Central Darling Shire Council's transition back to democratic governance is being supported by the steady hand of interim General Manager Robert Hunt, who stepped into the crucial administrative role just weeks before the historic December 4 meeting that marked the end of 12 years under administration.

Hunt's appointment followed the resignation of General Manager Greg Hill, who departed last month to take up a position at Coonamble Shire Council.

The timing of Hill's departure, coming in the final weeks before the newly elected and appointed councillors took office, could have created uncertainty at a pivotal moment for the shire.

Instead, Hunt's appointment ensured continuity of leadership and administrative expertise during the critical handover period. The role of General Manager in any council is substantial, but in Central Darling Shire, covering 53,511 square kilometres with a population under 2,000 spread across six main towns, the position carries unique challenges.

The General Manager serves as the chief executive officer of the council, responsible for implementing council decisions, managing day-to-day operations, supervising staff, overseeing service delivery and ensuring compliance with a complex web of legislative and regulatory requirements.

Hunt arrives at a moment of enormous change for the organisation.

The transition from administration to elected governance represents far more than a simple change of personnel at the top.

It requires a fundamental shift in how decisions are made, how community engagement occurs and how the organisation positions itself in relation to the communities it serves. Under administration, the administrator effectively combined the roles that would typically be split between an elected mayor or chairperson and a general manager.

Bob Stewart, as administrator, had both the political authority to make final decisions and the administrative responsibility for implementing them.

Now, as Chairperson, Stewart will work alongside Hunt and the other five councillors in a more traditional governance structure where elected representatives set policy direction and the General Manager leads the organisation in delivering on those directions.

This transition requires careful navigation and clear communication about roles and responsibilities.

Hunt's experience as interim General Manager will be crucial in helping the new council understand the distinction between governance and management, between setting strategic direction and making day-to-day operational decisions.

The six councillors, combining three elected locals with three appointed experts, bring diverse skills and perspectives but limited collective experience as a governing body.

They will be relying heavily on Hunt and his senior management team to provide advice, prepare comprehensive reports, identify options and flag potential issues before they become problems. Hunt's role extends well beyond administrative duties.

He will be instrumental in helping the council prepare its first community strategic plan, delivery program and operational plan under the new governance model.

These documents, due for adoption by June 30, 2026, will shape the shire's direction for years to come.

The General Manager's input into these planning processes, balancing community aspirations with operational realities and financial constraints, will significantly influence the final outcomes.

The interim nature of Hunt's appointment raises questions about longer-term leadership arrangements. Will council conduct a recruitment process for a permanent General Manager, or might Hunt's interim status be converted to a permanent appointment if the early months go well?

These decisions will need to be made by the new council as it settles into its role and develops a clearer sense of what it needs from its chief administrator. The departure of Greg Hill and Hunt's subsequent appointment highlight the challenges of retaining senior staff in remote local government.

The pool of experienced local government managers willing to work in remote locations is limited, and councils like Central Darling often struggle to compete with larger, better-resourced councils offering higher salaries, more opportunities for career advancement and better access to services and amenities.

Hunt will be working with a staff cohort that has operated under administration for more than a decade.

Some staff members will have joined during that period and have never worked in a council with elected representatives.

Others will remember the pre-administration days and the circumstances that led to intervention. Managing this organisational culture and helping staff adapt to new governance arrangements will be an important part of Hunt's role.

The interim General Manager will also be key to managing relationships with state and federal government agencies, securing grants and funding, navigating regulatory requirements and representing the council in regional forums and networks.

These external relationships are crucial for a remote council heavily dependent on government support and collaboration with neighbouring councils and regional organisations.

Hunt's stewardship during these critical early months could significantly influence the trajectory of Central Darling Shire Council.

A smooth transition, well-prepared reports, sound operational management and good working relationships with councillors would set the foundation for success.

Conversely, administrative problems, poor communication or friction between the General Manager and council could undermine confidence in the new governance model.

The NSW Government's $6 million support package for Central Darling's transition includes funding for capacity building. Some of this funding could potentially support the General Manager's office, allowing for additional senior staff, consulting expertise or training and development initiatives that strengthen the council's administrative capabilities.

For residents watching the new council take shape, the General Manager might not be the most visible figure, but Hunt's work behind the scenes will be fundamental to whether the council succeeds or struggles.

All report councillors consider, every decision they implement and all service residents receive will have passed through the General Manager's office.

As Central Darling Shire Council writes this new chapter in its history, Robert Hunt's role as interim General Manager places him at the centre of the action. His ability to support six diverse councillors as they learn to work together, to maintain service delivery during organisational change and to help build a sustainable foundation for elected local government will be tested daily.

The interim tag on Hunt's title might suggest temporary arrangements, but the work he's doing now will have lasting impacts on the shire's future.

Whether he continues in the role long-term or hands over to a permanent appointment, the systems, relationships and foundations established during these crucial transitional months will shape Central Darling Shire Council for years to come.