Griffith Regional Aquatic Leisure Centre's Fitness Club is set to receive a major equipment upgrade following community consultation with members who requested fresh, modern and high quality facilities.The gym floor will soon feature an extensive range of new equipment including a five station multi gym, squat rack with lifting platform complete with barbell, weights and trap bar, and new straight bars ranging from 10 kilograms to 55 kilograms. Additional equipment includes new abductor and adductor machines, a bicep curl tricep extension machine, an assisted chin dip machine, a power lifting bench, an air bike, a lat pulldown seated row machine and a ski erg, along with other items.The upgrade represents a significant investment in providing members with an enhanced training experience designed to motivate, inspire and support their fitness journeys. Centre management emphasised that the improvements are part of an ongoing commitment to deliver the best possible facilities for members.To safely complete the installation, the gym floor will be temporarily closed from Monday 8 December to Friday 12 December 2025. During this period, all group fitness classes will continue as scheduled in the aerobics room, and members will be able to access the aerobics room outside class times with limited equipment available.Personal training sessions will proceed as normal, though trainers may need to make temporary adjustments. Members are being encouraged to take advantage of their full access to all pools during the closure period, with suggestions to explore alternative training options such as laps, water running or recovery sessions.The temporary closure represents a brief interruption to regular gym services before members return to a refreshed and re energised fitness environment. Centre management has thanked members for their patience during the upgrade process and expressed excitement about welcoming them back to the enhanced facilities.The upgrade follows direct feedback from the community consultation process, demonstrating the centre's responsiveness to member needs and preferences in shaping facility improvements.

So, we are definitely in the trenches of the holiday season now, and there most likely isn’t a member of your house whose emotions aren’t at peak.As an adult, I know all too well how hard it is to keep a rein on your own emotions, rather than anyone else’s, the Pollyanna in me is fervent any opportunity is an opportunity to help our kids with their emotions. The experts are telling us that while it is our natural go to to reward kids when they are generous, once that pint sized human is given a physical incentive to be generous to others, they will only be likely to do so if they think they are getting something out of it. So, instead of reaching for a reward, reward with your words by praising. Telling them they are a kind person or that they are the type of kid who really understands how other people feel.There is ever emerging evidence that a present father has more of an impact than engaged mothers on children’s learning and maintaining helpful behaviour. When a dad is connected with their children, and involved in raising them, the little tykes are likely to feel more empathy for others, until after they grow up.To manage your children's emotions during the holidays, maintain routines where possible, set clear expectations, and create quiet downtime to prevent overstimulation. Validate their feelings by acknowledging them and model calm behavior yourself. Encourage open communication, teach simple coping strategies like deep breathing, and plan with your kids to give them a sense of control. 

