2015—2017 (UPDATED APRIL 2015)

BUSINESS PLAN

Table of Contents

10

4

2 MANDATE3 OUR CORE COMMITMENTS OBJECTIVES4 CONSUMER PRIORITIES

5 REGISTRANT PRIORITIES

6 STAKEHOLDER PRIORITIES

7 PEOPLE PRIORITIES

7 INTERNAL SYSTEMS PRIORITIES

8 OUR FINANCIAL PRIORITIES

FINANCIALS9 SUMMARY FINANCIALS FISCAL

2015 TO 2017

GOVERNANCE10 ORGANIZATIONAL STRUCTURE

10 BOARD OF DIRECTORS

12 COMMITTEES, TASK FORCES AND WORKING GROUPS

13 MANAGEMENT

BACK CONTACT INFO

MandateThe Real Estate Council of Ontario (RECO) is a not-for-profit corporation, responsible for administering the Real Estate and Business Brokers Act, 2002 (REBBA 2002) and associated regulations on behalf of the Ministry of Government and Consumer Services and protecting the public interest through a fair, safe and informed marketplace.

Protecting the public interest is achieved through:

» Enforcing the standards required to obtain and maintain registration as a brokerage, broker or salesperson and delivering the duties of the Registrar;

» Establishing minimum requirements for pre-registration, articling, broker and continuing education;

» Conducting routine inspections of brokerage offices to ensure compliance with REBBA 2002 and educate brokers;

» Addressing inquiries, concerns and complaints about the conduct of registrants received from all sources and taking appropriate action to protect the public interest;

» Establishing and administering insurance requirements, which include consumer deposit protection; and,

» Promoting ongoing education and competent, knowledgeable and professional service.

RECO Business Plan l 2015—2017

Our Core CommitmentsMISSIONExcellence in the delivery of regulatory services that protect the public interest and enhance consumer confidence in the real estate profession.

VISIONPublic trust and confidence in Ontario’s real estate profession.

PLANNING FOR FISCAL 2015 TO 2017The Real Estate Council of Ontario’s (RECO) Strategic Business Plan for fiscal 2015 to 2017 seeks to reaffirm the important role that RECO plays in enhancing consumer protection and the profession of real estate in Ontario.

Prior to the strategic planning session, RECO’s Board of Directors reached out to both internal and external stakeholders; individuals and organizations that have a credible voice and strong interest in the success of our organization. Nearly 100 people generously offered their input and perspectives about the future of RECO. This feedback, along with statistics and information gathered from ongoing registrant surveys, has significantly influenced the directions and priorities set forth in this plan.

Each year, the Annual Report reports on RECO’s progress in achieving the Business Plan’s Strategic Priorities.

OUR VALUESIn serving our mission and vision the following values will be upheld:

Fairness: Act impartially and equitably

Accountability: Administer the Real Estate and Business Brokers Act, 2002 competently in accordance with the law

Integrity: Be truthful and trustworthy

Respect: Treat all with courtesy

 l 3

CONSUMER PRIORITIESThe public at large and more specifically the consumers of real estate services expect the market place to be safe, secure and free of behaviour and activity that would jeopardize their interests. For RECO, consumer protection is paramount and is the primary reason for having a regulated industry. RECO appreciates the critical role it must play to: educate and inform consumers about the marketplace and the value of a regulated industry; protect consumers’ interests and concerns; assure consumers that strong disciplinary mechanisms are in place where standards are not met; and, enhance consumers’ perception of the profession of real estate. RECO works with Consumer Protection Ontario to fulfill this role.

RECO’s consumer priorities will include:

Increase public awareness of RECO, its role and the value of working with registrantsRECO will continue to reach out to consumers through earned, paid and social media, as well as attendance at consumer shows. It will also issue the Regulatory Digest, a regular update on RECO’s regulatory actions.

We continue to measure consumer awareness of RECO via annual consumer surveys. Awareness has hovered at about 30% for the past two years, and we will strive to maintain or raise that level.

