Published on Tuesday, 17 February 2026 at 4:13:14 PM

Since stepping into the role of Chief Executive Officer in June 2024, Craig Watts has overseen significant progress across the Shire, while keeping a strong focus on community connection and long-term planning. We caught up with him this week to reflect on his first 20 months in the role.

Craig, what has been the biggest highlight for you since stepping into the CEO role at the Shire of Merredin?

There have been a number of highlights for me, particularly seeing the completion of the upgrades to the Town Centre, Apex Park | Danjoo Waabininy Boodja, and the Merredin Water Tower. These are projects the community and visitors can see, use, and enjoy every day, which is incredibly rewarding.

We’ve also commenced works to improve the Merredin Regional Community & Leisure Centre (MRCLC), including leasing the bar to a local sporting group to provide our community and sporting participants with a place to socialise after their games.

However, the biggest highlight for me has been the development and endorsement of our 10-year Council Plan. This process was extensive and involved meeting with community groups, individual residents, staff, speaking with people at the Merredin Show and Merredin Markets, and holding town hall-style meetings. It was about listening to our community’s dreams and aspirations and translating those into a clear plan that focuses our attention, resources, and efforts to continue making Merredin a great place to live, work, and raise families.

We’ve also commenced our “After Hours Sundowners,” first with local businesses and community groups, and now with our farming community too. These sundowners are about opening channels of communication with the Shire, while allowing for the opportunity to discuss the key challenges they face and explore opportunities for collaboration. We have a passionate community and a proactive Council, and we need to harness that passion to move Merredin forward.

Is there a project that you’re particularly keen to see completed during your time as CEO?

Recreation is a massive part of regional community life. It’s the hub where people meet and socialise, whether they live in town or on a farm. This is why we’ve made a start on improvements to the MRCLC. We’ve completed the bowling green resurfacing project and improved the lighting to the outdoor courts, while the internal court resurfacing is scheduled to take place between the basketball and netball seasons this year. From there, based on community direction and need, we’ll look at other works to ensure it remains a premier sporting facility within the eastern Wheatbelt.

We also need to start working on our aquatic facility. The current pool is over 50 years old and is at end of life*, so we need to explore options to retain access to a swimming facility. Once the current season closes, we’ll undertake testing of the pool bowl to determine if it can be refurbished or whether we need to commence an investigation into a new pool build.

[*Asset End of Life: the final stage of an asset’s lifecycle, occurring when an asset is no longer productive, cost-effective, or compliant with modern standards]

Regional CEO roles in Local Government are very hands-on and can be quite challenging. Can you tell us what a ‘normal’ day looks like for you?

I don’t think there is such a thing as a normal day for a CEO. While my role is to focus on planning for the future, we are a small team, so there are times when I need to become more involved in day-to-day operations and provide guidance and support. Most days I’m meeting with community members, community groups, and business and industry representatives, which is a great way to stay connected with what’s happening on the ground.

I also provide high-level oversight of our major projects, including safety improvements to Crooks Road, upgrades to the MRCLC, investigating opportunities for the Merredin District Olympic Swimming Pool, and liaising with government departments and neighbouring local governments on important issues such as housing, childcare, and land development.

Just when you think one thing is settled, something will come out of left field. You can choose to see that as a disruption, or you can see it as a challenge. For me, it’s an opportunity to think outside the square and work towards a resolution

…and what motivates you on those tougher days?

We have a very invested community that wants better for the future. On tougher days, I remind myself that most people are coming from a place of wanting better for their families or for the broader community.

There are times when we meet expectations, and there are times when we don’t hit the mark, often due to limitations around resources, funding, or staffing. It’s always a balance of what we can do with what we have.

For me, it’s about having the resilience to accept criticism, reflect on it, and channel it in a positive direction to achieve an outcome.

Outside of the office, you’ve made a conscious effort to get involved locally. How do you spend your time in the community when you’re not working?

What I enjoy about Merredin is the multitude of groups, associations, and clubs that, in their individual ways, keep the community together.

I’ve spent over 25 years as a member of various Volunteer Fire and Rescue Service brigades within the state, and when I moved to town, I transferred to the Merredin Volunteer Fire and Rescue Service. For me, it’s a way to give service back to the community by being there to help in times of need alongside a fantastic group of people.

It’s also provided me with skills and knowledge that I can apply in my role, particularly around emergency management and recovery, as well as connections to local and state partners.

Why was it important to you to get involved in that way? 

Every regional community needs residents and the broader community to participate in some way, whether that’s big or small.

That might mean volunteering at one of our museums or community organisations, joining a group like the Men’s Shed or CWA, coaching a sport, performing with the Rep Club, or helping with events such as the Merredin Peak Parkrun.

While the Shire operates and runs events and facilities, we cannot do this alone. We need the support of our community to keep these opportunities alive. Without volunteers, many of these activities simply wouldn’t exist. To everyone who volunteers in our community, THANK YOU!

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