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W.H.A.M.?W.H.A.M.? What Here Affects Me?

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W.H.A.M.?W.H.A.M.? What Here Affects Me? Parliamentary Procedure – Who needs it? W.H.A.M.?W.H.A.M.? What Here Affects Me? Bernie White, Registered Parliamentarian [email protected] ParliamentaryParliamentary ProcedureProcedure z RulesRules ofof democracydemocracy z UsedUsed dailydaily byby allall typestypes ofof decisiondecision--makingmaking bodiesbodies z AlsoAlso definesdefines dutiesduties ofof electedelected officersofficers z FacilitatesFacilitates decisiondecision--makingmaking inin aa fair,fair, consistentconsistent mannermanner Gen. Henry Martyn Robert (1837-1923) z Civil Engineer & General – US Army z Background influenced the regimentation of his “Rules of Order” i.e.: z Ranking of Motion z Order of Business z Recognition of Speaker by Chair z “Presiding Officer” z Original Book 1876 (176 pages) z Current Edition 10th (643 pages) Famous Quotes: “The great lesson for democracies to learn is for the majority to give the minority a full, free “In enforcing the rules there is opportunity to present their side need for the exercise of tact of the case, and then the and good sense ... a strict minority, having failed to win a enforcement of the rules is majority to their views, gracefully unwise. The rules and to submit and to recognize the customs are designed to help action as that of the entire and not hinder business.” organization, and cheerfully to assist in carrying it out.” Municipal Councillors as Parliamentarians 30 Second Skills Test 1. How many people here are Municipal Councillors who will be attending lots of meetings? 2. Do you have an interesting job? 3. Do you enjoy your work? 4. Are you a good Councillor ? Purpose of Session z Basic introduction to Roberts Rules of Order Newly Revised (RONR) 10th Edition z To demystify and humanize the application of parliamentary procedure using a common sense approach z Provide a practical handout as a quick reference for your Council meetings at home z Emphasize that the Rules of Order are meant to assist a group in the execution of its business, not to impede or obstruct business z To relate some practical experience on lessons learned z To promote a common sense approach to applying the rules. Learning is a Function of Repetition Recurring theme of presentation: z Common sense approach of applying rules z Promotion of fairness and compromise z Need for decorum and team building Wisdom and Compromise “Wisdom comes with age, sometimes age comes alone” It’s frustrating when you know most of the answers, but nobody bothers to ask you the question. “Compromise isn’t always fun, but compromise is fair” Brief Review z Procedural By-Laws z Committee & Council Systems z In-Camera Meetings z Bring-Back Motions z Minute Taking Standards Ask Yourself z How many times have you been to a meeting that didn’t go well? z Was it the chairman’s fault? z Was there a small group of aggressive & vocal members who dominated the proceedings? (“Tyranny of Minority”) z Did it take too long to make what should have been an easy decision? z Did you ever belong to a group that tangled itself into a procedural knot on an issue? RULES – who needs them? Rules properly administered will protect rights of: 1. Majority 2. Minority 3. Individual 4. Absentees 5. Organization Rules will enable: 1. Clerks to advise Council and have meetings run smoothly 2. Help Council members to participate more effectively in meetings Three Types of People Those who make things happen Those who watch things happen Those who ask “what just happened?” Learning some basic procedural rules will put people in group 1. Procedure and the Law z What happens when procedure isn’t followed? – Depends on severity of the rule violation: z Decision made without quorum (BIG problem) z Minor breaches where no one’s rights seriously impacted (not so big a problem) z Rules are meant to facilitate – Nitpicking should not be condoned Hierarchy of Rules, or Governing Documents Federal or Provincial Law (Laws of land) Constitution and By-laws of Municipality Special Rules of Order of Council Rules of Order (Parliamentary Authority) Standing Rules Policies and Practices Robert’s Rules & the Titanic z Some organizations think rules unnecessary (may have had bad experience or poor application) z Compare such organizations to the Titanic – Glide along in belief they are invincible – When they spot iceberg they sense danger but feel they can glide around it – They don’t realize they are only seeing the “tip” of the problem and inevitably the iceberg rips a hole in the hull and sinks the ship – When it’s over they shake their heads in disbelief and ask: “How did that happen?” Lessons Learned from Titanic 1. Rules for ocean liners 2. Safety drills and procedures All 3. Enough lifeboats for everyone applicable 