Be the source of consumer protection education and information for real estate transactionsRECO will continue to issue consumer bulletins, newsletters and brochures to provide timely consumer protection information about real estate transactions. A redesigned web site will also be launched in 2015, which will enhance the information and features available to the public.

Improve service quality and relationships with consumersRECO initiated a study in 2013 to assess the feasibility of a self-insurance program to provide coverage to RECO registrants and their customers and clients. In 2015, RECO will continue to study the merits and implications of the program options, ensuring the interests of registrants and consumers remain paramount.

RECO’s Business Process Reconfiguration identified new ways to leverage technology to enhance our service to consumers. As business processes become more streamlined, turnaround times to address consumer complaints and enquiries will improve. In addition, critical information will be stored in a single repository, improving the accuracy and consistency of information being conveyed to the public.

We have recently reviewed and formalized our customer service standards, and will report on these in future annual reports.

We will also improve service quality by surveying those who have been through the complaint process, and making modifications based on feedback. The survey program will be rolled out in the first quarter of 2015 with results compiled on a quarterly basis.

Objectives

RECO Business Plan l 2015—2017

REGISTRANT PRIORITIESAt the heart of a trusted and confident marketplace lie the qualifications, standards and professionalism of each and every registrant. For RECO, it is important that registrants be part of advancing regulatory goals and ensuring a fair, safe and informed real estate marketplace. RECO has a critical role to play by:

» improving the profession through enhanced education and training;

» ensuring education is directly tied to improved consumer protection;

» increasing registrant engagement in the process of enhancing standards and professionalism; and,

» establishing greater mutual respect for each other’s roles and contribution to the industry, profession and to consumer protection.

RECO’s registrant priorities will include:

Increase registrants’ understanding of RECO and its roleRECO will continue to participate in trade shows and speaking events across the province, provide presentations about the brokerage inspection process, the new vision for registration education and other topics, and issue quarterly newsletters and the Regulatory Digest, which summarizes RECO’s regulatory actions.

RECO conducts a biennial registrant survey to gauge their understanding of RECO and its role, and their view of the services provided by RECO. The survey will be conducted later this year and we will report on the findings in the next Annual Report.

RECO will also produce videos on regulatory and professionalism issues. Topics for videos will be based on needs as they arise; RECO is currently working on a 2-part series on electronic signatures.

Enhance the knowledge and competence of real estate professionalsRECO will review comments from the consultation period for the white paper on registration education and then will move forward on proposals to enhance the registration education program. There will be a focus on broadening the knowledge base of new registrants by teaching all aspects of residential and commercial real estate as well as applicable laws. RECO is also developing enhanced assessment tools to ensure students both understand and demonstrate the ability to explain the knowledge they have been taught.

Improve service quality and relationships with registrantsRECO’s Business Process Reconfiguration has identified new ways to leverage technology to enhance our online service offerings to registrants. In late 2015, registrants will be able to initiate and review the status of applications, transfers or complaints through a self-service portal. Our objective is to ensure that registrants have timely access to accurate information in a form that is easy to understand, and can fulfil substantially all of their compliance requirements online.

RECO is reviewing enhancements to existing online services for registrants to deliver quicker and more efficient service.

RECO will use surveys to seek feedback from registrants who have been the subject of complaints and brokerages that have recently been inspected. The surveys will help us assess and continually improve our complaints and inspections processes and services. The survey program will be rolled out in the first quarter of 2015 with results reviewed and assessed regularly.

RECO’s goal for the number of inspections to be completed in 2015 is 1300.

Mediation was introduced as a complaint resolution mechanism in 2013, with narrow criteria for identifying complaints that would be suitable for such resolution. Over the past two years, the relatively informal mediation process has proven effective at resolving minor disputes in a timely manner. Matters dealt with by mediation are disposed of in less than one-third of the time required for a complaint processed by traditional means. With complaint volumes increasing, the criteria for mediation/dispute resolution are being expanded to better serve the public interest, to improve service quality and to better manage RECO resources involved in the complaints and discipline process.

