2023 Board Election Candidates

Don Bogie

Section: Canterbury Westland

Age: 67

Gender: Male

Q1. Statement of claim for position on the NZAC Board (e.g. Why do you want to be elected to the NZAC Board? What can you contribute as a Board member?  What will be your focus area(s)? 

I would like to use my experience and skills for the benefit of the NZAC and mountaineering in general. Over the years I have gained a lot of personal satisfaction through the time I have spent in the mountains. Now that I have retired after 44 years with the Department of Conservation (and its predecessor), becoming a board member of NZAC would be a way of giving some more back to the mountaineering community.

I have an extensive alpine climbing background in New Zealand. I am an experienced alpine rescuer and an avalanche expert. With avalanches I have been an educator (teaching on the stage 1 and stage 2 professional courses), taught avalanche rescue, and mapped avalanche paths. For my work on alpine rescue and avalanche safety I became a Member of the New Zealand Order of Merit in 2013.

I have specific risk management skills through the work I have done as DOC’s Senior Risk Advisor and as the Principal Advisor Visitor Risk, in particular work on avalanche, landslides, and volcanic hazard. I have a good understanding of Health and Safety matters, investigating outdoor accidents, and land access issues.

I would like to focus on issues associated with risk.

Q2. Tell us about your climbing background and/or involvement in the New Zealand climbing community/with NZAC. 

I became a full member of the NZAC during the 1970’s under the old membership system where you had to apply and provide evidence of your mountaineering ascents to be considered as a full member. I let my membership lapse in the late 1980’s before rejoining the club in 2001. I was a member of the NZAC Executive Committee from 2015 to 2019.

I started tramping with my family while at high school then gained an interest in caving and mountaineering. I have many ascents of peaks in the Southern Alps including first ascents in the Darran Mountains, the Aspiring region, and the Aoraki – Mount Cook alpine region. Notable ascents include the East Face of Aoraki, Balfour Rib on Mt Tasman, first ascents of the North and Northeast faces of Aspiring.

In recent years my outdoor activities have focused more on tramping, photography, mountain biking, walking, and ascending non-technical peaks.

Q3. Can you expand on your identified focus area mentioned above and why NZAC needs to prioritise this area? 

Risk is something that can stop a person or organisation from achieving its purpose. It is not a bad thing, without taking risks there would be limited personal achievements or organisational gains. The important thing is understanding what the risks are and making good decisions, particularly in circumstances where there is high uncertainty. I would like NZAC to have good ongoing risk management processes with its people, assets, and systems, so that the club can thrive into the future. The outdoor recreation space is becoming an increasingly complex environment with the uncertainties of climate change and changing attitudes to safety matters. Having good ongoing risk management processes is one way to navigate this complex environment.

Q4. What is the biggest issue outdoor enthusiasts in New Zealand are facing right now? 

Climate change is the biggest issue – with glacial change and significant and unpredictable weather events. This is affecting access to the mountains, increasing the risks of landslides, debris flows, and flooding. The flow on effect from increased natural hazard events will be damage to recreation infrastructure. Depending on what sort of decisions are made on replacement or ongoing management of the infrastructure will impact future recreational opportunities.

We are going to see ongoing changes to access, facilities available, and times of the year when activities are possible, all of this will need adapting to and managing as far as is possible.

Q5. In 2023 NZAC finished a large-scale project renovating Aspiring Hut and huts are consistently identified during membership surveys as a priority for the Club. What hut project would you like to see the club undertake next and why? 

I would like to see a project that puts a ski touring hut in the Mackenzie. With the Murchison Hut site no longer viable due to land instability from glacial down wasting, a lack of suitable sites in the upper Murchison Valley, and the expense of flying into the head of the Tasman Glacier, other options should be considered to provide greater opportunities to what is an expanding outdoor activity. Something in the Braemar Conservation Area at the head of Lake Pukaki would offer good ski touring options in less technical and easier access terrain, from the milder slopes of Braemar Dome to the more challenging terrain of Mt Stevenson.   

Q6. What specific skills from your professional roles do you think will be useful in a governance role with the Club? 

The specific skills I would bring are:

• Extensive knowledge of the outdoors and the legislation that effects the management of public lands.
• Risk enquiry and analysis skills.
• Experience investigating outdoor accidents.
• An understanding of natural hazards and the risks they produce.
• Years of management experience where I have worked collaboratively with fellow members of the management teams I have been in.
• Experience working on outdoor recreation committees, councils and working groups. (New Zealand Snow and Avalanche Committee, NZSAR Consultative Committee, MBIE Adventure Activities Working Group)

Q7. Outside of your focus area discussed above, what do you think should be the NZAC’s biggest priority moving into the future? 

