There are certain aspects inherent in the board's business which change the traditional employer-employee relationship. I'll give you an example. I'm appointed first as a member, and my substantive position is as a deputy chair, but I'm first a member and then a deputy chair.
When it comes to discussing cases with other members, my voice is no louder and doesn't carry anymore weight than any other member's does. When I talk to my colleagues about decision-making, I'm doing that as a peer.
We have to manage that relationship along with the traditional employer-employee relationship. The big issue for us, on a practical level, is being able to differentiate between when it is a matter of member independence and when it is a matter of the employer-employee relationship.
It's actually the complaints process that has highlighted much of that, because a lot of the time we didn't deal adequately with complaints against members because we characterized those things as adjudicative matters as opposed to conduct issues when they were in fact conduct issues.
It's not easy. There's no bright line there.