RECO will continue to develop the mandatory continuing education curriculum with a focus on the business aspects of being a real estate professional. Specific educational topics will support the different facets of the business a registrant may be involved in and will highlight the role of the Code of Ethics and all aspects of the law that are applicable to each topic.

RECO will expand the number of topics to the mandatory continuing education curriculum that are relevant to a registrant’s business and will add up to three new electives each year.

 l 5 OBJECTIVES

A new, mandatory update course will be launched in August 2015. There will be two versions available – Residential and Commercial. Both versions of the course are updated at least every two years. Registrants must take the update course once in each two-year registration cycle. Topics to be covered in the 2015 course include:

» Regulatory update (covering key compliance areas, changes/introduction to legislation like CASL, Electronic Commerce Act, REBBA 2002 changes due to the ‘Stronger protection for Ontario consumers’ legislation;

» Technology and electronic documents in real estate;

» Working with the aging population (for residential course); and,

» Introduction to Business Brokerage (for commercial course).

Since implementation of the insurance program in September 2000, RECO has worked with third-party insurers to provide consumer deposit, professional errors and omissions liability and commission protection coverages. The program has served the registrants of RECO and consumers in the Province of Ontario well in the face of an unpredictable insurance marketplace. It provides the broadest coverage to consumers and registrants compared to other jurisdictions in Canada.

RECO initiated a study to assess the feasibility of a self-insurance program to provide coverage to RECO registrants and their customers and clients. In 2015, RECO will continue to study the merits and implications of the program options, ensuring the interests of registrants and consumers remain paramount.

STAKEHOLDER PRIORITIESRECO recognizes that in addition to consumers and registrants, there are many other important stakeholders who influence or are critical to the industry’s and RECO’s own success. These stakeholders include government, other provincial regulators and the three levels of organized real estate. RECO must:

» work with government to enhance consumer protection;

» be a true “partner” in professionalism;

» look for opportunities to participate and contribute to industry-wide planning;

» build on the trusting relationships we have already formed; and,

» reach out to establish new ones where, together, we can enhance professionalism and consumer confidence and be an example of excellence.

RECO’s stakeholder priorities will include:

Be proactive in supporting government and enhancing consumer protectionRECO will continue to work closely with government on policy matters that enhance consumer protection in Ontario, continue to participate in the Ministry’s Consumer Awareness Committee, support Consumer Protection Ontario in its activities and contribute to other Ministry initiatives as opportunities arise.

French language servicesWhile RECO is not bound by the French Languages Services Act (FLSA), it does attempt to meet the spirit of the legislation within the constraints of its resources. RECO’s current policy is to respond in French to all communications received in French. RECO also provides basic information in French and other languages. RECO will continue to broaden its French-language offerings.

RECO Business Plan l 2015—2017

PEOPLE PRIORITIESRECO could not possibly deliver quality service without the dedication of talented and committed people. Throughout our organization, staff and management take pride in their work and strive to provide the highest levels of knowledge and efficiency possible to meet the needs of our registrants and consumers.

RECO has critical responsibilities as an employer:

» ensuring our people have a strong sense of pride and ownership in their work;

» connecting day-to-day activities to the longer term priorities and goals;

» unifying people in a strong team that contributes to measurable success; and,

» ensuring that RECO is an engaging and motivating place to work.

RECO’s people priorities will include:

Ensure a qualified, skilled, stable and sustainable workforceRECO will continue to provide professional development opportunities for staff related to their positions, and explore and introduce initiatives that will maintain and enhance a positive and engaged workforce.

RECO managers review with individual employees, as part of the annual Performance Review and Development Plan, past professional development activities, and future professional development plans and opportunities are customized to the learning needs of each employee.

RECO will be holding regular “town hall” meetings for all staff, providing each employee with the opportunity to provide input into and learn about new and ongoing initiatives.

Shape a culture of excellence throughout the organizationDuring the implementation of the new systems arising from the Business Process Reconfiguration in 2015, staff will continue to provide input to ensure that they can meet established performance targets in terms of customer and employee satisfaction, operational excellence and risk management.