The biggest priority will be maintaining access to the mountains. There are multiple threats that need monitoring and acting on. A key risk is managers of public and private lands closing access because of a perception that they need to close places with risks to keep people safe, when it should really be up to the user to decide if they want to take the risks. There is an important advocacy role for NZAC with Park Management Plans, Conservation Management Plans, and legislative changes to protect access. There is also a role to act as a watchdog on behalf of mountain users when land managers overreach their statutory powers when they make closures.

Bob Cooke

Section: Canterbury Westland

Age: 79

Gender: Male

Q1. Statement of claim for position on the NZAC Board (e.g. Why do you want to be elected to the NZAC Board? What can you contribute as a Board member? What will be your focus area(s)? 

I believe that my many years of experience and enjoyment of alpine and related outdoor activities could allow me to contribute to the furtherment of NZAC goals and objectives.

I have been dedicated to safety risk management for many decades, both as a major part of my professional career and in my personal life, in particular when experiencing hazardous situations in mountains and other remote locations.

I believe I could contribute to the enhancement of NZAC codes and procedures for ensuring the highest levels of safety and minimising risks in alpine activities. I have served as an Independent Safety Assessor for railways and other potentially hazardous industries and processes for 25 years. I have had many flights in helicopters to mountain locations, as well as some in light aircraft, so I understand the potential hazards and how the risks can be minimised. I have experienced mountaineering accidents, including some with tragic outcomes and I would like to apply my experience and knowledge to make alpine activities safer.

I joined NZAC in 2019, on recommendation by Adventure Consultants CEO Guy Cotter. I had known Guy since 2002 when I arranged a guided ski touring trip to Fox Glacier and on subsequent occasions in Wanaka for other snow and ice activities in New Zealand.

My interest in ski touring began in the UK in the 1970’s after attending a glacier and avalanche awareness course at Plas-y-Brenan mountain training centre in North Wales, shortly after which I bought my first touring skis and related equipment.

Throughout the 1970’s & 80’s I made skiing trips to France, Italy, Austria and Switzerland then, in the 90’s, to Colorado and Nevada in USA, most of which included some ski-touring.

My other mountain activities have included biking, kayaking, rafting, rock climbing, abseiling and participating in adventure and endurance races in Hong Kong, China (PRC), Taiwan and UK, as well as New Zealand.

Shortly after joining NZAC I attended Club meetings and lectures in Christchurch, where I was introduced to Pat Prendergast and other Club members, including several of the “Midweek Mountaineers” group.

Q2. Tell us about your climbing background and/or involvement in the New Zealand climbing community/with NZAC.

During the past 3 years I have participated in numerous midweek trips, climbing many local mountains / hills of Canterbury and other regions within a few hours drive from Christchurch/ North Canterbury. I have participated in alpine, mountain and other outdoor pursuits for most of my life, beginning in the UK Peak District which was close to my childhood home in Sheffield. My parents were keen hill walkers and cyclists and encouraged me to appreciate and enjoy the great outdoors in England, Scotland and Wales on camping holidays, as well as day trips to the Derbyshire Dales. In my teens, I learned to rock climb on the Derbyshire crags and became a keen potholer (caver), including being a volunteer member of Derbyshire Cave Rescue Organisation. I also took a course in paragliding in the Yorkshire Dales. My other outdoor interests include kayaking, dingy sailing, swimming and sub-aqua diving.

I came, with my wife, to live in New Zealand in 2004 and became a permanent resident the same year. We bought a house in Oxford, which has views of Mt. Oxford and other local hills, which have been my personal “playground” during most seasons and skiing at local ski fields, as well as ski touring day trips. In 2015 I entered the Coast-to-Coast race and completed the 2-Day Individual category and in subsequent years I have been a volunteer Marshal on the mountain stage.

Q3. Can you expand on your identified focus area mentioned above and why NZAC needs to prioritise this area?

I have spent more than thirty years in engineering consultancy, providing project management, systems, assurance, software assurance and quality assurance services relating predominantly to control, safety systems and safety related computer applications, within transportation, energy and construction industries.

Since the mid 1980’s my career, as director and senior partner, has centred on the establishment, development and day-to-day management of a consultancy organisation, focussed on safety, reliability and risk assessment. I have been appointed Independent Software Safety Assessor for railway systems in Hong Kong, Taiwan, Qatar, LTA Singapore.

My enthusiasm for mountains and enjoyment of participation in alpine activities has always been tempered by awareness of potential dangers, particularly when alone or when leading a group.

I believe that NZAC, as well as other organisations promoting mountain adventure and sporting activities, should strive to ensure that accidents are avoided, by progressively assessing potential risks which might result from the changing situations, such as introduction of new techniques, types of equipment etc.

Q4. What is the biggest issue outdoor enthusiasts in New Zealand are facing right now?