Central Darling Shire Council has taken a crucial step toward planning its future by appointing consultants to develop a community strategic plan that will guide decision making and set priorities for the decade ahead. The decision to engage external expertise for this vital planning process reflects the importance of getting the community strategic plan right and the specialised skills required to facilitate meaningful community engagement across such a vast and diverse shire. A community strategic plan is far more than just another council document. It represents the community's shared vision for the future, identifying aspirations and priorities across all aspects of community life including economic development, social wellbeing, environmental sustainability, infrastructure and services. This ten-year plan will shape council decision making throughout its term and beyond, influencing budget priorities, service delivery and long-term investments. The Local Government Act requires councils to prepare and adopt a community strategic plan that reflects community aspirations and sets out key strategic directions. For Central Darling, emerging from 12 years of administration, this planning process takes on added significance as the first real opportunity for communities to collectively articulate what they want for their shire's future. The consultants appointed will need to design and implement a comprehensive engagement process that reaches across Central Darling's scattered communities. Menindee, Wilcannia, Ivanhoe, White Cliffs, Tilpa and Sunset Strip each have distinct characters, challenges and priorities that must all be heard and reflected in the final plan. Effective community engagement in such a geographically dispersed shire requires creativity and commitment. Face-to-face consultations in each town remain important, giving residents the opportunity to speak directly with the consultants and council representatives. However, this traditional approach needs to be supplemented with online surveys, phone interviews and other methods that accommodate the realities of remote living, where travelling to a community meeting might mean hours on unsealed roads. The strategic planning process must also ensure that diverse voices within each community are heard. Aboriginal residents, long-term locals, recent arrivals, business owners, farmers, young people, seniors and community group representatives all bring different perspectives and priorities. A truly representative community strategic plan requires input from across this spectrum, not just the usual suspects who always turn up to consultation processes. The consultants will need to help the community think beyond immediate concerns and consider longer-term trends and challenges facing Central Darling. Climate change impacts, population decline, aging infrastructure, economic transition, changing agricultural practices, water security and service delivery in an era of constrained budgets all need to be on the table for honest discussion. At the same time, the plan must remain grounded in reality. Community aspirations need to be balanced against financial capacity, regulatory constraints and practical limitations. The consultants' role includes helping participants understand what's achievable and guiding the conversation toward priorities that are both meaningful and realistic. The community strategic plan will need to acknowledge Central Darling's unique characteristics and the challenges inherent in delivering services across Australia's largest local government area. Distance, isolation, limited population, harsh climate, aging infrastructure and socioeconomic disadvantage in some communities all shape what's possible and what strategies might work. The plan must also recognise the shire's strengths and opportunities. Rich Aboriginal cultural heritage, stunning natural landscapes, resilient communities, agricultural potential, mining activities, tourism possibilities and the determination of residents who choose to make their lives in this challenging environment all represent assets to build upon. Previous strategic planning occurred during the administration period, but documents developed without genuine community input and ownership inevitably lack the legitimacy and buy-in that comes from authentic engagement. This new planning process offers the chance to reset, to involve communities meaningfully and to create a shared vision that people actually believe in and will work toward. The delivery program and operational plan that flow from the community strategic plan will translate long-term aspirations into concrete actions and priorities for the council's four-year term and the year ahead respectively. These documents must align with the strategic plan while also reflecting financial realities and statutory obligations. The consultants will work closely with council staff who bring detailed knowledge of current operations, past initiatives, regulatory requirements and practical constraints. This collaboration between external facilitation expertise and internal operational knowledge should produce a plan that is both visionary and implementable. Community engagement around the strategic plan also provides an opportunity for the new council to demonstrate its commitment to listening and responding to community input. How the consultation process is conducted, how feedback is incorporated and how the council responds to community priorities will send important signals about the kind of governance residents can expect. The timeline for developing the plan is tight, with adoption required by June 30, 2026 to meet statutory deadlines. The consultants will need to move quickly to design the engagement process, conduct consultations, analyse feedback, draft the plan, facilitate further community input on the draft and prepare the final document for council adoption. For Central Darling communities, the strategic planning process represents the first real opportunity in more than a decade to shape their shire's direction. Whether residents feel their participation was genuine and their input valued will significantly influence their relationship with the new council and their faith in the democratic process. The community strategic plan that emerges from this process will be judged not just by its content but by how it was created and whether communities feel genuine ownership of the vision and priorities it contains. Getting this right matters enormously for the legitimacy and effectiveness of the new council and for rebuilding trust in local democracy after years of administration.

Leeton Shire Council has voted on the first round of Community Strengthening Grants for the 2025 to 2026 financial year, with seven local organisations receiving funding to support programs and initiatives benefiting the Leeton community.The successful recipients include the All Nations Christian Fellowship of Leeton, the Leeton Army Cadet Unit, Leeton Little Athletics Club, the Leeton Multicultural Support Group, the Riverina Roadrunners and St Peter's Anglican Church of Leeton.The grant program is designed to assist community groups in delivering activities and services that strengthen social connections and provide valuable programs for residents. Applications are assessed based on their potential community benefit and alignment with council priorities.The program operates on a biannual basis, with a total of $30,000 available across both rounds each year. The next round of grants will open for applications in March 2026, providing another opportunity for community organisations to seek funding support.Member for Murray Helen Dalton congratulated all recipients of the grants, acknowledging the important work these organisations undertake in supporting the Leeton community. The grants represent council's commitment to fostering a strong and vibrant community sector.Community groups interested in applying for the next round of funding can begin preparing applications ahead of the March 2026 opening date. Further information about eligibility criteria and application processes will be made available through Leeton Shire Council as the next round approaches.