RECO has recently reviewed and formalized our customer service standards, and will report on these in future annual reports.

INTERNAL SYSTEMS PRIORITIESBalancing resource efficiency, effectiveness, quality, service excellence, and stakeholder accountability is a delicate act. Added pressures to “do more with less” have become the standard for most organizations. With that in mind, RECO will:

» continuously seek out ways to deliver more, more effectively, with higher quality and consistency; and,

» ensure that investments in technology enable RECO to stay ahead and deliver relevant, reliable tools that can advance the goals of increased efficiency, effectiveness and quality service.

RECO’s internal systems priorities will include:

Ensure reliable systems and processes for core business activitiesRECO’s current business system, RECONet, is 10 years old and needs to be replaced with a more robust system. RECO is working to select a vendor who will develop and implement a new system – RECOserv – that will deliver a stable, modern and more capable system for RECO’s core business activities, including registrant information management and complaint case management.

RECO’s performance target for business continuity in 2015 is zero failures.

RECO’s performance target for safeguarding data in 2015 is zero incidents.

Embrace principles of continuous quality improvement throughout the organizationRECO will continue to seek opportunities to refine and improve business processes to drive innovative solutions and service excellence, by broadening its quality assurance tools. In addition to the tools used in the Mandatory Continuing Education program, we will look to introduce tools in the complaint and inspection programs, and then to other service areas.

RECO will conduct surveys of consumers and registrants who have been involved in the complaints process. The feedback will provide RECO with information that will help assess and continually improve our complaints processes and services.

RECO will conduct surveys of brokerages that have gone through inspections. The feedback will help RECO assess and continually improve our inspections processes and services.

OBJECTIVES l 7

OUR FINANCIAL PRIORITIESThe Ministry, consumers and registrants expect the highest level of financial stewardship and accountability from RECO. Throughout our history we have been diligent in ensuring that our operational and governance systems and processes related to financial stewardship meet the highest standards possible and we have made great progress. It is important for RECO to:

» pay constant attention to the evolving needs and expectations of government;

» be disciplined and transparent in its dealings and relationships; and,

» make the most of diminishing public resources.

RECO’s financial priorities will include:

Allocate funds responsibly to support strategic and operational priorities and ensure the long-term financial stability and endurance of the organizationRECO’s Board of Directors will hold a strategic planning session in September to establish strategic and operational goals in advance of budget preparation. This session will allow the Board to assess the best way for RECO to optimize its resources.

Ensure accountability and transparency in the use of resourcesRECO adheres to expense and procurement policies that mirror government policies and practices. Budget information for a three-year period is included in the Business Plan.

RECO Business Plan l 2015—2017

Operating Fund ($)

Real Estate Council of Ontario 2015 Budget 2016 Plan 2017 Plan

Registration fees 12,566,395 12,600,000 12,600,000

Education revenues 2,611,180 2,695,616 2,600,136

Other revenues 1,334,800 1,304,800 1,304,800

Total revenues 16,512,375 16,600,416 16,504,936

Operating departments and facilities 13,355,780 12,751,690 12,792,598

Board, committees and task forces 233,200 235,600 235,600

Other operating costs 3,494,556 3,584,485 3,476,400

Total expenses/expenditures 17,083,536 16,571,775 16,504,598

Income/(loss) (571,161) 28,641 338

Opening accumulated fund balance 9,713,237 9,142,076 9,170,717

Closing accumulated fund balance 9,142,076 9,170,717 9,171,055

Increase/(reduction) in accumulated fund 2014 to 2017 (542,182)

Insurance Fund ($)

