There was probably nothing standard about this situation, either in the manner in which the information came up or then how to respond to it.
The Privy Council itself plays a very active role, and I think sometimes that doesn't get a lot of attention in relation to all Governor in Council appointees.
There's a team of people who are expert at dealing with all issues around appointments, reappointments, issues of tenure and issues that you might think of as HR issues in that space. Certainly there, more than anywhere else in the Government of Canada, there is actually expertise with how to deal with issues around executive performance, but also conduct.
If there are problems, PCO is the best place to go to, not just because they're in the centre and play that coordinating role, but they actually have expertise on that senior personnel team because that's part of what they do. They make sure that Governor in Council appointees have gone through a rigorous process to be chosen. Once they are there, if there are any concerns—if there are institutional issues or governance issues relating to executive leaders dealing with boards of directors, for example, or anything like that—they are the people who are best equipped to provide that support.
This is not an area I dealt with a lot, but my understanding is that it does happen, because the number of such Governor in Council appointees is quite significant. In that sense, to the extent there is that expertise, it is located there.
In addition to that, to the extent that there is not a procedure that exists that is a clear answer to what to do next, PCO is also the expert in machinery of government questions and machinery of all types of institutional and organizational questions that you'd want to be mindful of if you are needing to create some kind of process or some kind of system to now investigate something.