GOV 044003 ATTACHMENT.pdf

Document 1
From:
Megan Main
To:
DL-MGMT-ACC Executive
Subject:
FW: For ACC Board: an update on Executive Team arrangements
Date:
Friday, 27 June 2025 8:14:00 am
Attachments:
image001.jpg
Kia ora koutou exec
FYI an email I just sent to the Board. We will be cascading comms this morning from 8:45am as
below.
Meet with Client Recovery LT
Michael + Thomas (8.45am)
Meet with SC&P LT
Megan + out of scope (9am)
Meet with SEP LT
Andy (9am)
Meet with SEP all – weekly wrap
Andy (9.30am)
Email to EL as heads-up
(9.30am)
out of
Email to SC&P all
(9.45am)
out of
Email to ACC all
(10.00am)
out of
Ngā mihi
Megan
From: Megan Main
Sent: Friday, 27 June 2025 8:05 am
To: Subject: For ACC Board: an update on Executive Team arrangements
Kia ora koutou Board Interim Chair and Members
Following discussion with the Interim Chair earlier this week, I want to give you an update on
some important temporary changes I am making to the Executive Team to set us up to deliver our
Operational Turnaround Plan.
I have now concluded an expression of interest process for a six-month internal secondment to
the DCE, System Commissioning & Performance role to enable out of scope to return to his
substantive role as Head of Health Partnerships. I’m pleased to let you know that I have
appointed Thomas Ronan, currently Head of Client Recovery, to this role effective 30 June.
Thomas will be well known to you from his leadership of the RIG and other critical work to
improve our case management approach and respond to our rehabilitation performance
challenges and is well placed to continue this work while we recruit to the role on a permanent
basis.
I also want to let you know that I have decided to establish a temporary role of Executive Lead
Scheme Sustainability for a six-month period. Following Glenn Phillip’s return to his substantive
role at the Ministry of Housing and Urban Development last week, it is clear there is an ongoing
need for a dedicated executive level role to maintain momentum on the Turnaround Plan,
particularly given delays in the Cabinet process and ongoing work on legislative options with
MBIE.
This role will be accountable for setting ACC up to effectively deliver the Operational Turnaround
Plan, ensuring coordination and alignment across plan initiatives and delivering key governance
and oversight activities. I intend to second Andy Milne to act in this role and will shortly
commence an internal expression of interest process to backfill his substantive position as DCE
Strategy, Engagement & Prevention.
I plan to announce these appointments to staff this morning. I will also brief the Minister’s Office
on these changes and how they will support turning around the performance of the Scheme to
ensure it is sustainable long-term.

Document 2
From:
Megan Main
To:
out of scope
Subject:
RE: For approval: DCE Turnaround
Date:
Wednesday, 25 June 2025 11:52:39 am
Attachments:
image001.png
Approved thanks out of scope
Ngā mihi
Megan
Megan Main
Chief Executive Officer, ACC
From: out of scope
Sent: Wednesday, 25 June 2025 11:00 am
To: Megan Main
Subject: For approval: DCE Turnaround
Kia ora Megan
Can I please get your approval to establish a the temporary DCE Turnaround role.
It would be band 24 (same as all Execs) and run until 31 December 2025.
Thanks
out of scope
Head of People & Culture (Future Workforce) 1000581, ACC
Future Workforce-0412 | Wellington - Justice Centre
ACC | Wellington 6011 | New Zealand
ACC Website | ACC Newsroom | Facebook | Instagram | LinkedIn | YouTube | X

Executive Lead,
Scheme Sustainability
Document 3
Tōnui Ake Nei | Thriving Aotearoa is our vision for a future where we work together so that
all people and their communities can live the lives they value.
We know that a diverse and inclusive team helps us meet the needs of our customers, and we welcome candidates
from every ethnicity, national origin, gender identity, age, and those with a disability or who have additional mental
health needs. It is important to us that people are free to be themselves at work. Here are some ways we
encourage that:
•
Employee networks to support our colleagues from diverse backgrounds.
•
The option to explore flexible working that suits your needs and ours.
•
Development opportunities in te reo Māori me ngā tikanga.
Position Purpose
The Executive Lead, Scheme Sustainability is responsible for setting ACC up to effectively deliver our Turnaround
Plan, ensuring coordination and alignment across plan initiatives and driving key governance and oversight
activities, both internally and with our cross-government partners. This includes strategic leadership of the
Turnaround Plan, driving delivery that is integrated, future-focused, and grounded in ACC’s core purpose, to ensure
ACC is well-positioned to deliver improved outcomes for the Aotearoa of the future.
The role works across the organisation to align near-term improvements with long-term scheme sustainability,
developing practical solutions that sustain momentum and impact. Operating in a high-accountability environment,
success depends on strong systems leadership, strategic influence, and the ability to navigate change while
adapting to evolving expectations.
Leadership aspirations at ACC
Our leaders understand, are invested in, and are committed to what we are looking to achieve now and in the
future. They bring our purpose to life for their teams driving desired outcomes through prioritisation, focus,
empowerment, continuous improvement, and change leadership. Leaders at ACC are proactive in their attempts to
implement Huakina Te Rā.
Our people are motivated to make a difference for our customers, because leaders are a source of motivation,
energy, and insight, and they have the courage to make the right decisions the right way at the right time and
model our behaviours for their teams.
Key Accountabilities and Outcomes
• Takes Executive Leadership responsibility for:
o
Supporting the Chief Executive and working collaboratively with other Executive colleagues in the
implementation of ACC’s strategic plan by ensuring the strategic roadmap, business priorities,
programmes of delivery and initiatives are aligned.
o
Leading a culture of shared accountability for achievement of organisational objectives to improve
customer outcomes through strong partnerships between service delivery and enabling functions.
o
Providing strategic direction and oversight to develop and deliver coordinated strategies, business
planning processes, frameworks, and capabilities for the organisation, with the expertise and
involvement of other Groups as required.
o
Ensuring a highly effective leadership cohort to deliver high performance and employee engagement,
and connection to our purpose.
o
Understanding ACC’s legal responsibilities, and how to operationalise these responsibilities and
manage legal risk, in the context of the Executive team collectively and as part of each Executive team
member's individual functional responsibilities.

