(a small sample of the tiny portions of inedible local
government governance delights that have been some of the signature noncompliance
dishes served up by the Shire of York.)
Tasteless Tasting Plates
1. MOCK TURTLE SOUP
To mock is to treat people with disrespect and/or to make statements that could be considered to be false. It is arguably part of a recent recipe served up by Executive Chef, Manager Corporate & Community Services, Suzie Haslehurst, in response to numerous questions on the financial status of the YRCC and its fascinatingly rebadged Forrest Bar & Café.
It is not entirely her fault because such evasive equivocations are endemic and systemic in WA’s local government culture. All caused by the State Government that has no faith in the quality and ability of Councillors and Senior Public Service Officers in the rural regions to provide properly audited accounts, commercial transparency, good governance and not to put their communicative foot in their mouths, and hands deep in ratepayer’s wallets.
To the current DLGC hierarchy rural ratepayers are ‘mushrooms’- to be kept in the dark and fed lots of local government rhetoric shit. What the DLGC has failed to realize is that some mushrooms are deadly poisonous.
Evidentiary financial documentation of the Shire of York, in 2013, states the projected revenue return from the $7million capital investment, the YRCC, in that year was $2,268,163. The actual revenue return was estimated to be $745,710.
The enormous disparity in figures showed the distinct possibility of a future financial disaster in the making. A disaster exacerbated by the initial major financial assistance of Royalty for Regions funds that allowed for an unfortunate, narcissistic pipe dream to become an exorbitantly overpriced reality and a recurring nightmare.
To add insult to injury a former senior executive of the Shire of York’s coy comment when asked about the lack of the other $1,522.453 was that ‘the assumptions were at least optimistic’
Should the EMC&C have known about these unpalatable figures regarding the YRCC from four years ago? YES- as it was well documented and placed in the public domain at that time but she chose to ignore them when responding to public questioning.
Regrettably -the chance of a vast improvement between the debts to asset ratio of the YRCC in this time period and into the future only appears if you believe in Superman, the Easter Bunny or Suzie Haslehurst.
The economic modelling for any business enterprise is that it should be financially viable within 5 years. This means it is covering each and every running and maintenance cost and debt, including loan repayments, while producing an acceptable profit. Otherwise you tend to go broke.
The excuse made by shire councils’ is that community assets are built for the common good not to make a profit. This is not a carte blanch to build a semi-derelict, mad-masterpiece that could turn York ratepayers into the new poor. You can only hope that the Australian Taxation Office realizes the asset is falling apart and is extremely generous in its asset depreciation assessment allowance.
The Shire of York’s official name for part of the daily full reconciliation of the YRCC financials is called the ‘Z Report’. This is hardly an auspicious name.
What they reveal is still almost unknown to ratepayers, but they should contain the volume and cost of alcoholic beverages and meals consumed on a daily basis, between opening and closing time, as registered in till takings that can be compared to the costs of supply, staff and utilities used- reconciled as gross, then net profit-or as a loss.
And, of course, the list of names of those who approved all purchases for all facilities on behalf of the YRCC, by whose authority, for what reason and last, but not least, what accounts were these purchases made through?
Ms Haslehurst’s responses to questions on YRCC finances, recently put to her by Dr. James Plumridge, had the consistency of most soups, thick, non-transparent and then turtle-like in the length of time taken to come up with an ambiguous reply.
2. YORK RACECLUB TOUGH STEAKS
In mid, 2014, I was invited by the then Acting CEO, Michael Keeble, to meet with him at the Coffee Club, Midland.
A broad spectrum of subjects, concerning York, was to be discussed at Mr. Keeble’s discretion. (The meeting was arranged by Ms. Helen D’Arcy Walker and should be listed in her appointment register for that month in 2014.)
Mr. Keeble chose two main contentious issues to discuss that were totally at his instigation.
Keeble confided to me that he had serious concerns that Councillor, Tony Boyle, may have been acting improperly by attempting to unilaterally waive $136,000 worth of Shire Council Rates owed to it by York Racing Inc. of which Councillor Boyle was a member- and also Vice Chairman.