Real Estate Council of Ontario 2015 Budget 2016 Plan 2017 Plan

Premium fund fees 22,815,520 23,421,669 23,876,667

Premium stabilization fund fees 816,415 812,500 812,500

Insurance administration fund fees 853,621 920,834 942,500

Other revenues 328,500 329,000 329,000

Total revenues 24,814,056 25,484,003 25,960,667

Insurance expenses

Premium expense 22,815,520 23,421,669 23,876,667

Other expenses 1,289,126 1,156,661 1,166,823

Total expenses/expenditures 24,104,646 24,578,330 25,043,490

Income/(loss) 709,410 905,673 917,177

Opening accumulated fund balance 17,273,105 17,982,515 18,888,188

Closing accumulated fund balance 17,982,515 18,888,188 19,805,365

Increase/(reduction) in accumulated fund 2014 to 2017 2,532,260

FINANCIALS

SUMMARY FINANCIALS FISCAL 2015 TO 2017

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Governance

Corporate Services

Board of Directors

Office of the CEO

Office of the RegistrarRegistrationEducationInspections and InvestigationsComplaints

Administration and Human ResourcesCommunicationsFinance and AccountingInformation SystemsInsuranceLegal Services

BOARD OF DIRECTORSRECO is governed by a 12-member Board of Directors, including nine elected representatives registered under REBBA 2002 and three non-registrants appointed by the Minister of Government and Consumer Services to represent consumers, business and government. RECO’s Board of Directors is responsible for providing progressive and collective leadership to RECO.

The day-to-day management of RECO is the responsibility of the CEO in accordance with the policies and budget established by the Board of Directors. The powers and duties imposed under the Act are carried out by the Registrar. The management team and staff support the delivery of programs and services for consumers and registrants. As of December 31, 2014, RECO had 105 full-time employees.

RECO Business Plan l 2015—2017

L to R: Peter Hoffman, Howard Drukarsh, Mary Shenstone, Bill Yetman, Ashwani Bhardwaj, Mike Appleton, Kate Murray, Glenda Brindle, Rebecca Ryder, Mike Cusano, Jody Lavoie, Steve Boxma, Harjit Singh Khalsa

CHAIR Glenda Brindle

Broker Royal LePage Team Realty, Brokerage Ottawa End of Term: June 2015

Glenda Brindle was first elected to RECO’s Board of Directors in 2006. During her time on the Board of Directors, including two terms as Vice Chair and another term as Chair, she has participated in the Finance, Insurance, Governance and Legislation & Regulations Committees.

Ms. Brindle began her career as a real estate salesperson in 1987, becoming a broker in 2005. She has received several sales awards throughout her career, including the Royal LePage Lifetime Award of Excellence.

Ms. Brindle is a past Director and President of the Ottawa Real Estate Board and Governor for the Ontario Real Estate Association’s Realtors Care Foundation.

VICE CHAIR Rebecca Ryder

Broker of Record Royal LePage Burloak Real Estate Services Ltd., Brokerage Burlington End of Term: June 2017

Rebecca Ryder was first elected to RECO’s Board of Directors in 2011 and was elected Vice Chair in 2014. During her time on the Board, she has served as Chair of the Insurance Committee and participated in the Governance and Premium Stabilization Committees.

Ms. Ryder began her real estate career in 1985, obtained a broker’s licence in 1998, and has held a series of successful executive management positions in real estate companies in Mississauga, Oakville and Toronto. She is currently the Vice-President and Broker of Record of Royal LePage Burloak Real Estate Services in Burlington.

Ms. Ryder is a past Director and President of the Realtors Association of Hamilton-Burlington. She has also been a Committee Member of Finance, Professional Standards, MLS & IT, and the Ontario Real Estate Association’s Legal Resource Committee.

GOVERNANCE  l 11

ELECTED DIRECTORS

MICHAEL APPLETON Salesperson Royal LePage Real Estate Services Ltd., Brokerage Toronto End of Term: June 2015

STEVE BOXMA Broker Royal LePage Team Realty Inc., Brokerage Manotick End of Term: June 2017

MIKE CUSANO Broker Re/Max Escarpment Realty Inc., Brokerage Hamilton End of Term: June 2015

HOWARD DRUKARSH Broker Right At Home Realty Inc. Toronto End of Term: June 2016

PETER HOFFMAN Broker of Record Royal LePage Triland Realty, Brokerage London End of Term: June 2016