o  Demonstrating proven performance  in the application of Te Tiriti o Waitangi and ACC’s
Whāia Te Tika strategy for system and process design to improve access and deliver improved
health outcomes for Māori.
o  Developing a culture of health and safety, by leading and role-modelling health and safety practice and
actively supporting employees returning to work following an injury or illness.
•  Operational Turnaround Plan Leadership:
o  Lead enterprise delivery of performance expectations set by the Minister, with particular focus on
turning around (improving) rehabilitation performance and securing the future financial position of the
Scheme..
o  Drive design and delivery of ACC's Operational Turnaround Plan, ensuring coordination and alignment
across plan initiatives and driving key governance and oversight activities, both internally and with our
cross-government partners.
o  Act as the enterprise integrator of our future direction into ACC’s operations and culture, identifying and
resolving interdependencies, duplication, delivery risks, and conflicting priorities across the
organisation to ensure focus remains on securing the Schemes future in an environment where
immediate challenges and performance expectations also need to be met.
o  Establish effective delivery rhythms, assurance mechanisms and governance that enable the
organisation to track progress, identify risks early, decide and act quickly and soundly, and respond
decisively to delivery challenges.
o  Ensure resources and effort are directed to initiatives that will deliver the greatest enterprise-wide
impact and advise where adjustments are needed to balance short-term gains with long-term Scheme
sustainability.
o  Influence stakeholder, leaders and key decision-makers to understand the long-term consequences of
short-term actions, and influence redirection of focus or resourcing to protect the future of the Scheme.
o  Ensure alignment between near-term changes and longer-term strategic direction, so that immediate
improvements set a strong foundation for a sustainable Scheme.
o  Support alignment to a ‘back to basics’ operating model, ensuring that  strategic priorities remain
grounded in ACC’s core purpose and public value.
o  Influence and support senior leaders across the business to take ownership of delivering outcomes
aligned to the operational turnaround agenda.
o  Lead strategic communications and engagement internally, ensuring kaimahi understand ACC’s
operational turnaround plan and are inspired to contribute to meaningful, long-term change.
o  Coordinate the organisation’s response to findings from key external reviews, the operational
turnaround plan responds to review recommendations appropriately.
o  Serve as the key interface between operational turnaround plan delivery and external accountability
requirements, including oversight of Board and Ministerial reporting.
o  Maintain trusted, productive relationships with the CE, Executive Team, Board, and other stakeholders,
enabling alignment, visibility, and responsive navigation of changing expectations.
o  Identify and call out delivery risks early and take ownership for developing credible alternative
approaches that keep delivery on track while safeguarding the long-term sustainability of the Scheme.
o  Champion future-focused changes that create near-term impact while building toward the longer-term
vision, ensuring any incremental improvements are durable and aligned to the ACC 2030 operating
model.
o  Lead confidently in a shifting strategic environment, building adaptability into delivery approaches and
ensuring the organisation can pivot as expectations or future state requirements evolve.

Experience and Qualifications
•  Experience operating in an executive leadership role within a large, complex organisation, preferably within
the public sector, with a specific focus on leading organisational strategy development and delivery.
•  Demonstrated experience in delivering performance improvements and transformational change at an
enterprise level in response to significant internal and external challenges, while upholding the principles of
public accountability, transparency and ethical governance.

•
Demonstrated ability to make strategic decisions and sound recommendations based on proper analysis,
relevant information, key issues, and relationships, that balance the interests of customers and
stakeholders.
•
Significant experience in managing and influencing relationships with internal and external stakeholders,
to lead the delivery of enterprise-wide initiatives.
•
Strong leadership experience with demonstrated ability to influence without direct authority.
•
Demonstrated ability to set and lead a strategic vision for large organisations and to engage employees in
aligning and delivering to the organisation’s purpose, values, and vision.
•
Proven experience in preparing high-quality ministerial correspondence, briefings, and reports within a
government context.
•
Significant exposure to boards and board dynamics, including executive experience of board reporting.
•
Exemplifies leadership values, creating a people focused culture to achieve high engagement and
performance.
•
Proven performance in the application of the Te Tiriti o Waitangi to design of policies, systems, and
processes.
•
Sound understanding and demonstrated leadership of the application of Te Tiriti o Waitangi.
ACC Behaviours
Accountable: He tangata pono
I make considered decisions; I’m responsible for my actions, and I take practical steps to overcome challenges.
Inclusive: He tangata kotahitanga
I encourage others; I respect different perspectives; I collaborate and make it easy for ideas to be shared.
Curious: He tangata mahira
I am open to new ideas; I welcome feedback and seek opportunities to improve.
Customer focused: He tangata aro kiritaki
I enable my customers to achieve the right outcomes by being responsive, clear and transparent.
Our ACC Behaviour and Leadership framework provides more detail about the behaviours you are expected to
demonstrate in an Enterprise Leader role.