Practically at our back door are these exquisite murals painted in Griffith.Located in Banna Lane, and with over 30 large-scale murals, the Griffith art trail is constantly evolving, making it the perfect weekend adventure for locals and visitors alike.You can pick up a Griffith Mural Art Trail map from the Griffith Tourism Hub and discover the city’s open-air gallery. Explore Hermit's Cave and Scenic Hill lookout, visit the Griffith Pioneer Park Museum to learn about local history, and experience the agricultural heritage by visiting wineries or exploring the local produce. Other activities include hiking in Cocoparra National Park, seeing art at the Griffith Regional Art Gallery, or enjoying the views from the Scenic Hill lookout.  There is so much to do and see in the secret nooks and crannies of Australian Back Country, too many to list. But nevertheless let's have a go!Practically around the corner in Darlington Point, is Altina Wildlife Park. This outstanding Wildlife Park has unique personalised zoo-fari tours like no other. You will meet many rare and exotic as well as some of Australia's native animals up close and personal whilst travelling in style on horse-drawn or motorised carts.Now, in White Cliffs, they mine for gems, but the town is indeed a gem in itself. Here you can explore opal mines, the White Cliffs Solar Power Station, and Paroo-Darling National Park. Activities include underground opal mine tours, fossicking for opals, visiting local shops and hotels, and exploring the Darling River. For events, check the schedule for local happenings like the White Cliffs Gymkhana and Rodeo.In nearby Wilcannia, there is amazing sights to be seen. So much of this little town is amazing history.Wilcannia was once a much larger and thriving town, becoming the third-largest inland port in Australia during the late 19th century due to its role as a hub for paddle-steamers transporting wool and wheat along the Darling River. It was known as the “Queen City of the West” and had a population of around 3,000 people by the late 1890s. The town's decline began after 1900 with the introduction of rail, which reduced the need for river transport. Balranald is a veritable gold mine of activities. You can explore the Walls of China, by taking a guided tour or drive the Mungo Loop Track to see the spectacular sand and clay formations.Visit the Visitor Centre: Begin your visit here to pay the entrance fee and learn about the park's history through its excellent exhibition.Go on a guided tour: NPWS Aboriginal guides offer 2-hour tours of the Mungo lunette, providing insights into the park's Aboriginal history and culture.Drive the Mungo Loop Track: A self-guided drive is a great way to see the stunning landscape at your own pace.Go camping or picnicking: Enjoy a meal or stay overnight at designated campsites, such as Bella Campground.Look for wildlife: Mungo National Park is home to a variety of wildlife that can be seen during walks or drives. Visit the Balranald Discovery Centre: Learn about the town's history as a river port and gold rush hub.Explore local heritage: Take a walk along the Ben Scott Swing Bridge or visit museums like the Balranald Southern Cross.Drive the Darling River Run: Balranald is on the route and can be used as a base for exploring the Darling River.Visit Yanga National Park: Enjoy the wetlands and floodplains of this nearby national park.Take a tour: Outback Geo Adventures offers various tours of Mungo National Park and the surrounding areasSome of the best trips and experiences you will ever have are off the beaten track, and out of the city. The people are friendly, the amenities fantastic and the price points of rural areas may just hit the pocket a bit better.

Two new Category 1 fire trucks have been delivered to Rural Fire Service brigades in the Murrumbidgee Irrigation Area district, enhancing firefighting capabilities for Darlington Point and Goolgowi.Captain of Darlington Point Troy Heath took delivery of the new vehicle from District Manager Scott Connor, whilst Goolgowi brigade also received their new Category 1 truck in separate deliveries. The additions represent significant upgrades to the firefighting fleet serving the MIA district.The vehicles feature contemporary firefighting technology designed to enhance firefighting efforts, along with the latest crew protection systems to improve safety for volunteer firefighters responding to incidents. The modern equipment will provide crews with improved capabilities when tackling fires across the region.Member for Murray Helen Dalton welcomed the deliveries, describing them as fantastic additions to the local firefighting fleet. The investment in new equipment demonstrates ongoing support for volunteer fire services in rural and regional areas.

