City staff may benefit from deeper communication about what to expect as a pilot city, including guidelines as to (i) whom should be involved from the city and (ii) what roles they should play, (iii) what SC2 team members can reasonably be expected to achieve in a city, and (iv) what the limitations of the engagement are. While this information was shared with those directly involved with the SC2pilot, we heard that a broader set of city staff and stakeholders engaged in the pilot may benefit from this information as well. Cities could put systems in place to ensure that pilot guidelines and limitations are shared with this broader group of individuals. Additionally, federal staff could work during the selection process to secure the commitment of mayors and key city leaders to the engagement and be more intentional about involving regional and state stakeholders. They might also complete a leadership audit during the assessment process focused on gauging political dynamics that might limit a city’s ability to collaborate internally and partner productively with SC2 team members.