April 15, 2026

The federal government’s effort to reduce its vast real estate footprint is not new—but it is gaining renewed urgency. In a recent conversation, Dave Marroni, director of physical infrastructure issues at the Government Accountability Office (GAO), explains that the challenge of disposing of underused federal property has persisted for more than a decade. While progress has been made, Marroni emphasizes that there is still far more space than agencies need, much of it in poor condition and costly to maintain.

Marroni describes the issue as a long-term management challenge rather than a quick fix. Over the years, both Congress and the executive branch have pushed for reductions in excess property, and recent efforts have led to an increase in sales activity. However, he notes that these steps have not yet made a significant dent in the overall inventory. The key now is sustaining momentum and approaching the problem strategically.

A major shift in recent years is the evolving role of the General Services Administration (GSA). Historically, GSA acted more as a facilitator, helping agencies manage their properties when asked. Today, Marroni explains, GSA is taking on a more proactive role, working alongside the Office of Management and Budget to assess underused buildings across the government and identify opportunities for consolidation. This government-wide perspective is intended to move the process forward more effectively.

Part of this new approach includes experimenting with different methods for selling properties. While GSA has long relied on its online auction platform, it is now increasing its use of private-sector real estate brokers. Marroni says this shift reflects a willingness to test new strategies that could improve both the speed and financial outcomes of property sales. However, he stresses that these efforts must be evaluated carefully. Collecting and analyzing data on performance—such as timelines, costs, and returns—is essential to determining what works best.

One of the central themes Marroni highlights is the importance of clear goals and reliable data. While GSA has outlined high-level priorities for accelerating property disposals, it has not yet established detailed performance targets tied to those efforts. Marroni suggests that more granular goals—such as specific timelines, cost savings, and revenue expectations—would help agencies measure progress and make informed adjustments. Without this level of detail, it becomes difficult to determine whether strategies are truly effective.

Data challenges also complicate the process. Marroni points out that inconsistencies in tracking key information, such as when properties are listed or sold and how much they cost to maintain, make it harder to assess performance. Improving data quality does not require perfection, he notes, but it does require consistency and enough detail to support meaningful analysis.

Ultimately, Marroni frames the issue as a matter of good management. Agencies need clear goals, solid data, and a willingness to adapt based on results. While reducing the federal real estate footprint will take time, a more disciplined and data-driven approach can help ensure that progress continues—and that taxpayers see the benefits.