Keeble was of the opinion that this could be considered a serious Conflict-of-Interest even though Councillor Boyle claimed impartiality regarding this matter when it was planned that the ’Shire of York (was) to meet the costs of future rates as an ongoing commitment to the operations of the racecourse lands and facilities’ and also waive the unpaid $136,000. The supporters included Pat Hooper and other usual suspects.
Keeble suggested that Minister for Local Government, Tony Simpson, had the power and a possible reason to request that Mr. Boyle stand aside from his position as Councillor because of his past and present actions regarding York Racing Inc. while the matter was placed under external review. He also mentioned the name, Pat Hooper, in similar circumstances.
Obviously a greasy spoon went straight through to the dishwasher!
However- the York race track and its facilities must be retained, maintained and improved for generations to come as an historic, iconic, early settlement, social sacred site that predates the running of the first Melbourne Cup by two decades. It is a real asset, amid so few!
3. CHARRED FLAMBE de TYHSCHA
Mr Keeble took it upon himself to state that it was his personal opinion that the Deputy CEO, Tyhscha Cochrane was not particularly good at her job and that it was his intention to move her sideways. He added to the best of his knowledge that Ms. Cochrane had no formal qualifications relating to the official position that she held.
In fact it was his opinion that not one current senior staff member had any suitable tertiary qualifications of any kind and he believed that it showed in the quality of the services provided.
The terms of this official meeting was that the matters discussed were strictly Private & Confidential unless it was agreed between the parties that any third party be included.
Keeble deliberately breached this condition. I was informed of this and told him it was the biggest mistake he had ever made.
Caught with his pants down Keeble verbally abused and insulted the wrong person, the then Shire President, Matthew Reid, in front of Councillors Boyle, Hooper and Duperouzle and a meeting was called to show confidence in the Acting CEO and, by inference, lack of confidence in the Shire President, Matthew Reid.
Mr. Keeble’s opinion of Ms. Cochrane was revealed in the meeting, which was one cause that led to his resignation on September 24, 2014. It also, eventually, had a bearing on Ms. Cochrane’s resignation.
Keeble’s vacuous public statement to explain his resignation was because of ‘the lack of council cohesion’
This is rather surprising when he was supported by senior councillors Tony Boyle, Pat Hooper and Mark Duperouzal in a desperate attempt to rid Council of its extremely popular President- and failed.
Keeble should have been sacked when he uttered his first derogatory ‘F’ word’ with Hooper, Boyle and Duperouzel following him right out the door- if they had a modicum of decency.
These three took an unseemly and personally demeaning length of time to finally discover that they were persona-non-grata and had lost any respect they once had with the majority of ratepayers, prior to leaving the Council Chambers forever.
Keeble also blamed some local ratepayers because ‘he and his staff were challenged rather vigorously that was out of proportion to normal common decency”.
That argument fell rather flat as Keeble himself had insinuated that a least one of his senior staff’ was not particularly good at her job’ and that was the nicest thing he said.
Also, personally, he had not even been granted an interview for his previous local government employment application with the Shire of Denmark which is testimony to his own capacity to achieve success.
4. THE CHEESEY-BOARD
In ‘The Real Voice of York Western Australia’ there is a comment beneath the article “Loser Pays 3 ’’ by Bitahistory, dated February 5, 2017, relating to Tony Boyle and Michael Keeble and two dishes on the menu.
As a witness I can say that what is written here is substantially correct as defined above.
What is the most important issue is that salient information has gone to many sources, read by many important people and is still there to be remembered two years on- and referred to for many years to come as what local government should not be.
Those senior officers that have left the Shire of York during and after the Ray Hooper era are Deputy CEO’s Graham Stanley and Tyhscha Cochrane , Health and Building Services Manager’s Peter Stevens, Judith Anderson and Gordon Tester, Managers of Planning Services Patrick Reujettes, Brook Newman and Jacky Jurmann, Building Inspectors Les Oakley, George Johnson and Tim Jurmann, Works Managers Simon Patterson, Geoff Crossing, Glen Jones and Graham Lanske, Gail Maziuk ( who held a number of improbable positions) and Acting CEO’s Michael, Keeble, Graeme Simpson and Mark Dacombe.