Central Darling Shire Council has locked in its meeting schedule for 2026, establishing a regular rhythm of democratic decision making and creating opportunities for community members across the vast shire to engage with their newly elected and appointed representatives. The setting of meeting dates, considered at Wednesday's inaugural session, might seem like routine administrative business, but it carries real significance for communities that have gone without elected local representation for 12 years. Regular, scheduled council meetings provide certainty about when important decisions will be made and when residents can raise issues directly with councillors. The meeting schedule will need to balance several competing considerations. Councillors must meet often enough to deal with the substantial business of managing Australia's largest local government area, but not so frequently that the demands become unsustainable for councillors who have other commitments and in some cases are travelling significant distances to attend. The timing and location of meetings also matters for community access. Under administration, ordinary council meetings were typically held on Wednesday mornings in Wilcannia, allowing the administrator to visit other towns earlier or later in the week. The new council will need to determine whether this arrangement continues to serve the shire's needs or whether adjustments are required to improve accessibility for residents across different communities. Public access to council meetings is a fundamental principle of democratic local government. Residents have the right to observe council deliberations, understand how decisions are made and hold their representatives accountable. The council's commitment to recording meetings and making them available on YouTube extends this access beyond those able to physically attend in Wilcannia. The meeting schedule will also need to accommodate the council's statutory obligations under the Local Government Act. Key documents including the community strategic plan, delivery program, operational plan and budget must be adopted by specified deadlines, requiring the meeting calendar to allow sufficient time for preparation, public exhibition, consideration of submissions and formal adoption. Public forums held before ordinary council meetings provide another avenue for community engagement, allowing residents to speak directly to councillors about matters on the agenda. The ability to register for these forums and make submissions ensures that community voices can be heard in council deliberations, something that was absent during the long years of administration. The geographic spread of Central Darling Shire presents unique challenges for community engagement. With towns separated by hundreds of kilometres of often unsealed roads, attending meetings in person can require significant travel. Video conferencing technology may offer some solutions, allowing councillors or community members to participate remotely when necessary, though reliable internet connectivity remains patchy in remote areas. The new council will need to find ways to ensure all communities feel represented and heard, not just those closest to Wilcannia where meetings are held. Regular councillor visits to different towns, community meetings held locally and proactive communication about council decisions will all be important in maintaining the connection between representatives and residents. The 2026 meeting schedule also needed to consider the other demands on councillors' time. Elected councillors Peter Sullivan, Max Bradley and Daniel Fusi all have lives and livelihoods beyond council service, as do appointed councillors Fiona Kelly and Barbara Perry. Chairperson Bob Stewart, while providing continuity from his previous administrator role, also needs to manage a sustainable workload in what is now a part-time chairmanship rather than a full-time administrative position. Committee meetings, workshops and briefings will supplement the formal ordinary council meetings, providing opportunities for more detailed discussion of complex issues and allowing councillors to build their understanding of the shire's operations, challenges and opportunities. These less formal gatherings can be particularly valuable as new councillors come to grips with the scope and complexity of council responsibilities. The meeting schedule needs to allow time between meetings for staff to prepare reports, implement council decisions and respond to any issues that arise. Rushed decisions made without adequate information or community input could undermine confidence in the new council and waste resources on poorly considered initiatives. Residents will be watching to see how effectively the new council uses its meeting time. Efficient, focused meetings that deal decisively with important matters will build confidence, while meetings that drag on without reaching clear decisions or get bogged down in minutiae could frustrate both participants and observers. The meeting schedule also signals the council's priorities and approach. Frequent meetings suggest an activist council keen to engage regularly with issues, while less frequent gatherings might indicate a more hands-off approach allowing staff greater autonomy in day-to-day management. For communities that endured 12 years without elected representatives, the simple act of having a scheduled council meeting to attend, where they can observe decision making and potentially make their voices heard, represents a significant restoration of democratic rights. The meeting schedule is more than just a calendar, it's a commitment to regular, transparent and accountable governance. As 2026 approaches, residents throughout Central Darling Shire will have the opportunity to mark council meeting dates in their diaries, plan to attend or watch proceedings online and begin to understand how this new model of Rural and Remote Council governance will work in practice. The regularity and accessibility of these meetings will be crucial in rebuilding trust between council and community after years of administration.

Schools across the electorate are being encouraged to take advantage of a $500 travel subsidy available for visits to the Parliament of New South Wales in Sydney.The subsidy is designed to help schools overcome the cost barrier of bringing students to the state's parliament, providing an opportunity for young people to experience democracy in action firsthand. To qualify for the subsidy, schools must attend Parliament House and complete one of the free educational programs or tours offered by the institution.Member for Murray Helen Dalton is promoting the opportunity to schools throughout the electorate, emphasising the value of giving students a front row seat to observe how the democratic process operates. The educational programs provide insights into the workings of state government and the parliamentary system.Schools interested in applying for the subsidy are encouraged to act quickly as bookings may be limited. The program aims to make parliamentary visits more accessible for regional and rural schools that face greater travel distances and associated costs compared to metropolitan schools.Applications and further information about the subsidy program and available educational offerings can be accessed through the Parliament of New South Wales education website. The site provides details about booking procedures, program options and eligibility requirements for the travel subsidy.The initiative represents an investment in civic education, allowing students from regional areas to engage directly with the institution of parliament and gain a deeper understanding of representative democracy and the legislative process. Teachers can choose from various educational programs tailored to different year levels and curriculum requirements.

