In September of 2018, the Club underwent a governance change. The membership voted to adopt a Board rather than the Club Committee structure which previously governed the Club.

In October 2019, the first elected Board of the Club took office.

The current Board consists of the following members:

President - Clare Kearney

Past President - Lindsay Smith

President Elect - Jim Petersen

Ordinary Board Member – Ross Cullen

Ordinary Board Member – Peter Hillary

Ordinary Board Member – Myles Perry

Ordinary Board Member – Yvonne Pfluger

Section Council Delegate – Joshua Schoombie

Section Council Delegate – Len Caley


The following position(s) are coming up for election in 2022:

  • President Elect

Election timeline



Election advised to members via email and social media. Nominations open with this announcement.

26 May

Nominations close (3 weeks, as per rules)

16 June

Preparation of candidate profiles 

17 June – 27 June

Notification of candidates to membership 

Notification of voting method to members. Voting commences with notification.

29 June

Voting closes

20 July

Announce successful candidate

22 July

President elect takes office

1 October

Board Responsibilities

On behalf of the key stakeholders, the Board of the New Zealand Alpine Club (NZAC) is responsible for the stewardship and future well-being of the organisation. Board members exercise leadership, enterprise, integrity and judgement in directing the NZAC to provide assurance of its continuing and lasting capacity to support and provide leadership in New Zealand climbing.

In discharging their responsibilities directors have a duty to act in the best interests of the NZAC as a whole, irrespective of personal, professional, commercial or other interests, loyalties or affiliations. Board members first duty and loyalty must be to the legal entity.

In summary the NZAC Board:

  1. Provides governance and stewardship, ensuring continuing capacity to deliver services in the best interests of NZAC and its stakeholders.
  2. Is active in ensuring an appropriate mix of members whether through interaction with key stakeholders resulting in the election of appropriately skilled personnel or through the appointment of such individuals as permitted by NZAC rules.
  3. Promotes the NZAC purpose, establishes NZAC values and sets the strategic direction as the basis for annual and longer-term planning.
  4. Determines the appropriate culture for NZAC and models’ behaviours that reflect and promote the desired culture.
  5. Establishes governance policies providing the framework for the management of NZAC e.g. financial, human resource, asset management policies.
  6. Ensures that internal processes and procedures are designed to provide effective controls and serve as the basis for reporting to the board as required.
  7. Employs the General Manager and monitors management and organisation performance against board-established criteria.
  8. Identifies and monitors the management of organisational risks.
  9. Ensures that the organisation complies with all internal and externally imposed compliance requirements.
  10. Establishes and maintains effective relationships with stakeholders and allied organisations.

Download full responsibilities here.

If you would like more information regarding the governance of a sporting organisation, Sport New Zealand has published excellent reference material here


Each Board member will bring different knowledge, skills and experience to their role. Across all Board members, the NZAC Board requires the following competencies:


  • Be familiar with NZAC’s objectives, vision, values and goals (strategic plan)
  • Understand:
    • the role and functions of the NZAC as an amateur recreation club
    • the Board’s role in proper governance and stewardship of NZAC
    • NZAC’s governance structure and policies
    • NZAC’s services and activities
    • Diversity and inclusion
    • Environmental protection
    • Te Tiriti o Waitangi partnerships
    • the needs of NZAC’s members and stakeholders
    • the distinct roles and responsibilities of NZAC staff and NZAC volunteers


Strategic thinking

Ability to:

  • keep the big picture in mind and not allow self or others to be caught in minutiae
  • think independently, grow in knowledge, and rely on data rather than opinions
  • be goal and future-oriented
  • think critically, ask questions, and challenge unsubstantiated opinions
  • understand issues from different perspectives
  • understand and process large amounts of information (print, online, and oral) effectively and efficiently

Ability to:

  • articulate ideas, opinions, rationales and comments in a clear, concise and logical manner to address the needs of the audience
  • effectively communicate with other board members, NZAC staff and volunteers, club members and stakeholders, orally and in writing
  • speak in front of small and large groups using both self-prepared and externally-prepared materials, and with a professional demeanour
  • achieve practical consensus in group discussions
Decision Making

Ability to:

  • use logic and reasoning to identify issues as well as the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems
  • make informed decisions efficiently and take action when needed
  • be objective at all times about what is best for NZAC as a whole, rather than what is best for a particular area or aspect of NZAC

Ability to:

  • effectively collaborate with other board members, NZAC staff and volunteers, club members and stakeholders
  • work independently as required
  • interact with other board members in a group setting, both contributing to discussions and valuing the contributions of all members
Analytical Skills

Ability to:

  • understand and analyse financial reports
  • understand legal issues
  • analyse risk and understand risk management
  • review and analyse proposed budgets in light of NZAC resources, strategic goals and priorities
  • analyse reports from Board committees, the General Manager, working groups and other entities and comment on drafts of publications and other documents as appropriate


  • Leadership or governance experiences in other organisations (eg. non-profits, public sector, private sectors, statutory/regulatory)
Candidate form

For more information on being on the Board please contact the President, Clare Kearney ([email protected]). For any questions on the process of the election please contact Karen Leacock, the General Manager ([email protected]).

Download the form HERE