Changing climate is always a major issue for outdoor enthusiasts throughout the World and New Zealand is no exception. Glaciers’ rate of receding has been significantly noticeable during my 20 years living here and snow accumulations in winter are threatening the future of skiing and other winter activities.

Q5. In 2023 NZAC finished a large-scale project renovating Aspiring Hut and huts are consistently identified during membership surveys as a priority for the Club. What hut project would you like to see the club undertake next and why?

My experience of NZ huts is not extensive; however one small hut I know very well, from my role as a volunteer marshal on Coast to Coast race, is Mingha Biv, which has only one 2-tier bunk and no room for other furnishings.

I believe it could easily (and cheaply) be expanded to accommodate perhaps 6 persons. Also, provision of a toilet, to replace the existing pick / shovel used to dig holes in the rocky ground beneath the thin covering of grass and other vegetation.

Q6. What specific skills from your professional roles do you think will be useful in a governance role with the Club?

I am a semi-retired executive director in an engineering consultancy company which was founded in UK in the 1980’s and subsequently established in Hong Kong, serving clients throughout Asia, Middle East and Australia.

I am a Chartered Engineer, Fellow of the Institute of Engineering & Technology (IET), within which I have served as a council member in the New Zealand chapter, taking an active role in promoting IET membership to NZ education institutions, including Christchurch and Otago universities, as well as engineering staff working in those regions.

I have spent more than thirty years in engineering consultancy, providing systems assurance, software assurance and quality assurance services relating predominantly to control, safety systems and safety related computer applications, within transportation, energy and construction industries.

Since the mid 1980’s my career, as director and senior partner, has centred on the establishment, development and management of a consultancy organisation, focused on safety, reliability and risk assessment.

I have been appointed Independent Safety Assessor for major projects, systems and software since 2000 in South East Asia and the Middle East, involving numerous visits to Japan, France, Germany, Italy, Australia and China (PRC).

I believe that I could contribute to NZAC governance and policies including:

• Risk management plans / risk register;
• Safety Management System / Hazard Identification guidelines;
• Mountain Safety Council liaison;
• Environmental risk assessment; and
• Reviewing / assessing stakeholder requirements.

Q7. Outside of your focus area discussed above, what do you think should be the NZAC’s biggest priority moving into the future?

Increasing awareness of New Zealand population at large and overseas visitors, to the alpine heritage that can be enjoyed by all, whether by participating in mountain activities or simply viewing and photographing them.

Also, ensuring awareness by all of the potential risks to the environmental native flora and fauna, quality of water in rivers, streams and lakes. This should include awareness of NZ “Leave No Trace” ethics, which should include as a minimum:

• Staying on existing tracks, where possible;
• Leaving no litter, carrying it ALL out;
• Burying toilet waste in non-sesitive locations, away from rivers / streams;
• Respecting wildlife and farm animals / stock;
• Not feeding birds or animals with human food;
• Not lighting fires in any location where it could get out of control; and
• Consideration for others, including minimising noise.

Ross Cullen

Section: Nelson/Marlborough

Age: 75

Gender: Male

Q1. Statement of claim for position on the NZAC Board (e.g. Why do you want to be elected to the NZAC Board? What can you contribute as a Board member? What will be your focus area(s)?

NZAC is an outstanding organisation. I am keen to continue applying my energy, enthusiasm, knowledge, skills and experience to governing NZAC so that it continues to support climbers achieving their goals, delivering a diverse set of services, providing national leadership on climbing-related issues. The NZAC Board has to be alert to opportunities and to changes in climbers needs. It has to be able to mobilize resources as change and opportunities arise. I believe that diversity in experience, skills, interests, sections, amongst Board members ensures NZAC is well placed to pursue opportunities, meet challenges providing accommodation, advocacy, events, instruction, information, publications.

I have contributed to NZAC in a variety of roles over 44 years and have a lot of organisational knowledge about NZAC. I have a reasonable amount of governance experience gained through working on various New Zealand and Australasian boards. I am a current NZAC board member and chair of The NZAC Tūpiki Trust board. My qualifications include BCom (hons) and PhD in economics - I am literate in economics and finance. I held leadership roles at Lincoln University for 20 years, where I worked with colleagues and graduate students from many nationalities. Consensus building and cultural awareness are essential in leadership and governance roles and I have acquired some of each.

If re-elected to the NZAC Board I will focus on new projects including publications and information supply via www.climbnz , and on events including Mature Mountaineers. I will maintain a direct link between Tūpiki Trust and NZAC ensuring mutual benefits from that synergy.

Q2. Tell us about your climbing background and/or involvement in the New Zealand climbing community/with NZAC. 