HARJIT SINGH KHALSA Broker Homelife Superstars Real Estate Limited, Brokerage Brampton End of Term: July 2017

JODY LAVOIE Broker Royal LePage Team Realty, Brokerage Ottawa End of Term: June 2016

APPOINTED DIRECTORS

ASHWANI BHARDWAJ Real Estate Conveyancer End of Term: August 2016

MARY SHENSTONE Assistant Deputy Minister International Relations & Chief of Protocol Ministry of Intergovernmental Affairs End of Term: August 2015

BILL YETMAN Executive Director Bicycle Trade Association of Canada End of Term: February 2017

Committees, Task Forces and Working GroupsAppeals Committee The Appeals Committee is established to hear, consider and decide appeals related to

Discipline Committee decisions.

Audit Committee The Audit Committee is established to assist the Board of Directors in meeting its fiduciary responsibilities.

Discipline Committee

The Discipline Committee is established to hear matters referred to it by the Registrar. Discipline panels determine whether or not registrants have complied with the Code of Ethics.

Registrar’s Education Advisory Committee

The Education Advisory Committee is established to review education requirements for registrants and provide advice to the Registrar. The committee may also make recommendations regarding potential changes to educational requirements or policies related to education providers and approved subject areas.

Finance Committee The Finance Committee is established to advise the Board of Directors on financial policies and the annual budget.

Governance Committee

The Governance Committee is established to develop, recommend to the Board of Directors, implement and assess effective corporate governance principles.

Insurance Committee

The Insurance Committee is established to monitor the registrant insurance program on an ongoing basis, including claims data, policy wording and administration.

Legislation & Regulations Committee

The Legislation & Regulations Committee is established to develop recommendations to the Board of Directors related to potential changes to the REBBA 2002 and associated regulations. The Committee may also make recommendations to the Board regarding consultation related to potential regulation changes.

Premium Stabilization Committee

The Premium Stabilization Committee is established to monitor the premium stabilization fund created as part of the registrant insurance program and ensure that any use of these funds is transparent.

RECO Business Plan l 2015—2017

OFFICE OF THE CEOKate MurrayCEOThe CEO is responsible for the effective and efficient management of the organization in accordance with the policies and the budget established by the Board of Directors. This encompasses delegation of full authority over RECO’s operating activities and resources, responsibility for achievement of RECO’s strategic goals, and accountability for RECO’s results.

Sandra GibneyStrategic Initiatives & Stakeholder RelationsReporting to the CEO, this senior management role is responsible for: supporting legislative and regulatory policy matters in a manner consistent with the Council’s goals and priorities; acting as a key liaison with the Ministry; directing the development and coordination

of long-term strategy and planning functions for the Council; providing leadership, oversight, analysis and support for a broad range of initiatives critical to the fulfillment of strategic objectives; participating in the evaluation and prioritization of proposed goals, objectives and initiatives; monitoring and reporting on performance against plan.

Shelley Westlake-BrownManager, Executive & Board OperationsThe Manager, Executive & Board Operations is responsible for providing executive level administrative management to the Office of the CEO, including a wide range of complex and confidential administrative, operational and governance tasks. The Manager, Executive & Board Operations works closely with the Board of Directors, Committees, Task Forces and Management Group.

REGULATORYJoseph RicherRegistrarThe Registrar is responsible for providing leadership, integrity and fair-mindedness to the administration of the Real Estate and Business Brokers Act, 2002, which includes setting educational standards and enforcement of any contraventions of the Act. The Registrar provides direction and oversight to RECO’s registration, education, inspections & investigations and complaints departments to ensure the highest possible level of consumer protection and knowledge in the operation of the real estate brokerage industry in Ontario.

Bruce MatthewsDeputy Registrar, Regulatory ComplianceUnder the direction of the Registrar, the Deputy Registrar, Regulatory Compliance is responsible for overseeing the managing of the enforcement and administration of the Real Estate and Business Brokers Act, 2002 as it applies to RECO’s investigations, inspections, inquires and compliance roles.

