the effectiveness of the individual member acting as a national or provincial conscience, or as a source of public policy. A similar tendency can be seen in the growth of government bureaucracies. An increasingly complex society requires batteries of specifically trained personnel who can provide expert advice. This trend has had the effect of excluding the backbencher both because the intricacies of public policy frequently require years of special training to master, and because the growth of ministerial bureaucracies has also tended to accumulate expertise in the hands of the cabinet. In addition, the existence of mass media has focused much more attention on the visible and easily identifiable symbols and sources of power than was the case previously. The Premier, cabinet ministers and key civil servants are more suitable for media coverage. As a result, public attention focuses on party leaders. Since the leader s personality has become increasingly the cause of either defeat or victory at the polls, the status within the party accorded to skill-full, highly qualified backbenchers has diminished somewhat. However, the last few years have been marked by a counter trend. There is a general dissatisfaction with the executive branch of government, including the cabinet and bureaucracy, rooted partly in the impersonal contacts the public has with the executive branch of government, and partly in the rapid growth in complexity of government. The dissatisfaction is also due in part to an increased desire for public participation in the political process. The public often tends to see the legislative branch, particularly the backbencher and legislative committees, as the most democratic avenue for their participation. An expanded role for the backbencher is, to many people, a positive political good. Two other factors have enhanced the role of the backbench MPP: the shift from part-time to fulltime membership in the Legislative Assembly; and the development of an effective committee 2010 Political Affairs Manual Page 17

20 system. Almost all MPPs in Ontario consider themselves full-time members of the Legislative Assembly. With the increase in salaries and in logistical and research support, the individual member can much more effectively carry out his or her duties. The committee system has also become much more active in the past 25 years and significant changes have occurred since the 1960s. For example the number of committees has grown while the size of committees has been reduced. Both make MPPs (relatively) more important. Another change has taken place recently with the election of the Liberal government in October All government MPPs, including backbenchers, now sit on one of the five policy committees of Cabinet. This is intended to increase the role of government backbenchers in policy decisions. A Typical Member s Day in the Legislative Assembly DAY TIME PROCEEDING Monday 9.00 a.m. Orders of the Day a.m. Introduction of Visitors Oral Questions Following Oral Petitions Questions Following Recess Petitions 1:00 p.m. Routine Proceedings: Members Statements Reports by Committees Introduction of Bills Motions Statements by the Ministry and Responses Deferred Votes Following Orders of the Day Routine Proceedings 5:45 p.m. Adjournment On a typical day, a sitting of the legislature begins at 9:00am, with the entrance of the Speaker, preceded by the Sergeant-at-Arms carrying the Mace, and followed by the Clerk and his assistants. For five minutes preceding this time, the bells calling the MPPs to the chamber are rung. When the Mace is placed at the end of the Clerk s table, the Speaker reads the prayers. A day at the Assembly begins with Orders of the Day whereby the Legislature conducts business relating to the passing of government legislation or motions. This business includes 2nd or 3rd readings of bills and further debate. This period lasts from 9:00am-10:45am. At 10:45 am the Speaker announces that it is time for Oral Questions, which lasts for exactly one hour. After Oral Questions there is fifteen minutes allotted for the introduction of petitions. The House then recesses from 12:00pm and reconvenes at 1:00pm. The next part of the business of the Legislative Assembly is called Routine Proceedings. Routine proceedings are structured as follows: Members Statements; Reports by Committees; Introduction of Bills; Motions; Statements by the Ministry and Responses; Deferred Votes; Oral Questions; and Petitions. Routine Proceedings are followed by another period where the business of Orders of the Day is conducted. Each legislative day finishes no later then 6:00pm. Oral Questions or Question Period as it is popularly known is perhaps the liveliest and most televised portion of the days proceedings. This 60-minute period begins with two questions from the Leader of the Official Opposition followed by two questions from the leader of the other opposition party. These questions, also called the leads, are typically directed to the Premier but can also be directed to any member of Cabinet. The leaders are usually given two supplementary questions for each every lead. Thereafter, MPPs of all parties can ask questions on a rotating basis. This period is considered opposition time, at least by the opposition parties, though a few government backbenchers receive 2010 Political Affairs Manual Page 18