I began scrambling up peaks in 1975 and have scrambled and rock climbed on eight continents (accepting that Zealandia is a continent). I edited the first two editions of Barron Saddle - Mt Brewster guidebook and have completed many ascents in that region. I have been an NZAC member since 1979 (first with Otago Section, then Canterbury-Westland section and now Nelson-Marlborough section). I have contributed to the club in many roles including section secretary, chairperson, newsletter editor, NZAC President, UIAA delegate, HQ Committee Chair, Publications Committee convener, Board member 2019-2023.

Q3. Can you expand on your identified focus area mentioned above and why NZAC needs to prioritise this area? 

NZAC supports New Zealand climbing by providing instruction, information, events, accommodation, advocacy, respect for maunga and much more. NZAC has to continue providing those services but it also has to keep adapting, recognise new opportunities, select and complete projects that provide new or better ways of operating and supporting climbing. New projects can include: upgrade and enhancement of www.climbnz, strengthened instruction programmes, improved and practical ways to manage human waste in the mountains, improvements to NZAC huts and lodges, new events that bring climbers together to name just some of the possibilities.

New projects often require significant expenditure, take a lot of time and effort to complete., can sometimes drag on and significantly exceed budgeted cost. NZAC has to ensure that projects are carefully evaluated and major risks understood before committing to them, be confident that funding can be obtained, ensure that project oversight is rigorous and reporting is transparent and accurate. Those requirements are key governance items for NZAC board members. If we continue to get this right NZAC can strengthen its support for New Zealand climbing and protection of climbing areas.

Q4. What is the biggest issue outdoor enthusiasts in New Zealand are facing right now? 

Land-based outdoor recreation in New Zealand is heavily dependent on huts, tracks and access. Loss of access to climbing area, overgrown tracks and decaying huts are serious issues. The Department of Conservation is reported to have a $300 million backlog of maintenance projects. Outdoor enthusiasts have to decide where they and our organisations including NZAC apply effort and resources to maintain tracks and huts and how to work collaboratively with landowners, DOC, iwi, local authorities to maintain access to outdoor recreation areas. Grassroots efforts can do some good things but working collaboratively within clubs and with other organisations can achieve much more.

Q5. In 2023 NZAC finished a large-scale project renovating Aspiring Hut and huts are consistently identified during membership surveys as a priority for the Club. What hut project would you like to see the club undertake next and why? 

Homer Hut should be the next focus of attention for NZAC. It is very popular in summer and winter, can become overcrowded and is threatened by gravel build up. Serious investigation is needed and already underway, to determine what is needed to secure the hut, what options are available, and how costly it will be to secure and improve this key climbing base. When we have a detailed report from the investigation team the club will be able to consider their recommendations and determine how best to proceed given the challenges we face, relevant planning and consenting issues, cost and funding possibilities.

Q6. What specific skills from your professional roles do you think will be useful in a governance role with the Club? 

My qualifications include BCom (hons) and PhD in economics. I held leadership roles at Lincoln University for 20 years, where I worked with colleagues and graduate students from many nationalities. I have a reasonable amount of governance experience gained through working on New Zealand and Australasian boards. I chaired the two-year (2015-2017) Strategic Planning work of AARES (Australasian Agricultural and Resource Economics Society)  which required a lot of analysis, planning and development of new policy. I am chair of The NZAC Tūpiki Trust board which receives funding applications, considers those applications, selects project for support, monitors their progress to completion. My skills and experience together with the knowledge I have about NZAC activities and organisation are useful for governance of the club.

Q7. Outside of your focus area discussed above, what do you think should be the NZAC’s biggest priority moving into the future? 

NZAC membership has grown slowly post-Covid to again reach 4400 members. There is a lot of interest in taking up climbing but in some regions there are barriers to overcome on the way to becoming a climber. NZAC introductory instruction courses are reliant on volunteers, are often over-subscribed, sometimes focus only on mountaineering skills. People who have recently completed introductory instruction courses look for opportunities to develop their skill and acquire more experience by way of section trips. I think NZAC’s biggest priority should be development and support of volunteers who instruct in their section and lead section trips. This can be accomplished with syllabi, leadership and support provided by NZAC staff and sections sharing ideas, expertise and knowledge of what works best. 

Lisa Donning

Section: Canterbury Westland

Age: 38

Gender: Female

Although I may not have prior board experience, I bring a strong work ethic, tenacity, and energy to the table. My commitment to the NZAC and my willingness to learn and contribute make up for any lack of board experience.

supportive community of like-minded individuals who share a deep passion for climbing and mountaineering.

Preserving access to privately-owned land is a critical concern for our community. As climbing participation increases, it is important for us to follow guidelines that enable everyone to enjoy these areas while minimising our impact. Improved accessibility has led to more visitors, potentially straining the biodiversity of these locations.

