These issues will only become more pressing as populations grow. According to UNICEF, about 70 percent of the world’s population will be living in cities by 2050. That urban growth means our need for dependable, efficient infrastructure is also on the rise.

At the same time, however, the U.S. has become less capable of tackling such challenges. Decreasing federal investment has shifted the financial burden to local and state policymakers. The American Society of Civil Engineers gave the United States a D-plus rating in its most recent infrastructure report card, estimating it will cost the country about $3.6 trillion to improve its score by 2020.

The bottom line? We have a massive gap between what we spend on infrastructure and what we need to spend to bring our systems up to snuff.

 America’s Homework Assignment

In its 2013 report card, the American Society of Civil Engineers prescribed three steps to solve the problem:

• Increase leadership in infrastructure renewal.
• Promote sustainability and resilience.
• Develop and fund plans to maintain and enhance our infrastructure.

While those steps might seem straightforward, the United States is still struggling to make progress. So what’s holding us back?

Simply put, the sheer size of the task in terms of planning across numerous complex, interrelated aspects of infrastructure is daunting. As a whole, it seems impossibly overwhelming.

Consider what happened with the most expensive and notoriously flawed highway project in U.S. history: the Central Artery/Tunnel Project in Boston, better known as the “Big Dig.”

By the time it was finished, the Big Dig was eight years behind schedule and had exploded in cost from $2.6 billion to nearly $15 billion. The project was designed to reduce traffic on Boston’s existing highways, but it ultimately contributed to congestion because it failed to address the root causes.

Failures like the Big Dig have brought nine factors to the forefront of the infrastructure conversation: capacity, condition, funding, future need, operation, maintenance, public safety, resilience, and innovation. Any project must address these nine considerations — no small feat — before it’s executed.

Where do we even begin? Infrastructure in America is frighteningly complex, and merely planning a major infrastructural overhaul can take decades.

Let’s start by asking ourselves: How do you eat an elephant?

The answer is simple: One bite at a time.

Taking the First Bites

The three solutions I mentioned earlier from the American Society of Civil Engineers report largely call for stronger strategic planning. As the old adage goes, “A failure to plan is a plan to fail.”

Essentially, our first bites of this gargantuan task involve careful planning. The undertaking involves five essential steps:

1) Scenario Planning

We need to start by planning and testing around the “knowns” of our existing infrastructure, whether we’re talking about transportation or any other agency. Before we can move forward, we need to know where we stand.

The next iteration of the American Society of Civil Engineers’ report card is still a year away, but the 2013 and 2009 reports provide context for our current situation. Those reports actually show some improvements, as the grade rose from a D in 2009 to the most recent D-plus. The $1.6 trillion funding gapmentioned in the report shows we still have plenty of room for improvement.

2) Black Swan Modeling

Once we understand the “knowns” of our situation, it’s time to tackle the “unknowns.”

Black swans are used as a metaphor to describe events that are entirely unpredictable. Planning for black swan situations involves looking beyond history and data to think about events we have never experienced before — both good and bad.

This exercise helps us consider the potential of surprises before they ever occur. The fact that something has not happened before does not mean it never will. Black swan modeling helps us take these possibilities into account ahead of time.

3) Innovation of Thought

Part of effective strategic planning — and successful black swan modeling — involves thinking innovatively and considering ideas that are outside the box.

This might require partnerships among academia, industry, and government to identify ideas that truly push conventional boundaries. These might involve crowdfunding to cover project costs, a modern Works Progress Administration, or other radical initiatives.

4) Public-Private Partnerships

Collaboration between public and private entities opens the door to creative solutions by uniting our best thinkers to solve infrastructural problems.

Consider the recent $1.5 billion partnership between private investors and the New York/New Jersey Port Authority that arose from efforts to replace the aging Goethals Bridge. The project is expected to create more than 2,000 construction jobs and inject about $872 million in economic activity into the area. Public-private partnerships can help ensure that a project receives both the funding and manpower necessary to succeed.

5) Big-Picture Thinking

Successful infrastructure updates require big-picture thinking. Federal policymakers must look at infrastructure as one piece of a much larger plan.

The Boston Consulting Group researched the role the private sector can play in improving well-being. The group found that progress for countries or cities needs to be measured by more than a single metric — gross domestic product growth, for example. The study found any progress should factor in the Sustainable Economic Development Assessment model, which is built around sustainability, economics, and investment. We must realize, for instance, that environmental stewardship and economic growth are intimately connected with infrastructure renewal.