21 recognition from the Speaker to ask questions of their own ministers. MPPs are only allowed one supplementary question. Question Period demonstrates the principle of responsible government and the accountability of the cabinet to the assembly. It provides an opportunity for opposition members to voice concerns about the government s performance, it is not surprising that the hour is often charged with fiery rhetoric and excitement. Questions can also be asked in written form. These are placed in the Orders and Notices and the government is required to answer them. Following Question Period, 15 minutes is allotted for presentations of petitions. A member can present a petition from any resident or in Ontario only to the Legislative Assembly. Petitions can ask the Assembly to take some action on anything within its authority. No debate is allowed during presentation of a petition, although the government is required to make a response within 24 sessional days of its presentation. After a recess the Assembly reconvenes for Routine Proceedings. It begins with Members Statements, a period in which any MPP (except a cabinet minister or party leader) can make a statement for 90 seconds on any topic of his or her choice. Up to three members from each party are given the opportunity, on a rotating basis, to make a statement during this time. Reports by Committees are next. Standing or select committee reports are presented to the legislature by the chairman of the committee and deal with recommendations on bills, expenditure proposals and matters of government policy. These reports are then tabled - meaning no debate or a debate can be requested, which means it will be placed in the Orders and Notices (Order Paper) or the chairman can ask that the report be adopted by the Legislative Assembly. This last step requires not only debate in the Legislative Assembly, but also requires the Legislative Assembly to decide whether to adopt the report s recommendations on some matter. A motion to adopt a report is usually the start of a debate on the report. However, this debate is usually adjourned to some future time, and is placed on the Order Paper until the Government House Leader makes a recommendation. Introduction of Bills comes next. At this point any bill, no matter what type, can be introduced. A member stands in his or her place and asks leave of the Legislature Assembly to introduce a bill and have it read for the first time. The next parts of routine proceedings are motions. Motions deal with technical or administrative procedures of the Legislature Assembly, including membership of committees, motions for times for meetings or adjournment. Next come Statements by Ministrys and Responses - lasting no more than 20 minutes - and responses - lasting no more than 10 minutes (five minutes for each opposition party). Here a minister can make a short factual statement relating to government policy, the introduction of a bill, ministry programs, or some other action of which the legislature should be informed. Once the ministers have concluded, a representative or representatives of each of the recognized opposition parties can respond to ministerial statements. After the completion of Routine Proceedings, the legislature takes its main work as outlined in the Orders of the Day. On a typical day, these could list Second or Third Reading of a bill, resumption of a debate on government proposals such as the budget, or the Speech from the Throne, or a committee report. The Legislative Year After New Years day, the Clerk of the Legislative Assembly publishes a calendar showing when the Legislative Assembly will meet, according to the standing orders, and the remaining time for committee meetings during the calendar year Political Affairs Manual Page 19