I recommend prioritising the renovation of Arthur's Lodge, located in Arthur's Pass, the first National Park on Te Waipounamu. The popularity of Arthur's Pass is significant, with 12% of international visits to a National Park being directed there. The local community is attempting to repurpose the old visitor centre into a community hall, museum, or conservation hub. A report commissioned by the Department of Conservation in 2020 supports the idea of a conservation center, including an 'up close' virtual reality experience to showcase the unique flora and fauna of Arthur's Pass. This development would likely attract even more visitors to the area.

experience to the NZAC board. My diverse industry background provides valuable perspectives and insights into organisational challenges and improvement opportunities. I am well-versed in governance, risk management, and compliance, having participated in executive leadership meetings and strategy workshops.

By leveraging my experience, skills, and expertise, I am committed to contributing to the success of the NZAC board. I will support governance, strategic direction, financial management, process improvement, effective communication, inclusivity, and stakeholder engagement, driving the club forward towards its goals.

In summary, my focus is on creating a welcoming community, fostering networking opportunities, understanding member needs, improving retention, and attracting new members. By prioritising these aspects, we can cultivate a thriving environment that adds value to our members' lives and nurtures their passion for climbing and mountaineering.

Neil Hamilton

Section: Canterbury Westland

Age: 59

Gender: Male

Q1. Statement of claim for position on the NZAC Board (e.g. Why do you want to be elected to the NZAC Board? What can you contribute as a Board member?  What will be your focus area(s)? 

Climbing has been good for me over the years, and the mountains are my ‘happy place’. My closest friendships have been forged in the mountains, whether trips have been successful and a summit reached at dawn on a perfect day, or one of my many abject failures! I’ve been an NZAC member since 1992 and continue to be an enthusiastic and reasonably active climber. I have extensive governance skills and experience over 30 years (both commercial and not-for-profit), a track-record of growing various profitable businesses, and a desire to ensure this club and the ethos of outdoor adventure remain relevant for generations to come.  

The NZAC was particularly valuable to me when I arrived here from the UK in the early 90’s as the club and the people I met through it were my gateway to understanding the NZ mountains. I was very active in the Canterbury Westland section in the mid to late 90’s but less so since that time due to a few years overseas, various businesses and establishing a ‘lifestyle’ property got in the way. After 20 years of being amongst the silent majority of club members I’m re-engaging with the CW section in 2023 as part of a recent spurt in personal climbing activity, and am also putting myself forward for the board as I feel it’s worthwhile way to channel my personal passion for climbing, plus my wealth of accumulated professional skill and experience.

Key areas of focus for me:

1. Continue to strive for the right balance between national club business activities, advocacy and interests, and those of the regional sections and individual members. To my mind one of the reasons the club will thrive will be maintaining the right mix and ensuring good understanding, communication and collaboration between members and the board.
2. Ensure that we have a good strategy over different horizons, both short and long term, and more importantly, that we actually execute well on our strategy (most strategies fail due to poor execution).
3. Further develop existing, or identify and pursue new revenue streams to ensure that the club can expand or at least maintain our activities and assets.
4. Strive to appeal to a representative cross-section of the population, i.e. improve club diversity. I may be a male pakeha over fifty, but I’m not standing for the board to reinforce historical or current demographics—we need to nurture relationships with sections of the population that have not been historically well represented and ensure we portray and live-by, an inclusive and welcoming culture.

Who am I? I try to live life to the full and be a positive influence to those around me, be a decent human being and not forget to have lots of laughs along the way. Life is short. I’ve learned a great deal about myself through pushing my boundaries in the mountains and sometimes by getting in (and out) of tricky situations that retrospectively provide great yarns and formative experiences. 

Q2. Tell us about your climbing background and/or involvement in the New Zealand climbing community/with NZAC. 

I got into climbing via tramping as a teenager. I gradually moved onto more challenging terrain and learned how to use ice-tools, ropes etc. Since then I’ve spent a huge proportion of my leisure time in the mountains - tramping, climbing and ski-mountaineering, initially in the UK and Europe, then in the NZ mountains after moving to NZ. I’ve climbed half a dozen or so of our 3000m peaks, been over 6000m in Bolivia (only a few years ago), failed on Ama Dablam in Nepal, bouldered in Yosemite and pottered around in mountain ranges in various other parts of the world. I am an enthusiastic climber of very modest ability!

I was very actively involved with the C/W section for some years as newsletter editor (3 years), chairman (2 years), organiser of various club trips, volunteer instructor on snowcraft courses and co-organiser of speaking tours by Kurt Diemberger and Doug Scott. In recent years I have been less actively involved in club activities, but in my limited spare time I’ve remained a reasonably active climber. Since 2022 I’ve actually dedicated more time to mountain trips due to unfinished business with Elie de Beaumont, Mt Tasman and perhaps a 7000m peak at some stage (call it a bucket list). It seems like a natural extension to this that I get involved in club activities once again, so I will be a volunteer instructor on C/W winter courses in 2023 and run a few follow-up trips beyond that.