Griffith City Council has confirmed that residents living in the 2680 and 2681 postcodes will receive free general admission to the Griffith Pioneer Park Museum as part of a 12 month trial beginning on 1 January 2026.The initiative aims to support community access, encourage local visitation and strengthen engagement with one of Griffith's most significant cultural attractions. The free entry applies only to general admission and does not extend to special events such as the annual Pioneer Park Action Day held on Good Friday, school excursions or other organised functions.The trial was initially recommended by the Griffith Pioneer Park Museum Advisory Committee in August. Council subsequently adopted the recommendation, supported by an implementation process outlined by the Senior Management Team in consultation with museum staff.Mayor Doug Curran said the initiative aligns with Council's commitment to improving access to local facilities. He described the trial as an important opportunity to make the museum more accessible to people who call Griffith and the surrounding villages home."By removing cost as a barrier, we hope to see more residents engaging with the museum's heritage offerings while gathering valuable data to guide its long term sustainability," Mayor Curran said.He noted that during the trial period, Council will monitor community uptake of the offer to inform a longer term plan for accessing the park, suggesting it may become a case of use it or lose it.Current admission fees remain in place until 31 December 2025, including the standard $15 adult entry fee. The museum continues to welcome visitors throughout the year and offers a range of services including weddings, functions and educational programs.The trial period will provide Council with data on visitation patterns and community engagement that will inform future decisions about the museum's admission policies and operational sustainability. For more information, residents can contact Griffith Pioneer Park Museum on 6962 8333.

Five Riverina growers and one labour hire provider have been issued compliance notices following surprise inspections by the Fair Work Ombudsman, with combined back payments totalling $5,710 ordered for four employees.The Fair Work Ombudsman conducts unannounced workplace visits across Australia to verify that employers are paying correct wages and overtime rates, issuing proper pay slips and providing information about employee rights.Inspections targeting the horticulture sector in the Riverina were conducted in June and have resulted in 11 investigations of growers and 13 relating to labour hire providers. In addition to the compliance notices, one grower received a $3,300 fine.The enforcement action comes as data published earlier this year indicates the Riverina region has the second highest rate of non compliance in Australia. The region recorded a 72 per cent breach rate among targeted employers who failed to meet obligations under federal workplace laws. Only Victoria's Mornington Peninsula and Yarra Valley recorded a higher rate at 83 per cent.Fair Work Ombudsman Anna Booth said the regulator was maintaining its focus on holding horticulture employers accountable. She noted that inspectors have made surprise visits this year to Coffs Harbour, the Riverina and the Sunraysia region, areas that have been among the least compliant horticulture regions nationally in recent years."So far we have ensured that more than $70,000 owed has been put where it belongs, in employees' hands, and have issued close to $77,000 in fines for workplace law breaches," Booth said.She indicated that the majority of back payments and fines have been paid by labour hire providers, though some growers directly employing workers have also been found in breach.Booth expressed concern that some growers appeared to believe they could outsource compliance responsibilities to non compliant labour hire providers, a practice the regulator is working to address.The Fair Work Ombudsman emphasised its commitment to building a culture of compliance across the horticulture sector, acknowledging that this cannot be achieved in isolation. The organisation continues to work with employer groups and unions to help employers understand their obligations from the outset.Booth encouraged employers to familiarise themselves with workplace obligations and make use of the extensive range of free educational resources available specifically for the horticulture sector. The inspections have particularly focused on protecting vulnerable visa holders who are often employed in these roles.

A Leeton man has lost his licence and will face court after allegedly attempting to steal a forklift and crashing through a gate at a Griffith venue in the early hours of Saturday morning.Police allege the 29 year old man and his 31 year old friend were refused entry to a licensed premises on Jondaryan Avenue at approximately 1am on 6 December due to their alleged intoxication. The pair then walked to a rear loading bay area accessed via Banna Lane, which was protected by a 1.8 metre fence.According to police allegations, the younger man climbed the fence into the loading dock, started a forklift parked inside and reversed the vehicle. The forklift allegedly collided with the gate, breaking through the fence before continuing over the footpath and onto Banna Lane.The two men left the scene and walked back to Jondaryan Avenue before proceeding along Banna Avenue to Kooyoo Street, where they visited a fast food outlet.After the incident was reported to police, officers reviewed closed circuit television footage and identified the two males. Their identification was aided by their distinctive matching outfits featuring shirts and shorts covered in a bird pattern.Police located the pair at a taxi rank on Banna Avenue. The 29 year old was required to undergo a breath test but refused, resulting in his arrest and transport to Griffith Police Station.At the station, the man undertook a breath analysis which returned a reading of 0.177 grams of alcohol in 210 litres of breath, well above the legal limit and in the high range category.The Leeton man was issued with a court attendance notice for driving with a high range alcohol content and taking and driving a conveyance without the consent of the owner. His New South Wales driver's licence was immediately suspended.The matter will proceed through the court system in due course.