22 The legislature meets for two periods during a session. The spring period begins on the second Monday in March and continues to the Thursday preceding Victoria Day. The House meets again following constituency week from the first Monday following Victoria Day to the fourth Thursday in June. The fall period follows from the fourth Monday in September to the Thursday preceding the week in which Remembrance Day falls and from the Monday of the week following Remembrance Day to the third Thursday in December. In the case where the second Monday in March falls during the week prescribed by the regulations made under the Education Act for the school holiday in March, the House meets the Monday following. Throughout a session, the opposition parties are allotted five days during which they may criticize the government. These Opposition Days are allocated between the opposition parties - in proportion to the amount of members they have in the Legislature Assembly. The opposition parties will utilize Opposition Days to hold emergency debates, present members statements, introduce motions for debates, or other means of criticizing the government. On Opposition Days, the agenda will be introduced following the Routine Proceedings of the day. Communicating with Elected Officials As REALTORS active in political affairs, you will be communicating REALTOR positions and policies to various levels or groups of elected officials. It is important to remember that your elected officials face special demands on their time, live and work in an unusual atmosphere, and have several factors that will influence their views and thinking. So keep in mind these simple points: They want to do a good job. Each of us wants to do a good job, but we sometimes forget that this basic human drive applies to elected officials too. They appreciate solutions. Elected officials are bombarded daily by constituents who want their problems with government solved. An organization that brings solutions to the table when it meets with elected officials is far more likely to see progress on their issue. It saves them time and energy and will certainly make them more willing to work with you in the future. They want to get re-elected. Like you, they like their job and want to keep it. Re-election is public proof that they have done a good job. They want to be associated with issues that will get them re-elected. They want to be responsive. They re in the business of pleasing people and sincerely want to accommodate you, but not at any cost. Other considerations may prevent them from doing so. They re not experts in our business. It took you years to acquire your knowledge of the real estate business. Don t expect them to have your familiarity with industry problems. Share your knowledge with them. They are busy. An elected official is public property. Everyone wants a piece of his or her time. Their workload is staggering. Don t waste their time. They have no accurate barometer of constituent thinking. Unless you communicate your opinions on an issue, they have no way of knowing how their constituents really feel. Communicate with them. They are elected to use their judgement. They want to consider constituent opinion - and they do. But in the final analysis, they must study all available information. They are concerned with numerous issues. Elected officials are confronted with many issues over the course of a year. They can t possibly be familiar with the details of all of them Political Affairs Manual Page 20

23 Communicating with elected officials usually takes place personally, over the telephone or in writing. The following tips will help you get your message across in the most effective way. Personal Visits Do your homework. Before your initial visit with your elected official, find out about their background, committee assignments, personal interests, etc. Read their biographies before the meeting. Introduce yourself. Even if you are a casual acquaintance of your elected official, send a letter of introduction to them explaining your role with OREA, your local board, etc. Let them know you will be contacting them periodically on issues of concern to the real estate industry. Request an appointment in advance. Talk to their secretary as far in advance as possible about setting up an appointment. They may ask for a short letter requesting the meeting. Be flexible on the date and time. Send them any pertinent briefing material in advance. Be direct. Elected officials are aware that they are accountable to you, their constituent. Be persistent in communicating your expectations. Be realistic in your expectations and follow up. Know your issue and be brief. REALTORS are only one of many constituent groups within a riding. Even the most supportive elected official doesn t have the time for long phone conversations or long letters. A well-prepared, informative REALTOR can present their case in a short period of time. Follow up with additional information, if necessary. In all circumstances, politely but firmly find out whether the answer is yes or no. Be accurate and factual. The mere fact that you want or don t want a piece of legislation is not enough. Don t just tell them that something will be good or bad for real estate or REALTORS. Make sure that the information you give them is concise, factual and up-to-date. In most cases, OREA can provide you with factual information to use in explaining your position. Be understanding and thoughtful. Recognize that there are legitimate differences of opinion. Show your elected official the respect and understanding that you expect from them even if they don t vote the way you want. But make sure they understand that their decision to vote against REALTOR positions will be made known to all REALTOR constituents. Don t threaten, just inform. Follow up. All personal visits should be followed up with a letter thanking the official for taking the time to meet you. Additionally, don t hesitate to offer assistance or advice to an elected official on issues relating to real estate in the riding. Thank them when they do express support for a REALTOR position. Let them know that the constituents appreciate them and that you will inform other REALTOR constituents of their help and support. Telephone Calls Ask to speak directly to the elected official. If they are not available and time does not permit a return phone call, ask to speak with the staff person who is handling the particular subject. When you talk to your elected official or their assistant, identify yourself and tell them where you live. It is important that the person you speak to know you are a constituent. State the reason for the call. Use the Bill number, if you are discussing a piece of legislation, if possible. You should be knowledgeable about the issue and the REALTOR position. Explain how the proposed legislation affects the real estate industry and why you support or oppose it. Ask the elected official s position and listen to their answer. If they are in agreement with you, express your thanks. If their position differs from yours, politely express disappointment and offer some factual information and examples to support your views. Avoid emotional arguments. Keep the conversation friendly and respectful. Thank your elected official for taking the time to talk to you Political Affairs Manual Page 21

