Our board

The NZVA Board

The NZVA Board is comprised of nine elected, and up to two appointed members. Board members are nominated by NZVA members. They are elected for a term of three years, at which time they will retire. Retiring members of the Board are eligible for re-election.

The NZVA Constitution and Rules describes the roles and responsibilities of the Board, the President and the Chief Executive Officer.  

Board member responsibilities

The Board is responsible for the long-term health and prosperity of the NZVA. Its role is to govern, not manage. The Board delegates day-to-day management to the Chief Executive Officer.

Board members represent the interests of the organisation and its' members. The Board is entrusted to ensure that the NZVA is managed according to “best practice” corporate governance, and in line with the respective constitution and rules.

In summary the Board fulfils its responsibilities by ensuring:

  • the relevance of its policies and the appropriateness of the ways in which programmes and services are provided;
  • the organisation have the capacity to implement policy and to manage their affairs;
  • that the financial resources are managed effectively;
  • there is an effective strategy developed according to a governance best practice process that allows management to develop and implement sound business plans;
  • risks regarding type, level and quality of programmes and services provided (or not provided) are understood and that means are in place to manage these risks;
  • good levels of communication are maintained in order to demonstrate transparency and accountability to relevant stakeholders, including members.

NZVA members who would like to seek nomination to become Board members need to be aware that successful nomination means a significant commitment to the NZVA over several years. Ideally, a Board member would contribute to the Board over two consecutive three-year terms. The development of governance skills takes time and personal development. The Board needs high-performing members to be effective, and succession planning is essential to enable smooth transition as experienced Board members retire from their governance role.

All Board members are expected to contribute to Board meetings to the best of their ability. To facilitate this the NZVA will provide a comprehensive orientation into the affairs of the Board and the NZVA at large, its issues, current concerns, and financial position.

New Board members will be given governance training early within their first term so they have a good understanding of the governance role (if they have not already received the same).

Time commitment for Board members

The NZVA Board meets four times a year, usually in February, May, August and November. Most meetings are in Wellington. In addition, Board members are expected to attend the Branch Summit held in August, usually in conjunction with the August Board meeting, and to attend the NZVA national conference.

Board members are also expected to:

  • contribute to at least one of the six committees that report to the Board
  • take on portfolio responsibilities and maintain a liaison role with allocated special interest and regional branches
  • contribute to other projects as and when required.

Board member person description

Board members must possess the following attributes:

Honesty and integrity, leadership, strategic thinking, commitment to excellence, adding value, decision-making, interpersonal and communication skills, organisational awareness, and financial understanding.

Board member job description

  1. Attend Board and relevant committee meetings and functions as requested.
  2. Keep informed of each organisations mission, services, policies, and programmes.
  3. Review agenda and supporting papers prior to Board and relevant committee meetings.
  4. Work constructively with other Board members and the CEO for the good of the organisations.
  5. Actively and constructively contribute to board and committee meetings.
  6. Be prepared to serve on committees and offer to take on special assignments on behalf of the Board.
  7. Represent members as a whole rather than focus on sectional interests.
  8. Comply with Board Conflict of Interest and Confidentiality policies.
  9. Represent the organisations and the Board at external meetings as requested.
  10. Take on delegated portfolio responsibilities.
  11. Contribute to projects as and when required.
  12. Board members should consider contributing to succession planning on the Board and be prepared to work towards holding a position as an officer (Vice President/President) at some stage.