Q3. Can you expand on your identified focus area mentioned above and why NZAC needs to prioritise this area? 

I’ve cited several areas in my response to Q1. It’s a tricky time for all clubs all of whom face significant competition for membership dollars and volunteer energy, both of which are the lifeblood of the club. In addition to this we obviously need to compete with the many other activities and ‘clubs’ available to the general populace. We need to retain existing members and attract new ones from different sections of society to ensure viability and relevance in the long run. If we don’t remain relevant and provide value to members the club will die.

Q4. What is the biggest issue outdoor enthusiasts in New Zealand are facing right now? 

Access to recreational areas, and the overlapping and often competing interests of recreational and commercial users, tourism and conservation. There is huge pressure on our precious natural resources and the NZAC plays a number of important roles, not least acting as a voice for the climbing community.

Not everyone is a fan, but I’m generally supportive of the Department of Conservation spending much of their time and energy on conservation, plus concentrating users/people on Great Walks and ‘front-country’ assets, whilst increasingly leaving backcountry tracks, huts etc to volunteers and other organisations to maintain. The NZAC can continue to play a key role in this if we can find the dollars and volunteers.

Q5. In 2023 NZAC finished a large-scale project renovating Aspiring Hut and huts are consistently identified during membership surveys as a priority for the Club. What hut project would you like to see the club undertake next and why? 

Aspiring and Unwin renovations were projects to maintain existing base-hut assets and retain/boost capital value, plus ensure these assets generate operational revenue by being attractive to members, schools and other user groups. I’m unsure of the state of other existing club huts and their usage patterns at present, but it’s obvious the club should invest into other existing huts where they are in viable locations and it makes sense to do so.

I think we’ve lost 5-6 huts in the Aoraki/Mt Cook National Park in recent years. I’d love to see the NZAC tackle a few more new hut projects in this park and other parts of the country, perhaps akin to the new(ish) Beetham Hut. We need to look at current backcountry usage patterns and likely changes due to shrinking glaciers and other factors and look to build huts in areas underserved today, and likely to remain viable in the foreseeable future.  Relocatables generally appear to make sense on the surface of it.

Ignoring the park management plan and logistical/cost issues (!) I’d personally love to see a hut placed somewhere in the mid-Hooker. There is currently no useful hut between Whitehorse and Empress. I’ve always enjoyed the valley and used Gardiner quite a few times back in the day. Let’s put a relocatable somewhere to break the journey to Empress, and provide a base for climbs and overnight trips midway up the Hooker (noting that the NZAC submission on the draft park management plan already suggests exploring this).

Q6. What specific skills from your professional roles do you think will be useful in a governance role with the Club? 

1. Listening, thinking, planning and acting to get stuff done (preferably in that order).
2. Practical governance experience over 30 years with around a dozen mid-sized commercial companies, school board, conservation board etc. Also a Chartered Member of the Institute of Directors and hold a couple of degrees plus other professional qualifications.
3. Successfully developing and executing new strategies.
4. Negotiating with divergent stakeholder groups and finding common ground for the majority.
5. Financial literacy and management – have managed P&L budget of up to $100million.
6. Driving organisational performance and growing profitable businesses.
7. Using technology to achieve reach, scale and efficiency. Strategy, governance and management of technology projects, vendors, contracts etc.

Q7. Outside of your focus area discussed above, what do you think should be the NZAC’s biggest priority moving into the future? 

I’m going to repeat myself—ensuring that we remain viable and relevant as a club. That’s arguably the only job of the board (in consultation with members). The board must act in the best interests of the club and make bold and tough decisions as required—even when not necessarily in the short-term interest of some members.

Simon Mills

Section: Auckland

Age: 40

Gender: Male

Q1. Statement of claim for position on the NZAC Board (e.g. Why do you want to be elected to the NZAC Board? What can you contribute as a Board member?  What will be your focus area(s)? 

I am passionate about climbing and adventures big and small on Aotearoa’s mountains and rock crags.  Climbing and NZAC have provided me great friendships, adventure and community.  The club has had a central role in my climbing journey as for many of my friends.  The club’s diverse activities across publications and guides, huts, instruction courses, advocacy, grants, insurance partnerships and section networks are a foundation of climbing in NZ.  I want to help NZAC continue to grow, enable and champion all forms of climbing in NZ. 

My career has included management roles with the Department of Conservation and Auckland Council across conservation management, parks planning, policy development and resource consenting.  I have experience in governance, financial management and working alongside and partnering with mana whenua.  I am collaborative and solutions focused and invest time in understanding other’s perspectives.