24 Letter Writing Be brief and confine yourself to the issue at hand. Make sure the elected official knows that you are a constituent. Explain how the proposed legislation affects you personally and why you support or oppose it. Use facts and data to back up your position. These are available through OREA. Write the letter in your own style on your business or personal stationery. Make sure that your name and address are on both the letter and the envelope to ensure a response. Write the letter in a respectful manner. Thank the official for considering your views. If you want a written response, mention that in your letter. If no response is received within two weeks, follow up with a phone call to their secretary. Biographies Biographies for each MPP are available at each of the parties web sites. A list of the web sites is contained on the last page of this manual. Provincial Electoral Boundaries The Fewer Politicians Act in Ontario provides that when Federal Parliament changes the name or boundaries of one of the Ontario ridings in the House of Commons, the corresponding provincial riding automatically changes at the same time. For more information on the provincial electoral boundaries please go to Elections Ontario web site at To find out what riding you reside in go to: and click on Find your Electoral District. Provincial Cabinet and MPP Reference Lists A list of Cabinet members can be found online here: A list of MPPs and their contact information can be found online here: Political Affairs Manual Page 22

25 PAC NETWORK INFORMATION OREA Government Relations Committee Duties and Responsibilities Act as a strategy setting body for political action on matters of interest to the Association emanating from government activity at the provincial and/or federal level. Act on behalf of OREA members in lobbying government to protect the interests of the membership and of real estate consumers. Develop programs and projects that reflect Association positions in a manner to beneficially affect the membership, boards, government, and the media. Fulfil the mandates given under the OREA Strategic Plan to be an effective, credible and united voice for the real estate profession at the provincial level and to recommend to the Board of Directors activities which might be undertaken to fulfil the Strategic Plan. Review legislative and regulatory proposals at both the federal and provincial levels, assess their impact on REALTORS and real estate and recommend action. Conduct such research as is required to assist the Association develop policies and/or respond to government proposals. Prepare or have prepared briefs that support OREA positions. Oversee the operation of the REALTORS Political Action Coalition (RPAC). any activity relating to the involvement of the board in anything of a political nature; all activities of the board relating to Ontario Home Week, unless undertaken by another committee. In addition the Committee should: monitor local municipal issues, develop positions as required and work to implement those positions; keep abreast of OREA and CREA issues and their lobbying activities; monitor local meetings, the local press and the activities of MPPs at the riding level on issues of interest to REALTORS. meet with politicians at all levels to ensure that they have an understanding of REALTOR positions on issues and to discuss concerns, etc. Offer your assistance in dealing with issues related to the real estate profession and real estate in general; invite politicians to local board events in their ridings; actively encourage and promote membership in the REALTORS Political Action Coalition (RPAC); keep your Regional PAC Co-ordinator (if appointed in your region) abreast of political activities and developments in your ridings, and the work of your PAC Committee in general. Local Board PAC Committee Duties and Responsibilities In general terms, the PAC Committee should initiate, develop, administer and maintain: all contact and correspondence on behalf of the board with municipal, regional, provincial or federal levels of government; liaison with OREA and CREA regarding political or governmental activity; 2010 Political Affairs Manual Page 23

26 OREA - ISSUES SUMMARIES To view or download the latest issue summaries please visit the government relations section of OREA s web site at The web site provides basic information on some of the issues dealt with by the government relations department at OREA and our position on those issues. The material on the web site is current as of the beginning of the month shown at the top of each issues summary page. It is important to note that the web site provides summaries only. Summaries are not necessarily comprehensive. In many cases, OREA has prepared briefs or submissions on these issues, which will provide the reader with further information Political Affairs Manual Page 24