Perhaps no Australian Christmas tradition generates more passion and controversy than the pavlova. It's not Christmas for my grandmother, Dawn, if she doesn't scoff down a hearty slice of Pavlova, and very little else.Families guard their recipes like state secrets. Arguments about whether the perfect pavlova should be crunchy or chewy have ended friendships. And the ongoing Australia versus New Zealand dispute over who invented it continues to simmer.Every family gathering includes at least one person who claims their pavlova is superior to everyone else's. Comparisons are inevitable. Criticism, even when constructive, is taken personally. Some families have been known to hold informal pavlova competitions where everyone brings one and they are judged, leading to hurt feelings and passive aggressive comments that last until the following Christmas.Then there is the transportation issue. Getting a delicate pavlova to Christmas lunch intact is an engineering challenge. People have developed elaborate systems involving boxes, cushions and stern warnings to drivers about speed bumps. Despite these precautions, arriving with a collapsed pavlova is a common Christmas disaster that some families never let you forget.The decoration is another source of competition. Traditional pavlova purists insist on cream and passionfruit only. Others pile on every fruit imaginable, creating towering structures that are more architecture than dessert. Some experimental types have been known to add chocolate, caramel, or other controversial ingredients, leading to heated debates about what constitutes a "real" pavlova.Store bought pavlovas are generally considered cheating, though some families have members who consistently produce disasters in the kitchen and are quietly encouraged to buy rather than bake. This must be done discretely, as admitting you bought your pavlova rather than made it can result in judgement and shame.My favourite Christmas desserts are the ones my sister, Bec, makes. From perfect Oreo cheesecakes, berry cheesecakes to chocolate trifle, I am a sucker for a good dessert on Christmas.What's your favourite Christmas dessert? Message me, tell me what and why - [email protected]

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.

DIRECT LINE TO SYDNEY: Riverina's Ray Willis Appointed Drought Coordinator to Fast-Track Local SupportIN SHORT:Ray Willis, General Manager of Riverina Local Land Services, has been appointed as the NSW Drought Coordinator for southern NSW (including Hay, Balranald, and Ivanhoe).His role is to provide a direct, on-the-ground communication link between local communities and the State Government to ensure support measures meet genuine needs.The appointment is backed by a major government campaign (radio, print, social media, and direct mail) to highlight available support, including low-interest loans and mental health services.The NSW Government has appointed a Drought Coordinator to strengthen support for communities in southern NSW, in a move to support landholders grappling with dry conditions.Ray Willis, the General Manager of Riverina Local Land Services, has stepped into the role. With his extensive experience and local knowledge, Mr. Willis is expected to bring an on-the-ground perspective directly to the government, helping to ensure that support measures genuinely meet the needs of the region.Since his appointment in late November, he has been meeting with various stakeholders.Communities can expect to see the Drought Coordinator travelling locally over the coming weeks and months, attending events, and convening roundtables. Mr Willis said his primary goal is to gather firsthand information on local drought impacts and the challenges faced by farmers.The appointment has been welcomed by the Minister for Agriculture, Tara Moriarty, who stressed the government's commitment to supporting rural communities.“The NSW Government is committed to supporting rural and regional communities in times of drought and has a wide range of support available for farmers,” Minister Moriarty said.“The appointment of a Drought Coordinator is one way we’re making sure that impacted communities have a direct line to government about the challenges they’re facing and how support can better meet their needs.“Ray will provide regular updates on local conditions, highlight emerging issues and challenges, and share advice based off community experience and local expertise to help shape government decision-making.”Drought Coordinator Ray Willis said it is important to have a dedicated local contact.“Having a dedicated drought coordinator on the ground to serve impacted regions across NSW is another touchpoint for landholders to access the help they need to get through these challenging times,” he said.“I look forward to meeting and listening to as many farmers, stakeholders and service providers as possible to hear their perspective of the challenges they face and better inform government of the types of assistance and information required to get them through these dry times.”In tandem with the new appointment, the NSW Government is launching a major communication campaign to make sure local farmers, businesses, and residents are fully aware of the drought support available from both the State and Federal Governments.The Drought Coordinator will assist landholders access the various support measures available through its programs.Financial Assistance: Low-interest loans are available through the $250 million Drought Ready and Resilient Fund.Farm Management Tools: Access to tools like MyStockPlanner is provided to assist farmers in managing variable pasture nutrition—a critical challenge in a 'green drought' scenario where feed quality is poor despite recent rain.On-Ground Advice: Support and advice are available through Local Land Services, including the Drought Adoption Officer Program.Mental Health: Crucial mental health services, such as the Rural Adversity Mental Health Program, remain available to assist those struggling with the pressure of dry times.Research and Resilience: $41.5 million has been allocated in the 2025-26 Budget for research and development focused on improving climate resilience, alongside co-funded programs like the Farm Business Resilience Program.The Drought Coordinator has been appointed for an initial six-month term. Local landholders and community members interested in engaging with the Drought Coordinator can make contact via [email protected].

