The nation's physical infrastructure consists of a broad array of systems and facilities that house and transport people and goods and provide services. Among other things, this infrastructure includes transportation networks, including roads, airports, rail, and mass transit; housing; federal buildings and facilities; and postal and telecommunications services. These systems and facilities do not exist in isolation: decisions about where to build or expand roads affect decisions about housing and vice versa, and, in turn, these decisions affect the need for and location of public facilities and communications and energy services. Historically, the federal government has supported the construction of much of this infrastructure and helped to ensure the safety of services it provides. It builds, owns, operates, and maintains federal infrastructure such as federal buildings, dams, and waterways; financially assists state and local governments to build, own, operate, and maintain facilities such as roads, transit systems, and airports; and regulates public works. State and local governments and the private sector also play significant roles in planning, developing, and maintaining this infrastructure.

GAO-02-139 Physical Infrastructure: Crosscutting Issues Planning Conference Report

Facilities now owned by the Federal Government are valued at over $300 billion. It also spends over $25 billion per year for acquisition, renovation, and upkeep. Despite the size of these sums, there is a growing litany of problems with federal facilities that continues to put a drain on the federal budget and compromise the effectiveness of federal services. To examine ways to address these problems, the sponsoring agencies of the Federal Facilities Council (FFC) asked the National Research Council (NRC) to develop guidelines for making improved decisions about investment in and renewal, maintenance, and replacement of federal facilities. This report provides the result of that assessment. It presents a review of both public and private practices used to support such decision making and identifies appropriate objectives, practices, and performance measures. The report presents a series of recommendations designed to assist federal agencies and departments improve management of and investment decision making for their facilities.

Stories of government management failures often make the headlines, but quietly much gets done as well. What makes the difference? Ira Goldstein offers wisdom about how to lead and succeed in the federal realm, even during periods when the political climate is intensely negative, based on his decades of experience as a senior executive at two major government consulting firms and as a member of the US federal government's Senior Executive Service. The Federal Management Playbook coaches the importance of always keeping four key concepts in mind when planning for success: goals, stakeholders, resources, and time frames. Its chapters address how to effectively motivate government employees, pick the right technologies, communicate and negotiate with powerful stakeholders, manage risks, get value from contractors, foster innovation, and more. Goldstein makes lessons easy to apply by breaking each chapter’s plans into three strategic phases: create an offensive strategy, execute your plan effectively, and play a smart defense. Additional tips describe how career civil servants and political appointees can get the most from one another, advise consultants on providing value to government, and help everyone better manage ever-present oversight. The Federal Management Playbook is a must-read for anyone working in the government realm and for students who aspire to public service.