New Zealand’s ongoing infrastructure challenges stem not from excessive political involvement but from the nature of political engagement, according to Nick Leggett, chief executive of Infrastructure New Zealand. In a recent commentary, Leggett argued that infrastructure decisions are inherently political, as they involve choices about public investment, economic development, and the nation’s future.

Leggett contended that the core issue lies in how political leadership interacts with infrastructure projects. He pointed out that politicians have increasingly been drawn into managing project details rather than focusing on setting strategic direction and accountability. This shift has led to infrastructure initiatives becoming political tools, with governments announcing large-scale projects primarily to secure political gains well before funding is secured or tangible progress is made.

The pattern, Leggett noted, often includes repeated announcements of the same projects, cancellations following electoral shifts, and frequent changes in priorities that disrupt long-term planning. These cycles result in wasted resources, diminished industry confidence, and ultimately, less infrastructure delivered for taxpayers’ money.

Despite these challenges, Leggett emphasized the need for stronger political leadership—albeit of a different kind. He advocated for politicians to articulate clear national ambitions and desired outcomes for infrastructure, alongside multiyear funding commitments. This approach, he said, would enable more stable institutions to operate effectively, improve project delivery, and foster greater accountability without undue ministerial interference in individual projects.

Drawing comparisons to international models, Leggett highlighted Norway’s 12-year transport planning horizon as an example of maintaining political choices within a long-term framework. He acknowledged recent government steps in this direction, citing KiwiRail’s three-year funded programme as a positive development.

Leggett urged political leaders to shift the public conversation from competing over specific projects to debating broader questions about New Zealand’s economic productivity, housing affordability, energy needs, regional growth, and infrastructure resilience. He cautioned against fixating on minor project costs in the media, which he said distracts from systemic problems in project delivery and value for money.

As New Zealand approaches its general election in November, Leggett called on voters, businesses, and communities to demand more from political commitments on infrastructure. He recommended skepticism toward large announcements lacking secured funding or clear justification, and encouraged the sector itself to speak out when political decisions or agency underperformance impede progress.

Ultimately, Leggett framed effective infrastructure policy as a democratic imperative that requires politicians to focus on defining the country’s goals, determining investment levels, and holding institutions accountable for results. Without such an approach, he warned, New Zealand risks perpetuating cycles of cycles of announcements and resets that undermine growth and resilience.

With major challenges ahead in areas including housing, transport, energy, water, and climate adaptation, Leggett called for sustained political leadership that sets clear objectives, commits resources, and trusts capable institutions to execute. If successful, this shift could deliver better value for every dollar spent, more certainty for industries and workers, and stronger economic outcomes.