That coordination needs to be exercised beforehand. In other words, what you do is put in place a fairly rigorous exercise program to allow you to work what are the seams that exist among many agencies.
There is a normal process that exists within the country for security concerns and how those security concerns would match up with what are then safety implications. An event occurs, there are security implications to it, but it will have consequence management plans that are put in place by municipal, provincial, and, as necessary, federal agencies.
What we have realized from observing past Olympics is that once you stand up such a major activity as the Olympics, it then changes how you're doing your consequence management. As a very simple example, normally in Vancouver if you needed to do consequence management there's a plan for the ambulance service that knows what bridges they'll shut down and what routes the ambulance would flow through. Once you impose the requirements of the Vancouver Olympics on top of that, you want to make sure you have an effective response. You also want to ensure that you don't inadvertently or unnecessarily impact the conduct of the games by the plans you've put in place. So instead of having two pillars--security and safety--you have a third pillar, and you need to make sure that from event to completion, the consequence management takes into consideration how you would go about solving the problem, given that it could affect the normal functioning, the good conduct of the games. That's probably the biggest lesson we learned from previous games and one of the things we're driving into our exercise program here.