Working with other board members I will be committed to ensuring the club can continue its role supporting climbers and climbing, now and into the future.  I believe climbers are the most important part of climbing in NZ.  I will help support the growth of club membership including welcoming pathways into climbing communities and good support systems and networks for club sections and their volunteer life force.  The clubs hut network is an impressive strategic asset.  I will help to see this valued by all users and that the club and its facilities can continue to meet member needs.

Q2. Tell us about your climbing background and/or involvement in the New Zealand climbing community/with NZAC. 

I have enjoyed rock climbing and mountaineering (up to Grade 3) since starting university in 2001.  Trans-alpine trips with easy rock and snow are what really grab me.  Time living in Taupo has left me fond of ignimbrite and pockets.  I am fortunate to have climbed and explored widely across NZ with climbing trips to Africa and South America along the way.

Q3. Can you expand on your identified focus area mentioned above and why NZAC needs to prioritise this area?

NZAC is a national, member-based club.  It has strength through the passion and commitment of its members and volunteers.  The club needs to ensure it continues to be something that current members value and is attractive to new members. 

There has been significant growth in indoor climbing and bouldering over recent years.  These are now often the climbing passion of choice rather than a supporting act to other climbing.  Much of the clubs activities around huts, guidebooks, grants and instruction hold less relevance to these activities so the social networking and connection, inspiration and courses need to be compelling for these climbers.  This is one of the reasons I am a huge fan of the national indoor bouldering series.

Q4. What is the biggest issue outdoor enthusiasts in New Zealand are facing right now? 

Outdoor recreation in Aotearoa is excitingly diverse.  The challenges big and small facing the many different pursuits and participants are hugely diverse as well.  An issue I see as important for outdoor recreation in our public conservation lands is the ability to maintain, repair and replace the access and physical infrastructure that supports our recreation.  This is an issue experienced by individuals, clubs, and local and central government.  And one whose impact will grow.  Weather and climate change, inflationary pressures and changing patterns of use and demographic preferences will continue to shift how and where access and recreation opportunities are most valued and resourced. 

Supporting informed, considered conversations around the sustainable development and management of recreation assets and access in Aotearoa is something the club can model in its own activities and through collaboration with the wider outdoors community and agencies.   The diversity and continuing evolution of the clubs climbing related activities and the communities it represents has it well placed to be a constructive influence and effective advocate for its members.

Q5. In 2023 NZAC finished a large-scale project renovating Aspiring Hut and huts are consistently identified during membership surveys as a priority for the Club. What hut project would you like to see the club undertake next and why? 

NZACs huts are an enviable strategic asset.  They are places of connection and refuge across generations of NZ climbers and are often a destination in their own right.  They also represent some of the highest financial costs and risks for the club.   I am not familiar with the maintenance or replacement needs across the huts or their comparative use and current resourcing to comment on any particular hut – though I have a soft spot for Whangaehu Hut. 

As a club we do need to see greater valuing of huts by all users – reflected through increased purchasing of hut tickets.  I would like to see a project to communicate current and future costs of the hut network, how these are funded, and continued work on increasing user payments.

Complementing this is continuing to ensure the club can sustainably manage and fund a hut network that supports club members activities into the future.

Q6. What specific skills from your professional roles do you think will be useful in a governance role with the Club? 

I have 15 years experience as a manager at the Department of Conservation (Central North Island) and Auckland Council.  I have led work across conservation and parks management planning, environmental policy and resource management act consenting.

I hold strong programme governance and project management experience.  I am adept at helping develop common understanding of complex issues and establishing clarity around areas of disagreement.

I am collaborative, patient and considered.  I value being recognised as practical and solutions focused.  My first career was as a steel fabricator and machinist – doing it right the first time and taking time to understand the issue are lessons I carry through to today.

Q7. Outside of your focus area discussed above, what do you think should be the NZAC’s biggest priority moving into the future? 

I am going to cheat here. The clubs activities are so diverse that it is an impracticality to have a single priority. So in no particular order;

• Being a club that embraces climbing in all forms and all levels with a strong, diverse membership and active sections.
• A National Office that has financial resilience and that can continue to support and adapt to the sections and members needs.
• A strong, collaborative climbing scene in NZ.

Myles Perry

Section: Auckland

Age: 48

Gender: Male

Q1. Statement of claim for position on the NZAC Board (e.g. Why do you want to be elected to the NZAC Board? What can you contribute as a Board member?  What will be your focus area(s)?

I am hugely passionate about climbing and spending time in the mountains.  I have enjoyed my time – including making friends, building self-confidence and staying fit.  I want to help NZAC give others the opportunity.  NZAC plays a crucial role in introducing people to the climbing world, maintaining and developing access rights, alpine huts, providing training, guide books, advocacy, and a social network of people who share the passion.

