I do not have the power to order discipline. The last two case reports involved behavioural issues of executives. In the first one, one of my recommendations was to take appropriate discipline. I'm not on the ground in that department to know what the person's record is, what the effects of the actions were. We put it in the hands of the deputy minister. A key pivot in this entire regime was accountability. It's holding to account a deputy minister, a chief executive, for whatever happens in his or her department under their watch.
For example in the first case report, if I were to say I think the discipline should be a week without pay, that becomes a labour relations issue between that employee and me. If I say the person should be dismissed, then I'm embroiled in a labour relations wrongful dismissal suit. I think it's very important to drive back the accountability to deputy ministers. I have the right, the authority, and the obligation, as you'll see in my annual report this year, to follow up and report on what a deputy minister has done with my recommendations for corrective action. A follow-up power is provided in the act, which I think is a very powerful tool for me to use to hold people accountable, as opposed to moving in and stepping into their shoes and saying I'm there to manage their department for them.