If I could just go to the second one, it talks about relationships with stakeholders and goes back to being able to complete and make satisfactory some of those issues that... This is one, actually, being a bit unsatisfactory about being able to accomplish those things in a strategic federal, provincial, and municipal forum. Can you talk to us a little bit about how you actually deal with that relationship?
You have a federal government and you have all these departments. Each of those departments actually has a link down to a regional department. That regional department has some sort of link that reaches down to either a county or a city or a local municipality in terms of their plan. So actually it may be a regional disaster, but I can tell you the federal government will get called in for help. But I'll tell you, the guys who are sitting around the council table locally are the ones who are carrying a lot of that.
I'm trying to understand that development of relationships, which is so important to get the understanding that when something happens, actually the book gets pulled out and there's an action plan in place. How do you build that relationship so that you have credibility, so that you've built credibility with all those regions and the municipalities, so that it's a plan that can be followed and has credibility to it?