Parekawhia McLean's broad experience will shape her new role. Photo / Christine Cornege
A high-flying former bureaucrat who has landed a powerful tribal job says her era won't be characterised by personality politics.
Last week, Parekawhia McLean beat former assistant police commissioner Clint Rickards to head Waikato-Tainui's administrative arm.
The tribe has assets worth $644 million, with the admin arm acting as the
iwi's work engine implementing executive board Te Arataura's policies.
Ms McLean is a former adviser to prime ministers Jim Bolger, Jenny Shipley and Helen Clark. She replaces Hemi Rau, fired as chief executive after board chairman Tuku Morgan led an investigation into media leaks.
The pair's relationship at times was nothing short of dysfunctional.
But Ms McLean, a 45-year-old mother of two and recent first-time grandmother, is clear her time in the position won't be marked by personality issues.
Her past is a pointer to that, she said.
"I know it's a talking point that I've worked for National and Labour. The reason why I've survived is because I understood my role and I didn't get involved in the politics.
"It's about working hard, loyalty, I'm a team player and I like to get the best out of others. Our tribe deserves stability and the space to have their aspirations supported."
Born in Whatawhata, near Hamilton, Ms McLean's has wide experience. At grassroots level she chairs her marae cluster - a grouping of Waikato-Tainui marae which are making plans for their own development. But she was also a young policy adviser when the 1990s $170 million Sealords deal was being thrashed out with then Maori Affairs Minister Doug Kidd.
Her immediate priorities include ensuring a healthy relationship between her organisation and Te Arataura. There will also be changes aimed at ensuring the organisation's work programme is aligned to the tribe's long term strategic plan - Whakatupuranga 2050, she said.
It's a plan which emphasises Kingitanga values, education and socio-economic independence.
Ms McLean said in the first three months she'll be having a close look at the level of resourcing and whether there needs to be structural changes to be more effective. That includes having a close look at how employees are performing.
"I'll be looking at my talent base, what are their strengths, what are the gaps, what do I need? I'm a believer that if you need to make change you do it decisively and when it involves people you give them clarity.
"I don't intend to muck around with the organisation," she said.
