; (7) well-managed and resilient regional, State, and local infrastructure assets will lower future Federal taxpayer costs for recovery and restoration efforts; (8) in purchasing infrastructure, the Federal Government typically accepts a low-cost capital bid without a plan for maintaining an asset that is designed to last 30 to 40 years, such that investing in local best practices and capacity for better procurement, asset management, design, lifecycle finance, and innovative data and sensor systems will partially address the resilient infrastructure funding crisis in the United States; (9) States and regions have unique infrastructure systems and challenges, such as— (A) wildfires and droughts in the West; (B) failing dams and levees in the Midwest and Mississippi regions; (C) stormwater management issues in the South and East; and (D) broadband connectivity in the Intermountain region; (10) the interconnected nature of energy, water, building stock, transportation, and communication systems demands new investments and innovations— (A) to prepare for mitigating risks and cyberattacks; and (B) to carry out integrated deployment strategies; (11) the basic infrastructure needs of many communities are changing during the COVID–19 era to emphasize distance learning and public health, while much of the infrastructure stock of the United States created in the 1950s, 1960s, and 1970s is aging; (12) 2/3 of United States infrastructure is funded at the State and local levels; (13) the Federal Government, in the role of a long-term strategic infrastructure partner, should focus on making catalytic investments that— (A) promote local best practices in resilient infrastructure through performance-based investments in States and communities; (B) encourage regional innovation, innovative partnerships, and economic resilience strategies and outcomes that fund long-term capacity building and economic recovery