White Cliffs hospital's limited operating hours have drawn criticism from residents concerned about access to emergency medical care in the remote outback community.The facility is closed from 5pm until 9am on weekdays and remains closed throughout entire weekends. Residents requiring medical assistance during these hours are advised to call triple zero.The arrangement has prompted sharp responses from community members questioning the adequacy of healthcare provision in isolated areas. Local resident Lynette Ziegler confirmed the operating hours, noting that emergency services must be contacted outside of business hours.Jillian McNamara questioned whether the arrangement genuinely considered community needs, asking rhetorically if authorities were "doing us a favour" with the limited service.Robin Billings raised concerns about the implications for travellers and station workers in the region, pointing out the significant distances to alternative medical facilities. The nearest major centres are Broken Hill, approximately 200 kilometres away, and Cobar, close to 300 kilometres distant."You come through late at night with a member of your family seriously injured from hitting a sheep, a cow, a pig, a goat, a horse or vehicle accident, never mind heart attack, anaphylactic attack or any other emergency when you are 200 kilometres from Broken Hill and close to 300 from Cobar, not to count isolated station people," Billings said, directing comments to Health Minister Ryan Park.Billings challenged the minister to consider whether similar restrictions would be imposed on metropolitan hospitals in Newcastle, Sydney or Wollongong, and questioned the potential political consequences of such a decision.Other residents expressed frustration with the situation, with Pam Nichols and Jacinta Carter both sharing their dismay at the limited service availability.The hospital's operating hours highlight ongoing challenges in delivering healthcare services to remote and rural communities across New South Wales, where distance, population density and resource allocation create complex service delivery issues.

Rural Crime Prevention Team for the NSW Police Force has issued a report about Operation Brushwood.Inquiries continue following a pro-active police operation targeting rural crime in the state’s south-west.Operation Brushwood was conducted between last Thursday (4 December 2025) and Monday (8 December 2025), in the towns of Hillston, Wallanthrey, Merriwagga, Booligal, One Tree, Hay, Roto and Oxley.Rural Crime Investigators attached to the Rural Crime Prevention Team (RCPT) Murrumbidgee Police District, Murray River Police District and Riverina Police District conducted to target rural crime/illegal hunting-related offences, monitor livestock movements, and conduct safe storage inspections on rural properties and vehicles.Notable results included 48 safe storage inspections, 42 national vendor declarations, four infringements issued for breaches during transport stock statement inspections, 12 hunting dog/vehicle inspections/search, and eight wool, hide and skin/property inspections.During the course of the operation, five firearms were seized as a result of safe storage inspections during which an unregistered firearm and unsafe keeping was detected allegedly by an 73-year-old man. A separate incident involving alleged cruelty to a horse is also being investigated.Inquiries are continuing into stock theft.Anyone with information about rural-related crime is urged to contact Crime Stoppers: 1800 333 000 or https://nsw.crimestoppers.com.au Information is managed on a confidential basis. The public is reminded not to report information via NSW Police social media pages.