27 MEDIA RELATIONS AND POLITICAL AFFAIRS Media relations can play an important role in achieving the objectives of a political affairs program. Media relations are a critical component of OREA s government relations activities. Having made representations directly to politicians, a discussion of those same issues in the media can do a number of things. First, the message to the politicians is reinforced; they are hearing the same message from a different source. This increases the chance of them understanding your point of view. Secondly, if your message is picked up by local media that means it has some credibility. Newspapers don t print just any point of view. If your message is getting across in print that means editors have passed judgement on it. Getting your message into print considerably broadens the audience for REALTOR views and potential support for your cause. The media reach far more people than you could ever hope to reach on your own. This is one of the reasons it is such a valuable tool. Finally, politicians care about what is being said in the media about them and their positions on issues. The media can be extremely influential in affecting how people view politicians, and they know it. Successful Media Relations There are two ingredients to successful media relations: understanding how the media work and what they are looking for; and luck. Not much can be done to improve your luck. If war breaks out in Iraq the day you make your big announcement, you could easily get bumped off the front page and even out of the newspaper. On the other hand, if it is a slow news day, your story could run with greater prominence than you ever hoped for. You can work on understanding how the media work and what they are looking for. As in working with any profession, if you understand something about how they approach their job, you can help them do their job and achieve your objectives at the same time. This following section will help you better understand media and how to deal with them. Additional material and advice about media relations can be obtained by contacting Bob McLean, OREA s Director of Public Relations. The three elements of successful media relations are: judging what is news, delivering the news, and handling the interview. Judging What is News Understanding what is and what is not news can give you an advantage in your media relations. Every day, editors receive literally hundreds of news releases. Most end up in the wastebasket because they are not news. If the items you bring to the attention of your media are consistently relevant to them and audiences they serve, then your news releases will capture the attention of editors. If you hound editors with items they judge are not newsworthy, then just like the boy who cried wolf they won t hear you when you do have real news. So what is newsworthy in the eyes of journalists? The best way to learn what is newsworthy is to read, listen and watch your local media. Remember a few key points that are universal: News must be of interest to a broad audience. Think of your position or event in terms of the average reader: will he care and if so, what aspects does he care about? If a government tax will hurt the income of REALTORS, who cares but REALTORS? If that same tax will increase the price the average consumer will have to pay for a home, that s the angle of interest to a broad audience Political Affairs Manual Page 25

28 Local editors are always looking for local angles. Editors want to know how the provincial budget will affect the local economy, or how the hurricane in the U.S. Midwest will affect the demand for local crops. Timing is critical. There is nothing older than yesterday s news. There is no sense telling an editor about an event that happened last week. And if an editor contacts you for comment on a breaking story, he won t be interested in hearing from you tomorrow, after you ve had time to think about it. Prominent people are news. Comments by community leaders or by outside authorities especially head of organizations are respected. If those comments are on issues of local concern, they will probably be reported. Delivering the News You ve identified an item or angle you believe to be news. How do you get it across to the media? There are occasions when a simple telephone call to an editor or producer makes the most sense. At other times a news conference is in order, although it is rarely necessary to call a news conference. The standard most often used, and still the best method in most circumstances, is the news release. This is a communication editors can understand best because it is written in their language: a journalistic style of writing. A good news release reads just like a good news story. It contains real news, written in an inverted pyramid style that puts the most important information at the beginning of the story. Most news stories (and good news releases) succinctly tell the basics of the story in the first sentence or paragraph. This first paragraph, or lead, must be short: ideally no longer than four typed lines. The lead should tell the reader the five W s and an H: who, what, when, where, why and how. The balance of the news story should fill in detail. Some tips on writing news releases. Keep it short. The most successful news releases those that are most likely to be picked up are the short ones. Ideally just one doublespaced, typed page in length; never exceed two pages. If editors need more information, they ll contact you. Always include a contact. Every release must include the name and telephone number of someone who can provide more information. And that person must be available just after the release is issued. Write, edit and rewrite. It takes longer to write short and succinctly. Spending the time will be worthwhile. Read your release critically; rewrite it; read it again; sleep on it; read it; rewrite it. Give it to someone else to read and edit. Write clearly and simply. Skip the adjectives. Stick to the facts. Use short sentences. What happens next? Deliver it to all media. Make sure every news media outlet in your area gets a copy. Include all newspapers, radio, television and cable television stations. Deliver it on time. Make sure everyone gets it at the right time. Don t follow up by telephone. Editors hate this. It can only hurt your reputation. If they want to use your release, they will; if they need more information, they ll call you. Follow up later. If you are concerned about why a release was not used, ask for an appointment with the editor to discuss it several days later. Approach it with the attitude of finding out what the editor is looking for in the future. NEVER try to buy or demand coverage. There is no quicker way to loose the respect of journalists than to insist your release be run because you are a big advertiser. Media relations is a long term and ongoing commitment. The success of your media relations program must be measured over the long term, not on whether your one release was used. If you 2010 Political Affairs Manual Page 26

