Thank you, Mr. Chair. Mr. Chair, one of the big things I think the Premier's office can embody is having better trust in our leadership. We're only going to have that trust if we build that trust, if we take the time to build that trust. And that means communication, doing what we say we're going to do and when we can't do it -- because you cannot possibly do everything that is asked within a political role -- to explain when you cannot, being able to come forward and have the willingness to come forward and explain when something can't be done or when it can't be done the way that a Member is looking for it to happen but always leaving that door open that maybe there's a way to compromise going forward. And so that, in my view, would help build that trust in our leadership which can help defuse a conflict rather than simply saying no.
With respect to the communication, in my view again, Premier, as well as Ministers, need to appear more regularly in front of committees with their deputies alongside them and prepared to answer questions, so we're not updating one another only on the floor of this House but we're doing it within the committee processes, whether it's a briefing that's offered, whether it's on a bill, whether it's part of our budget session, our business planning process, but more often than just waiting until the business planning.
When I was appearing more and more regularly as a result of my role in Department of Finance, I saw the relationships build over the course of time even when I was there to deliver bad news. The fact that I was there to actually deliver that news and engage helped build, I think, trust and understanding on both sides.
Premier can certainly lead Cabinet in terms of expectation and having that expectation that Ministers are there in front of the Regular Members and in front of committees with their deputies is an important thing -- important piece of leadership in my mind.
And last, but by far not least, would be more leadership training. We come in here, and we're elected here because our communities saw something in all of us, and every one of us, that led them to believe that we could be here to represent them and to advocate for them, but that doesn't necessarily translate to being to knowing what to do in terms of how to do that. And I think there should be ongoing leadership training and coaching throughout the life of the Assembly. Thank you.