My career experience will add value to the NZAC Board.  I have expert knowledge of operations, finance, governance, audit and risk management. I am collaborative and will work hard with my fellow Board members to represent all members now and to ensure we have a strong and sustainable NZAC into the future. 

I will promote all forms of climbing – from indoor bouldering to alpine mountaineering. I believe the best climber is the one having the most fun. 

I have enjoyed my first term on the NZAC Board and, if re-elected, look forward to continuing to be involved with accommodation and to assist with the collaboration between NZAC and ACAT.

Q2. Tell us about your climbing background and/or involvement in the New Zealand climbing community/with NZAC. 

Climbing and the mountains have been a passion of mine since I was a teenager in the UK. I have been fortunate to climb and spend time in the mountains in the UK, Europe, North and South America, Himalayas and New Zealand. Family and work life have limited the time available but not the fire for this passion. 

I enjoy all forms of climbing from indoor gyms, bouldering, sport and trad rock, ice and alpine.  Some highlights include: rock climbing in the Verdon Gorge in France, ascent of Aconcagua (just under 7000m in South America), ski touring the Haute Route from Chamonix to Zermatt, climbing a new mixed winter route at Tukino, and bolting a new route at Maungarei Springs crag in Auckland.

I have lived in NZ for last 23 years and been a member of NZAC most of that time.  In addition to my current term on the NZAC board I also volunteer for ACAT – helping writing submissions, assisting with individual crag access issues and have helped with crag clean up and intro to outdoor climbing sessions for youth climbers at Maungarei Springs.

Q3. Can you expand on your identified focus area mentioned above and why NZAC needs to prioritise this area? 

Our members value our network of huts and lodges.  There are increasing challenges and costs of maintaining accommodation including for example increasing compliance requirements, increasing insurance costs and the cost of flying human waste out from alpine huts.  There has been recent publicity about how DOC is struggling to manage its network of huts.  NZAC relies on volunteers a lot in this space and we should all be very thankful of the effort and time those volunteers put into our accommodation.  NZAC needs to think strategically about our accommodation, how we maintain our current assets, the use of technology to improve the user experience for booking huts and improve hut fee compliance (please if you use a hut – pay the hut fees), and also about potential new accommodation assets that will be valuable to our membership now and in the future in a world with a changing climate.

Q4. What is the biggest issue outdoor enthusiasts in New Zealand are facing right now?

Access is the biggest issue facing outdoor enthusiasts. This issue materialises in many forms including relationships with landowners (particularly for climbing crags), climate change and glacial retreat impacting access to climbing in alpine regions, and complex stakeholder management as recently displayed with the attempts to find a new solution to maintain skiing on Mt Ruapehu following the voluntary liquidation of RAL and the complexity of managing the various stakeholders – Iwi, DOC, creditors, skiers, local businesses and community. 

NZAC needs to collaborate well with ACAT and the FMC to ensure that the voice of climbers and outdoor recreationists is heard, to advocate for the climbing community and to ensure we are engaged with all key stakeholders to ensure that access to climbing is sustainable for current and future climbers.

Q5. In 2023 NZAC finished a large-scale project renovating Aspiring Hut and huts are consistently identified during membership surveys as a priority for the Club. What hut project would you like to see the club undertake next and why? 

The future of Homer Hut should be a key focus.  The use of the hut is growing as the region’s climbing has developed.  The Milford Opportunities Project will potentially have an impact on Homer Hut and access to climbing in the area.  We need to work strategically within NZAC and effectively collaborate with other stakeholders to ensure we have sustainable and relevant accommodation available to our members and the climbing community in this region.

Q6. What specific skills from your professional roles do you think will be useful in a governance role with the Club?

• Qualified accountant with strong financial literacy
• Strong analytical & strategic planning and execution
• Expert knowledge of operations, finance, governance, audit and risk
• Leadership experience in highly regulated and safety sensitive sectors
• Strong governance experience, from Executive roles reporting to Boards and I was the secretary of the Air NZ Audit Committee (when I was the Chief Internal Auditor at Air NZ)

Q7. Outside of your focus area discussed above, what do you think should be the NZAC’s biggest priority moving into the future? 

NZAC needs to continue to embrace and be relevant for its membership across all forms of climbing including mountaineering, ice and mixed climbing, ski-mountaineering, traditional rock climbing, sport climbing, bouldering and indoor climbing.

In a world with increasing recreational options, we need to think about we can add value and be relevant for youth and families. The next generation of elite climbers are likely to start climbing indoors in the gym.  How can NZAC help build a pathway from the gym to the crag and the alpine environment?