By Barry Schoch, PE – Vice President and Mid-Atlantic Transportation Design Service Line Leader at KCI Technologies, Former Pennsylvania Secretary of Transportation
At the American Society of Civil Engineers’ (ASCE) Solutions Summit, I had the opportunity to share my insights as part of a transportation panel focused on the intersection of asset management and infrastructure funding. The discussion was timely and all too familiar, because while state DOTs have made significant progress in developing sophisticated asset management programs, the same core challenge continues to limit their impact: funding.
It was an honor to represent KCI Technologies and contribute to a dialogue that addressed one of the most pressing issues in our industry: the growing disconnect between technical best practices and the financial resources needed to implement them.
The Evolution of Asset Management
Every state DOT I’ve worked with has developed strong, data-driven asset management programs. These include condition assessments, degradation models, and prioritization tools that allow agencies to make sound, long-term decisions about their transportation infrastructure.
These programs are built around maximizing performance and extending asset life in the most cost-effective way possible. From a technical standpoint, they work. The problem isn’t the strategy; it’s what happens when strategy meets budget limitations.
Where Strategy Meets Funding Constraints
Imagine a pavement section that, based on its current condition and projected performance, is best suited for full-depth reconstruction. This treatment would restore the asset to an “A” grade and deliver the greatest long-term value.
But once cost estimates are developed and placed alongside other competing priorities, that recommendation often gets replaced with a lower-cost approach, such as a patch and overlay. The pavement remains serviceable, its life is extended, but the end result is a “C” grade at best.
This scenario plays out over and over again, not because DOTs lack strong strategies, but because the financial resources needed to fully implement those strategies simply aren’t available.
The Hidden Cost of Underinvestment
This dynamic is one of the primary reasons our infrastructure continues to lag in overall condition. It’s not due to a lack of knowledge, effort, or innovation. In fact, transportation agencies and industry professionals have spent years refining models, materials, and methods that optimize long-term performance.
This funding-first approach forces the system to become reactive rather than strategic. Asset management shifts from a tool for long-term stewardship to a triage system, doing the best with limited resources.
Underfunding doesn’t always produce immediate, dramatic failures; rather, the results can include subtle changes like increased travel delays, rising maintenance costs, premature system deterioration, and missed opportunities for innovation. The consequences can also extend beyond infrastructure performance. Poor asset conditions can affect safety and economic growth while disproportionately impacting communities where deferred maintenance is most common.
KCI’s Approach to Bridging the Gap
At KCI, we understand these challenges firsthand. Our teams work alongside public agencies to develop comprehensive asset management plans that incorporate both engineering insight and financial reality.
We help clients evaluate life-cycle costs, explore multiple treatment scenarios, and pursue innovative funding sources, including grants and partnerships. Our goal is not only to recommend the right solutions, but also to help agencies implement them in a way that fits within their available resources while still aligning with long-term goals.
Moving the Conversation Forward
The ASCE Solutions Summit offered an important platform to elevate this conversation, and it was encouraging to see so many leaders from across the industry coming together to discuss solutions that balance strategy and funding.
Infrastructure doesn’t deteriorate overnight, and it won’t be restored overnight either. By recognizing the central role funding plays in asset management decisions and working together to advocate for sustainable investment, we can begin to close the gap between what we should be doing and what we can do.
Smart engineering is essential, but it must be paired with smart investment. Only then will we realize the full potential of the planning and tools we’ve worked so hard to develop.
