The release of the draft National Infrastructure Plan marks a pivotal moment for New Zealand’s infrastructure sector, offering what Infrastructure New Zealand chief executive Nick Leggett describes as a “once-in-a-generation opportunity” to reset the country’s approach to infrastructure planning, delivery, and asset management.
“We’ve been given a clear-eyed look at the long-term challenges facing our system — and this draft plan sets a foundation to do things differently,” Leggett says.
At its core, the draft Plan outlines how New Zealand can achieve greater value from its infrastructure investment, while tackling long-standing issues such as asset underperformance, planning complexity, and the absence of a stable, long-term pipeline.
The Plan’s authors have not shied away from confronting difficult truths. Despite New Zealand ranking in the top 10% of OECD countries in infrastructure spending relative to GDP, the returns on that investment are among the lowest.
“That’s not a sustainable position, especially given the demographic shifts, geographic realities and resilience challenges we face,” Leggett says. “It underscores the need to manage what we already have much more effectively, while improving the way we plan for future needs.”
The Plan places strong emphasis on maximising value from existing assets — a theme welcomed by Infrastructure New Zealand, which has long advocated for prioritising strategic asset management as a foundation for improved performance across the board.
The draft Plan identifies three key areas for reform that resonate strongly with contractors, engineers, planners, and project owners:
Clear direction is given on maintaining and upgrading existing infrastructure more strategically, ensuring longevity and consistent performance.
Planning and consenting remain major bottlenecks. The Plan proposes practical steps to streamline processes, improve speed to market, and give providers greater certainty.
Creating a stable and predictable project pipeline A forward-looking infrastructure programme would give confidence to investors, councils, consultants and contractors — supporting workforce development and investment in innovation and delivery capability.
Leggett emphasises that consistency in government policy is critical for all parties involved in infrastructure delivery.
“The sector needs stability to plan and invest for the long term. That means alignment not just within government, but across political lines. Mixed signals create uncertainty — and uncertainty costs money.”
The Plan proposes a New Zealand-specific framework that accounts for the country’s unique conditions — from dispersed population centres and rugged terrain to exposure to natural hazards. These factors must shape our infrastructure priorities, Leggett says.
“We need solutions tailored to our context, not just imported models. That includes designing infrastructure that is more resilient, adaptive, and aligned with both Māori aspirations and local community needs.”
Additionally, the Plan calls for a shared national vision to guide infrastructure investment across multiple electoral cycles — a message echoed by many in the industry who have seen major programmes delayed, re-scoped, or cancelled due to changes in political leadership.
The consultation process is now open, and Infrastructure New Zealand is encouraging broad industry engagement — not just from large firms and investors, but from councils, regional operators, SMEs, and the trades who are central to infrastructure delivery.
“If we don’t act now, the cost will be borne by future generations. It’s vital that everyone in the sector makes their voice heard. The decisions made off the back of this Plan will shape our communities, our economy, and our environment for decades,” Leggett says.
Coinciding with the Plan’s release, Infrastructure New Zealand published a case study on Connexa, the public-private partnership responsible for deploying mobile tower infrastructure across the country.
The report highlights how foreign direct investment, combined with a clear delivery pipeline and performance expectations, enabled Connexa to build a world-class mobile network efficiently and at scale.
“It shows that if we open the door to new delivery models, we can build faster, better, and smarter. The future of infrastructure is not just about spending more — it’s about investing better,” says Leggett.
As consultation begins, the message from Infrastructure New Zealand is clear: the draft National Infrastructure Plan offers a chance to make overdue, systemic changes — but the opportunity must be seized.
“We’ve talked about the challenges for years — now we have a roadmap for change. Let’s not waste it.”
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