Murray Pugh – Āpōpō CE
As we close the book on a momentous Āpōpō Congress, I find myself reflecting – on where we’ve come from, what we’ve achieved, and where we’re headed next.
This year at Āpōpō, we’ve celebrated significant milestones in the professionalisation of asset management in Aotearoa. Launching the Asset Management Chartered Professional (AMCP) accreditation, further aligning our accreditation schemes with international frameworks, expanding our members knowledge base with the IAM’s Subject Specific Guidelines (SSGs) and Āpōpō Valuation and Depreciation Guidelines, and growing our community of practitioners and thought leaders.
These milestones are not just achievements for our organisation, but a signal of a broader resurgence in asset management’s role and relevance in delivering infrastructure value to our communities.
So today, I invite you to walk with me, as we look backward to move forward in an article by Āpōpō Marcomms Manager Francesca Baan.
As the whakataukī goes:
Kia whakatōmuri te haere whakamua.
I walk backwards into the future with my eyes fixed on the past.
Walking Backwards Into The Future
Foundations of Infrastructure Wisdom in Aotearoa
Long before “asset management” became a recognised discipline, tangata whenua practiced principles of collective guardianship and infrastructure stewardship. Early Māori communities demonstrated sophisticated approaches to public health, water storage, and transport networks. Purpose-built latrines, separate facilities for birth and death, and expansive walking trails reflected an innate understanding of sustainability, interconnectedness, and planning.
European settlement brought both infrastructure expansion and public health challenges. By the late 1800s, local boards emerged to manage roads, bridges, and water systems. Over 4,000 local authorities were in place by 1912 – administering power, sewerage, and public amenities – many of which form the foundations of our current infrastructure landscape.
The seeds of formal asset management were sown through decades of reform and innovation. The 1989 local government reorganisation marked a watershed moment, dramatically reducing the number of councils and pushing for efficiency and accountability. It laid the foundation for integrated infrastructure management across wider territories.
The 2002 Local Government Act brought a new paradigm: long-term, community-centric planning became not only best practice but a statutory requirement. Councils were now tasked with managing assets not just as physical systems, but as vehicles to deliver the four well-beings – social, economic, environmental, and cultural. It marked the birth of true public value-focused asset stewardship.
New Zealand: An Early Global Leader
By the early 2000s, New Zealand was considered a global pioneer. We developed some of the first comprehensive asset management plans (AMPs), implemented lifecycle costing methods, and embedded strategic asset management within public decision-making. Our frameworks and manuals became international references, influencing approaches in Australia, Canada, and beyond.
But the momentum was not sustained. The Global Financial Crisis prompted short-term cost-cutting. Asset renewals were deferred, maintenance was underfunded, and the long-term discipline of asset management was often sidelined by fiscal and political pressure. According to the OECD’s 2023 assessment, New Zealand’s asset management governance and accountability had slipped to the lower tier among developed nations.
Āpōpō – Honouring Our Past, Shaping Our Future
Our organisation’s journey is itself a reflection of asset management’s evolution in Aotearoa. Beginning in 1948 as the New Zealand Institute of County Engineers, we have adapted across decades – becoming ALGENZ, INGENIUM, IPWEA NZ, and now Āpōpō Infrastructure Asset Management Professionals.
The name “Āpōpō” – the night after tomorrow – signals our long-term view and intergenerational commitment. Since rebranding in 2023, we’ve sharpened our focus, professionalised our pathways, and grown our reach across local and central government, consultants, contractors, and international peers.
Our progress is tangible:
- We have over 1,100 members, with nearly 20% growth in the last two years.
- 28 Digital Badges and 2 Āpōpō Certificates, aligned with global standards.
- The Āpōpō Guide, providing authoritative next-generation, locally grounded practice guidance.
- Professional Practice Accreditation (AMA and AMCP), with international recognition via the World Partners in Asset Management (WPiAM) certifications.
- IAM Subject Specific Guidelines, now freely available to our members.
- Over $30,000 in annual scholarships, celebrating diversity and excellence.
- National Forums, Communities of Practice, Local Branch Events and Congress bringing together the profession to share, learn and lead.
This is not just organisational momentum. It’s a movement.
Lessons from the Field
We’ve seen the value of asset management first-hand. Projects like Waka Kotahi’s Strategic Maintenance Investment initiative showed the power of data-driven funding cases. Watercare’s scale and technical capability have enabled high-performance water service delivery under the CCO model. Tararua District’s Route 52 Resilience Project, highlighted at Congress 2025, proved how strategic fit for purpose investment can future-proof communities and reduce isolation.
Across the country, examples continue to emerge: Queenstown Lakes’ proactive growth planning, Dunedin’s comprehensive 3 Waters renewals, and Auckland’s integrated transport strategy. Each tells a story of infrastructure enabling community, economy, and environment – when guided by sound asset principles.
A National Turning Point
At our most recent Congress, a clear message emerged: delivering infrastructure value is challenging, but essential. Funding pressures, siloed governance, poor data, and misaligned incentives still hamper progress. But we also saw change on the horizon.
The Government’s declaration of 2025 as the Year of Asset Management, and bipartisan support for the soon to be released National Infrastructure Plan, signal a return to long-termism. There is now a growing recognition, within both central government and the public, that asset management isn’t a technical niche – it’s a critical lever for national wellbeing, resilience, and prosperity.
What’s Next?
Looking ahead, Āpōpō will pilot our Organisational Accreditation programme, helping asset-owning entities to assess and demonstrate their maturity against both the Āpōpō Guide and international benchmarks. Our collaborations with the Global Forum for Maintenance and Asset Management (GFMAM), the UK’s Institute of Asset Management, and the International Federation of Municipal Engineering (IFME), will ensure we remain globally connected and locally effective.
We will keep investing in our members – through education, tools, practice support, and professional recognition. Because our belief is simple: well-managed infrastructure underpins everything else.
A Closing Thought
In the All Blacks’ legacy of excellence, Gilbert Enoka taught us about standards – how even the most junior member of the team must feel empowered to call out when standards slip. That is the culture we need in asset management. Courageous, accountable, professional.
Āpōpō is here to champion that professionalism and ensure our sector is respected, supported, and empowered. Together, we are shaping a future where New Zealand once again leads – not just in theory, but in everyday infrastructure outcomes.
Let’s continue walking backwards into the future – eyes open, grounded in legacy, and committed to excellence.