The New South Wales Government has confirmed that 19 new Police Force Housing homes will be delivered across the Barwon electorate in the 2025 to 2026 financial year, with Wilcannia among the towns set to benefit from the investment.The program aims to help attract and retain police officers in rural and remote communities where housing availability represents a major challenge to recruitment and retention. Wilcannia will receive one four bedroom home as part of the rollout, addressing critical accommodation needs in the Far West community.Key worker housing has been identified as a major constraint on population growth throughout the Barwon region. Without secure and appropriate accommodation, attracting and retaining police officers becomes increasingly difficult in areas where housing and rental markets are already tight.The new homes are expected to make a significant difference to community safety and stability by enabling police officers to live locally, become part of the communities they serve and respond quickly to emergencies. Local presence of police officers contributes to both law enforcement effectiveness and community connection.Beyond Wilcannia, the housing program will deliver new homes to Nyngan (two four bedroom homes), Bourke (three four bedroom homes), Brewarrina (one four bedroom home), Cobar (three four bedroom homes), Condobolin (two four bedroom homes), Lightning Ridge (two four bedroom homes), Walgett (four four bedroom homes) and Coonabarabran (one four bedroom home).The investment represents recognition of the housing challenges facing police and other essential workers in remote areas, where limited accommodation options can deter potential recruits and contribute to high turnover rates. The provision of quality housing aims to support longer term postings and greater community integration for police officers serving in these locations.The rollout of police housing across the Barwon electorate forms part of broader efforts to strengthen essential services in rural and remote New South Wales through improved infrastructure and support for key workers.

The Australian and New South Wales governments have announced up to $70 million in funding to support economic development across communities in the southern Murray-Darling Basin. The investment aims to help councils, organisations and businesses adapt to changes brought about by environmental water recovery under the Basin Plan.The funding forms part of the Economic Development and Infrastructure Round, delivered through the Sustainable Communities Program. It represents a significant expansion of support for towns and regions across the Riverina and Murray areas that may be affected by water purchasing activities undertaken by the Commonwealth.Grants ranging from $750,000 to $10 million will be available for projects designed to create new economic opportunities and reduce barriers to workforce participation. The intention is to enable residents to continue living and working in their local communities even as water recovery measures are implemented.Eligible projects include infrastructure that opens up new industrial developments and agricultural opportunities, economic infrastructure such as processing facilities or logistics hubs, and community infrastructure like childcare centres that support workforce participation. The goal is to foster job creation, encourage innovation and deliver critical infrastructure that strengthens local economies.Twelve local government areas are targeted for support under this round: Balranald, Berrigan, Carrathool, Edward River, Federation, Griffith, Hay, Leeton, Murray River, Murrumbidgee, Narrandera and Wentworth.This latest announcement builds on an earlier $16.3 million Early Investment Round unveiled in August 2025, which provided initial stimulus to vulnerable communities. That funding supported projects including a $4 million expansion of Ravensworth Feedlot to accommodate 75,000 head of cattle, $4 million for upgrades to the Bullanginya Precinct by Barooga Sports Club, and nearly $500,000 for infrastructure improvements at Hillston Caravan Park.Applications for the Economic Development and Infrastructure Round opened on Tuesday, 9 December 2025 at midday and will close on Tuesday, 24 February 2026 at midday. The program has been shaped by extensive consultation with southern Basin communities, with insights from these discussions also informing the design of future funding rounds.Additional support specifically for businesses, industry, community-led initiatives and Aboriginal projects is expected to become available during 2026.Agriculture and Regional NSW Minister Tara Moriarty emphasised the program's focus on economic diversification and long-term resilience. She noted that while the state government does not support water buybacks, it remains committed to supporting affected communities. The minister highlighted the opportunity for agriculture and other businesses to expand into new markets and create jobs.Federal Environment and Water Minister Murray Watt described the program as a record Commonwealth investment in community support under the Murray-Darling Basin Plan. He stressed the importance of healthy river systems for strong, resilient communities and the government's commitment to restoring rivers whilst ensuring regional areas receive appropriate support throughout the process.Further information about consultation outcomes and program updates is available at www.nsw.gov.au/scp, where applications can also be submitted. Details about the broader Australian Government Sustainable Communities Program can be found at the Department of Climate Change, Energy, the Environment and Water website.

Grahame John Franks appeared at Griffith Local Court via video link yesterday (Wednesday December 10, 2025), Franks is facing a charge of possess child abuse material, disseminate child abuse material, six charges of possess unauthorised firearm and a charge of possess ammunition without holding a licence or permit.Bail was not applied for, and was formally refused by Magistrate Pauline Wright.Franks will remain in custody until he next faces court on February 19, 2026.Read more:Man arrested in HayBail refused for Hay Man