29 keep at it and consistently present clearly written and newsworthy items, your success will build. Media are under absolutely no obligation to use your news release. Whether they do so or not depends upon a number of factors, but most importantly it depends upon how newsworthy your item is compared to all the other news items an editor has for his next issue. The only way to be absolutely sure your item is run is to buy advertising space and run it yourself. But advertising is expensive and it does not carry with it the credibility of the news columns. The Interview Your news release has been delivered and it has piqued the interest of an editor. The reporter is on the line and wants more information. Or a story has just broken and media are looking for a comment from you. How do you handle the interview? Your approach to dealing with journalists should be the same as dealing with any other professionals. The relationship should be built on mutual respect. Some tips on interviews. Be polite and helpful. Journalists have a job to do. When they call, they are asking for your help in getting it done. Let them know you re trying to help. Respect deadlines. News is a fast-paced business. Reporters can be working on deadlines as close as minutes away, especially in radio. When they call, they are asking for help NOW. If you can t help right away, tell them so don t waste their time. If you think you can help later, tell them when that will be and they will tell you if it will be useful to them. Know what you want to say. This is easier if the interview has been scheduled or if it is in response to your news release. Before the interview, write down the three to five key points you want to make. Whatever the questions asked of you, make your points. Repeat your points. Come back to your three to five key points throughout the interview. Don t say too much. Keep your responses focused on the points you want to make. If you ramble and wonder off topic, you are inviting the reporter to choose which of your comments to use; you probably won t like his choice. Admit you don t know. If you are asked about something you don t know, say so. And offer to find out, if you can. Watch for traps. Leading questions or questions that begin with would you say... are dangerous. Respond to them, but be careful. Awkward silence is also a reporters trick to get you to talk more on a subject than you may want. Watch for it. Never say no comment. If you don t want to talk about a certain subject, say so. And explain why. I d rather not talk about that because I am not familiar with that area. It is much better to explain why you are uncomfortable talking about the question. Reporters are generally professionals trying to do the best job they can of accurately and objectively reporting the news. As a potential news source, you can help. Most reporters are not out for blood. They will be sceptical and sometimes cynical, but they will be fair if you treat them with respect Political Affairs Manual Page27

30 Where to Find News on the Internet Canadian Mortgage and Housing Corporation Canadian Public Affairs Channel Canadian Real Estate Association Government Ministries and Agencies Canadian Parliamentary Information Canada Newswire Ontario Canada Ontario Legislative Assembly Ontario Liberal Caucus Ontario New Democrats Ontario Real Estate Association PC Party of Ontario Political Affairs Manual Page 28

31 Notes 2010 Political Affairs Manual Page 29