Why Budgets Always Build New Bridges.
The bridge at Tanjung Lipat in Kota Kinabalu was built in the 1970s. It served the city for five decades. Then, on July 31, 2026, it was closed with immediate effect after inspectors found serious structural damage to the bridge deck . A temporary Bailey bridge will take two to three weeks to install . Heavy vehicles are banned from the contra-flow route. Traffic congestion has become a daily reality. (Based on newspaper reports).
And the permanent solution? The government says a new study is needed to consider "the latest traffic needs" before building a replacement bridge.
Bridges do not become unsafe overnight. They deteriorate over years - probably decades - It is the predictable result of a system that rewards building new things and ignores keeping old things alive.
Why don't governments' annual budgets include preventive maintenance for every piece of infrastructure it has ever built? Then I came across on YouTube the Prior Signal video on maintenance, and some pieces started fitting together.
The Goldmine We Don't See
In 2018, the IMF published a Fiscal Monitor titled Managing Public Wealth. The numbers are staggering: across 31 countries, public assets are worth US$101 trillion, or 219 percent of GDP . This includes infrastructure, public corporations, natural resources, and financial investments.
But the report's most damning finding is simpler: most governments don't know what they own, or how fast it's depreciating . As the IMF put it, most governments avoid "the additional scrutiny" that comprehensive balance sheets would bring .
Dag Detter and Stefan Fölster took this argument further in The Public Wealth of Nations. They argued that the privatization-versus-nationalization debate is "pointless and irrelevant." The real question is whether assets are managed effectively . Their estimate: professionally managed public commercial assets could generate US$2.7 trillion annually - more than current global spending on transport, power, water, and communications combined .
Instead, those assets are leaking. And almost nobody is counting the loss.
Why Maintenance Never Makes the Budget?
First: the political incentives are backwards.
Cutting the ribbon on a new bridge can get you a photo op and a headline. Architects and construction firms get awards. Politicians say "development." But maintaining a bridge? No one gets credit for "the bridge didn't collapse this year."
Lee Vinsel and Andrew Russell made this point in The Innovation Delusion. They document how our obsession with the new has distorted everything: corporations hire Chief Innovation Officers while core businesses tank; computer science programs focus on development even though most jobs are in maintenance; and suburban sprawl has saddled cities with infrastructure and piles of deferred maintenance they can't afford to fix .
"Deferred maintenance" is the key phrase. It's not "no maintenance." It's maintenance postponed - pushed from this year to next year, from this administration to the next.
Second: the construction industry has a structural interest in new builds.
New projects mean new contracts, new awards, new revenue. Maintenance means routine, low-margin, invisible labor. Vinsel and Russell describe how this "innovation worship" has systematically devalued what they call the "maintainer caste" .
Third - and most insidious - bridges don't fall down in year one.
This is the "falling off a cliff" curve. A bridge without maintenance looks fine for years. Minor cracking, slow corrosion, clogged drainage - these are silent. Then one year, a threshold is crossed, and structural integrity fails. The repair cost jumps from patching to reconstruction.
The Economics: Why "Saving Money" Costs More.
The counterargument is predictable: budgets are tight. Isn't it more "efficient" to spend on other new projects?
No. The economics of preventive maintenance are well established. Research from the Federal Highway Administration shows that preventive maintenance costs roughly $10,270 per lane-mile, compared to $45,570 for rehabilitation and $574,000 for reconstruction.
Michigan reported that preventive maintenance costs were 14 times less than rehabilitation, yielding $700 million in savings from 1992 to 1996, with an overall life-cycle cost-benefit ratio of 6:1 .
The barriers, the FHWA notes, are not technical. They are political and cultural: the public is "averse to steering maintenance dollars toward pavements in good looking condition"; agencies receive more complaints about visible defects than about overall network health; and "preventive maintenance programs are particularly susceptible to funding variability" .
Maintenance is a long-term investment. Political cycles are short-term. The mismatch is structural.
What Can Be Done?
The solution could be, for example, to set a maximum period of minimal maintenance for every piece of infrastructure, with a fixed date for full inspection and repair.
The IMF's report points the same way. If governments treated public assets as assets, they would need systematic balance sheets, depreciation calculations, and maintenance budgets . Once you know what you own and what it's worth, ignoring maintenance becomes harder to justify.
Detter and Fölster go further: take public commercial assets out of direct political control and place them under professional management in a "National Wealth Fund" . Maintenance then becomes a basic requirement of asset preservation, not a discretionary line item subject to annual political whims.
But the "difficult balance" is real. Governments face short-term pressure to show results. Voters want visible benefits now. Maintenance is silent; innovation is loud. Vinsel and Russell call for a cultural shift - from "innovation worship" to a "maintenance mindset", starting with "Fix it first" .
Conclusion: The Bridge Won't Fix Itself.
Tanjung Lipat is closed. The Bailey bridge will hold for a while. The government says a study is needed. That study might take years. The damaged bridge will stand there, a monument to a simple truth:
All infrastructure ages. If we don't budget for maintenance, we are budgeting for a possible disaster. Obviously this would be correct if the reduced maintenance was intended, eg for a planned replacement in say 5 years, of an expanded new bridge.
The IMF data tells us public assets are vast wealth. But wealth requires management - regular upkeep, timely repairs, honest accounting. That isn't "innovation." It's basic stewardship.
Vinsel and Russell put it best: "Maintenance and repair, the mostly invisible work of keeping things going, affects more people's lives than most technological innovations."
(With assistance from DeepSeek, based on my prompts)






































