News Deferred Maintenance Can Be Costly to Your Assets

Deferred maintenance may seem like an easy choice in difficult budget years, but it can quietly erode the value and reliability of a community’s infrastructure. What begins as a temporary cost-saving measure often leads to more expensive repairs, shortened asset lifespans, and disrupted services. Rather than offering relief, deferring maintenance pushes problems further down the road, where they become more difficult and more expensive to solve.

This warning is underscored in the newly published ASCE 2025 Report Card for America’s Infrastructure, which delivers a comprehensive assessment of the state of U.S. infrastructure. One of the key trends identified in the report is the importance of sustained investment. As stated in the Report Card, “Sustained investment is key to providing certainty and ensuring planning goes to development, as well as making larger infrastructure projects attainable.”

But what happens when a community lacks the economic stability, or the data, to justify ongoing investments?

During the financial crisis of the late 2000s, communities across the country faced exactly that dilemma. Local leaders and public works directors were under pressure to preserve essential services while managing shrinking budgets. One of the first questions asked was, “What can we cut from our existing budget?”

For many, the answer seemed simple: defer maintenance on existing infrastructure and limit new capital construction. In the short term, this approach offered some economic relief. But in the long term, the consequences have proven to be far more costly.

Keith Pugh, PE, WithersRavenel’s Director of Government and former Engineering Services Director for the City of High Point, recalls the financial pressures of that era.

“I just knew there was a cost associated with deferring maintenance until we got back on our ‘economic feet,’” Keith said. “But I had no way, other than the feeling in my gut, to communicate that with our elected officials.”

This is where lifecycle modeling and planning become critical tools for public works leaders and decision-makers.

Lifecycle modeling provides a data-driven approach to infrastructure management, helping local governments make informed investment decisions. By forecasting asset deterioration and identifying optimal intervention points, it enables agencies to move from reactive repairs to proactive, strategic planning.

“This [lifecycle modeling] is a very powerful tool for showing people, ‘Here’s what happens when you don’t fund or underfund your key assets,’” Keith added.

The effectiveness of lifecycle modeling is further enhanced when combined with clearly defined Levels of Service (LoS). LoS outlines the expected performance or quality of a service, whether that means the number of potholes per mile of roadway, the frequency of stormwater system inspections, or the acceptable response time to utility outages.

By developing a LoS-based budget, discussions with elected officials and stakeholders shift from emotional reactions to informed dialogue. It creates a framework where decisions can be made based on data and community priorities, not just gut feelings or immediate financial constraints.

While lifecycle modeling and LoS planning may not generate additional funding overnight, they equip public works professionals with the insights needed to stretch every dollar further, protect critical assets, and sustain service delivery.

Deferred maintenance may seem like a temporary solution during tough financial times, but its long-term consequences can jeopardize both infrastructure and public trust. By embracing lifecycle modeling and aligning budgets with LoS, public works leaders can better articulate the risks of underinvestment, plan smarter, and ensure resilient, reliable infrastructure for generations to come. It’s not just about saving money today, it’s about investing wisely for tomorrow.