It's a lot more difficult than it should be. In theory you would think that all of the cities would say, we're doing these great things and we want everyone to know about them. Honestly, people in cities are, first of all, so busy dealing with the next crisis that even being able to sit down and write down the key elements of it so that we can put it up on our website.... That's essentially how we try to do it, so that people have access to the website. That's the number one way that we do it.
Second, believe it or not, as I explained before, Mayor Hobbs talks with Mayor Hartwell and says, this is how we did it. That's not a very efficient way of doing it, but in fact it does work. You can't get it out to enough people.
Third, such things as this municipal adaptation and resilient service are ways in which we're trying to more systematically go out to all of the communities asking how they are dealing with this, that, and the other thing and match up that information with technical expertise wherever we might be able to get some outside assistance, then compile it and deliver it through a series of webinars, which we are doing right now. It shouldn't be as hard as it is, but it is.
A lot of good ideas come out of our smaller communities, and they don't necessarily translate directly into a best practice.
Let me give just one brief example, on access to beaches for disabled people. Racine, Wisconsin put out a little wooden platform so that a man in a wheelchair could get out to the water and get into it. He was so thrilled; he had never been able to get into the water. The next week I saw one in Chicago down at the Ohio Street Beach. It was just like that; it wasn't an accident—it was right after the annual meeting.
So it's not as systematic as it should be, but those are the ways we try to get the best practices out.