4. Realize vulnerability to meetings 5. Set a better course 6. Provide a map of iceberg locations Robert’s Rules Type of Important Links Organization PositivePositive AmbivalentAmbivalent NegativeNegative Three Types of Organizations MMonarchy AAnarchy DDemocracy Underlying Principles of Parliamentary Practice 1. The organization is paramount compared to the individual 2. All members are equal 3. A quorum must be present to legally transact business 4. Only one main motion at a time may be under consideration 5. Only one member can have the floor at a time 6. Debate is allowed on all motions unless the rules don’t allow debate 7. The issue not the person is what is under consideration “Hard on issues – soft on people” 8. A majority vote decides unless a greater percentage is required 9. Silence gives consent Effective Chair or Presiding Officer z Guided by group’s mandate z Establishes order and decorum gently but firmly z Dedicated to maximizing return on investment in a meeting z Listens, listens and listens some more z Able to articulate principles of z Prepares for meeting fairness, equity and common thoroughly and leads by sense in a clear manner example z Is decisive and purposeful and z Good sense of timing is able to inspire members z Leaves ego at the door z Treats members with respect z Constantly seeks agreement z Balances right of majority to and builds consensus rule with right of minority to be z Sense of humor heard “Humor opens people’s hearts up. When you’re angry, it’s hard to see things differently.” Davey Crockett: Great self-taught parliamentarian but natural good judgment impaired when obscured by hatred – couldn’t focus on issues. Ineffective Chair or Presiding Officer z Does not prepare for meeting z Accommodates dominant z Is egotistical and power hungry individual (allows tyranny of z Finds it hard to delegate power & the minority) let go of control z Takes criticism as a personal z Dominates discussion and rebuts attack every stand z Legitimizes tardiness by z Needlessly interrupts speaker waiting for latecomers z Is disrespectful and z Arrives late or misses condescending meetings altogether z Is passive, indecisive and z Mumbles, rambles and hesitant to intervene wanders from topic Duties of Effective Council Member z Be committed to mission and governing documents z Attend as many meetings as possible z Pull his/her weight and work diligently for team z Comply with conflict of interest guidelines z Express view on issues, as needed, before decisions are made z Be prepared to ask tough questions and raise concerns z Accept the majority’s decision as Board decision z Keep an open mind and show sensitivity, empathy, and compassion z Do homework for meetings z Keep the proceedings at in-camera meetings confidential Steps in Making a Motion A motion is a proposal that introduces a subject to the assembly for decision and action or which expresses an opinion. 1. Move the motion 2. Second the motion 3. Chair states the motion 4. Debate and amend 5. Put to vote 6. Announce result 5 Types of Motions 1. Main Motion 2. Subsidiary Motion 3. Privileged Motion 4. Incidental Motion 5. Bring Back Motion Bring Back Motions 1. Take from the table 2. Reconsider 3. Rescind 4. Amend something previously adopted 5. Renewal of motion Amendments: The Formal Approach SecondarySecondary AmendmentAmendment (SA)(SA) PrimaryPrimary AmendmentAmendment (PA)(PA) MAINMAIN MOTIONMOTION (MM)(MM) SA:SA: plusplus $1500$1500 servicesservices inin kindkind PA:PA: ($2000)($2000) MM:MM: ToTo donatedonate ($1000)($1000) toto thethe (United(United Way).Way). Two Important Concepts Majority: More than half Two-thirds: At least twice as many for than against Municipal Council and Roberts z Councils start out well intentioned. Meetings can deteriorate into screaming sessions (12 – 18 months), councillors wonder: – Why people stop coming to meetings? – Why does membership drop or why aren’t people interested in running for office? – Why can’t we get things done? – Why can’t we get along with one another? – Why is our organization falling apart? Rules of Non-Parliamentary Procedure 1. Point of Personal Outrage 2. Point of Irrelevant Interjection 3. Point of Personal Attack 4. Point of Contempt 5. Point of Harassment 6. Point of Redundant Information 7. Point of redundancy 8. Point of Pious Posturing 9. Point of Grudge Decorum in Debate z Municipal Council Debates have tendency to become personality based because there are no political parties to buffer the acrimony z Chairman must maintain order z Comments should be made through the chair z Adversarial or chaotic meetings can kill the will of a group and result in bad decision-making or grid-lock with no decisions at all z “NIGYSOB” & “DWYSYWD” General Rules Governing Debate z A member may speak twice for no longer than ten minutes each time
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