Brian SchlotzhauerDeputy Registrar, Industry StandardsUnder the direction of the Registrar, the Deputy Registrar, Industry Standards is responsible for overseeing the managing of the enforcement and administration of the Real Estate and Business Brokers Act, 2002 as it applies to RECO’s registration and education roles.

John BurnetManager, Complaints, Compliance & DisciplineThe Manager, Complaints, Compliance & Discipline (CCD) is responsible for administering and managing, by various means, RECO’s Complaints, Compliance and Discipline process and providing interpretation of the RECO Code of Ethics.

Lisa KeyManager, Regulatory Learning & Professional DevelopmentThe Manager, Regulatory Learning & Professional Development manages, plans, coordinates, implements and evaluates RECO’s Registration and Continuing Education programs, new and future initiatives and provides input and support to the Registrar, the Deputy Registrar Industry Standards, RECO and standing and advisory committees and task forces on all education matters.

Brian PrendergastManager, Inspections & InvestigationsThe Manager, Inspections and Investigations helps fulfill the duties of the Registrar by directing province-wide inspections and investigation services; ensuring that the functions performed are timely, consistent, and impartial.

Angela VolpeManager, RegistrationThe Manager, Registration provides daily management of the Registration Department; develops and implements technical and operational objectives; represents the Office of the Registrar at the Licence Appeal Tribunal and at Provincial Offences Court; and ensures the requirements of Real Estate and Business Brokers Act, 2002 and RECO’s policies and procedures as they relate to registration are interpreted and applied in a consistent fashion.

MANAGEMENT  l 13

James GeuzebroekManager, CommunicationsThe Manager, Communications oversees a broad range of the Council’s communications activities and develops and implements communications plans and policies that support the Council’s strategic goals and objectives.

Sylvia MautiManager, Administration & Human ResourcesThe Manager, Administration & Human Resources is responsible for the internal administrative matters of the organization, including conducting or supervising all office management functions, such as office equipment, facilities, support services, and human resources.

Mike PrimeManager, Information SystemsThe Manager of Information Systems is responsible for the design, development and implementation of organizational information systems, software applications, and IT support and infrastructure systems. The Manager of IS directs and manages resources, IT plans, schedules, policies and programs for RECO’s data processing, network communications, business operations, computer services and information systems, according to established goals and objectives.

Elizabeth SilcoxManager, Legal ServicesThe Manager, Legal Services is responsible for managing and providing the legal services required to support the activities of all departments of RECO, including the Board of Directors, its Committees, Task Forces, Working Groups and the office of the CEO as required.

CORPORATE SERVICESDan StapletonDirector, Corporate ServicesThe Director, Corporate Services supports the CEO by ensuring the efficient and effective management of the Real Estate Council of Ontario’s non-regulatory operations, as organized under Corporate Services including administration and human resources; finance; information systems; communications; legal services and insurance services.

Gloria FougereManager, Finance & AccountingThe Manager, Finance and Accounting is responsible for establishing and overseeing all functions related to finance and accounting.

Ruth GarrettManager, Insurance ProgramsThe Manager, Insurance Programs manages a range of insurance services and activities of the Council, develops and implements insurance initiatives that support the strategic goals and objectives of the Council, and sets the objectives and service levels for insurance department operations and staff.

RECO Business Plan l 2015—2017

REAL ESTATE COUNCIL OF ONTARIO

3300 Bloor Street West Suite 1200, West Tower Toronto, ON M8X 2X2

Main: 416-207-4800

Toll-free: 1-800-245-6910

Fax: 416-207-4820

/RECOhelps

RECO’s website www.reco.on.ca provides information and resources for both consumers and real estate professionals. Resources include: newsletters, bulletins, videos and public advisories; a search feature for finding a registered real estate professional; information regarding consumer awareness and protection and compliance activities; and, links to other industry or consumer advisory councils, including Consumer Protection Ontario.

If you have a concern or complaint, please go to the Complaints and Enforcement section of www.reco.on.ca for more information. You can also email: complaints@reco.on.ca