We Have to Start Somewhere

Rebuilding our infrastructure is not something that can be put off indefinitely. Every commuter, family, politician and business leader depends on infrastructure to go about their daily lives. Fixing these issues should be among our top priorities.

The initiative might seem daunting, but getting started simply involves taking a few steps — or bites. As we saw from the Big Dig, those nibbles shouldn’t be taken without extensive planning. From there, it’s a matter of implementing a well-crafted strategy.

But one thing is certain: We must get started soon. This elephant isn’t going to eat itself.

This article first appeared on Govloop.com.

The post 5 Ways To Make Infrastructure Planning More Manageable appeared first on gothamCulture.

Similarly, doctors don’t recite every patient’s medical history from memory. That’s what a medical chart is for, and it could mean the difference between life and death. In fact, the Mayo Clinic employs a sophisticated knowledge management system that captures what everyone knows and archives it

Even the transportation industry is getting in on knowledge transfer. Loriann Hoffman, vice president of talent and organization development for the New York City Transit Authority, shared with me that her organization is implementing several knowledge transfer initiatives. Safely moving more than 8 million(yes, million) people by bus or subway every weekday is no small feat, after all.

While your organization may not be responsible for people’s lives, getting the right information to the right people at the right time is still a critical component to your business’s long-term success.

What if the only person who understands a critical part of your company leaves? What if the marketing and engineering teams aren’t talking to each other except casually in the cafeteria?

Are you going to rely on that? Of course not! That’s where effective knowledge management comes into play.

Develop an Effective Knowledge Transfer System

Knowing who knows what, who needs to know what, and how to transfer that knowledge is critical — especially when so much of a company’s worth consists of information. Investing in developing an effective way to transfer knowledge may, in the least, save you some headaches and, at the most, save your business.

Here are some suggestions for implementing a system for knowledge management and transfer in your company:

1. Make it formal. While water-cooler banter is better than nothing, you need consistent, clear processes and tools. As an aviator, I’m partial to lists.

My team creates documents that clearly outline how a process works. We also use checklists and sample templates to ensure that following the process is easy. This increases the confidence of the team members who know that they’re not expected to just “figure it out” when the time comes. Even something as simple as taking notes during meetings and sharing them will keep your employees in the loop.

2. Create duplication. I’m not suggesting that you need two people for every job, but you do need to plan for the worst. Cross-training can mitigate the risk of a key person leaving with a head full of knowledge. Ensure that there are at least two people who can step in during an emergency.

For example, imagine a football team. If the quarterback is injured, another player has to step into that position. But what if no one has practiced that role? Your team probably wouldn’t win the game.

3. Train, train, train. By providing your team members with formal training opportunities, you ensure that you have duplication of skills in the system. However, if you don’t have the resources for formal training, you can try this simulation: Remove a key person from the system temporarily so the team can see what happens. If things fall apart quickly, people will be eager to figure out how to prevent that failure from happening in the future.

For organizations that have effectively transferred knowledge to others, these situations present opportunities for employees to put their knowledge into practice and build their confidence.

4. Use systems. Technology can capture key information for later generations to use. They shouldn’t have to relearn what others discovered. By standing on the shoulders of those who have come before, newcomers can take the ball and run with it rather than spinning their wheels rehashing the same ground that’s already been covered.

5. Create opportunities. Set up informal gatherings where team members can exchange information and develop networks organically. Develop communities of practice so employees can work together to find and share information. This is a great way to capture and share knowledge with a broad audience.

6. Be smart when using consultants. While a consultant can be a valuable asset, keep in mind that they’ll leave after the work is through. Make sure you plan to have their knowledge transferred to internal personnel so you can carry on once they’ve departed.

For any of these practices to make a real difference in your business, you have to communicate the importance of knowledge transfer, explain how it will be done, and, most importantly, practice it yourself.

If you can do that, knowledge transfer will be a key resource and differentiator for your organization. By continuously spot-checking to make sure the right knowledge is being captured and shared, your organization can leap ahead of competitors and seamlessly transition during the departure of key personnel.

On top of that, your employees will be more engaged in their work and have a more in-depth understanding of the systems around them. When your employees feel confident in their ability to step in and help, the different parts of your organization will move together effortlessly. With effective knowledge transfer, your organization will be healthier and happier overall.

This article originally appeared on Forbes 

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