Former Shire Presidents Pat Hooper, Tony Boyle and Deputy Presidents Roy Scott and Mark Duperouzal all joined the exodus. Sadly, Commissioner James Best actually served his allotted time.
Twenty-five senior employees and councillors have left the building over the past few years, with no final performance and no encores other than the Minority Report and an empty dilapidated school. At least thirteen of these will not be missed- and there maybe more.
Those who made this low-rent list are the ‘People’s Choice’ after their bad behaviour and lack of ability was continuously exposed on York’s social media sites. There is no apology from me for this and no guarantee it will not happen again!
I would assume that Dr. Plumridge has similar sentiments.
The CEO, Paul Martin, has completed a full twelve-month term in office.
He is now due for a complete Performance Review encompassing everything he has accomplished successfully, or not, over the past year.
Mr. Martin is ultimately responsible for everything from ensuring Council directions are followed-to making sure all his staff delivers the results of good governance.
Then there should be the extensive list of quality community outcomes achieved by him that are clearly defined and enunciated for local community approval, acclamation and eternal gratitude.
The Performance Review Panel must consist of ALL CURRENT COUNCILLORS.
President, David Wallace, Vice President Denese Smythe and Councillors Saint, Heaton, Ferro, Walters and Randell- no more, no less!
A Motion of Confidence in the performance of the CEO, Paul Martin, must be included in the February, 2017, Minutes of the Shire of York Ordinary Council Meeting with a unanimous vote of confidence by Councillors in the actions and directions taken by its CEO.
Then York can really move forward without severe indigestion and uncontrollable flatulence.
David Taylor.
Tasteless Tasting Plates
1. MOCK TURTLE SOUP
To mock is to treat people with disrespect and/or to make statements that could be considered to be false. It is arguably part of a recent recipe served up by Executive Chef, Manager Corporate & Community Services, Suzie Haslehurst, in response to numerous questions on the financial status of the YRCC and its fascinatingly rebadged Forrest Bar & Café.
It is not entirely her fault because such evasive equivocations are endemic and systemic in WA’s local government culture. All caused by the State Government that has no faith in the quality and ability of Councillors and Senior Public Service Officers in the rural regions to provide properly audited accounts, commercial transparency, good governance and not to put their communicative foot in their mouths, and hands deep in ratepayer’s wallets.
To the current DLGC hierarchy rural ratepayers are ‘mushrooms’- to be kept in the dark and fed lots of local government rhetoric shit. What the DLGC has failed to realize is that some mushrooms are deadly poisonous.
Evidentiary financial documentation of the Shire of York, in 2013, states the projected revenue return from the $7million capital investment, the YRCC, in that year was $2,268,163. The actual revenue return was estimated to be $745,710.
The enormous disparity in figures showed the distinct possibility of a future financial disaster in the making. A disaster exacerbated by the initial major financial assistance of Royalty for Regions funds that allowed for an unfortunate, narcissistic pipe dream to become an exorbitantly overpriced reality and a recurring nightmare.
To add insult to injury a former senior executive of the Shire of York’s coy comment when asked about the lack of the other $1,522.453 was that ‘the assumptions were at least optimistic’
Should the EMC&C have known about these unpalatable figures regarding the YRCC from four years ago? YES- as it was well documented and placed in the public domain at that time but she chose to ignore them when responding to public questioning.
Regrettably -the chance of a vast improvement between the debts to asset ratio of the YRCC in this time period and into the future only appears if you believe in Superman, the Easter Bunny or Suzie Haslehurst.
The economic modelling for any business enterprise is that it should be financially viable within 5 years. This means it is covering each and every running and maintenance cost and debt, including loan repayments, while producing an acceptable profit. Otherwise you tend to go broke.
The excuse made by shire councils’ is that community assets are built for the common good not to make a profit. This is not a carte blanch to build a semi-derelict, mad-masterpiece that could turn York ratepayers into the new poor. You can only hope that the Australian Taxation Office realizes the asset is falling apart and is extremely generous in its asset depreciation assessment allowance.
The Shire of York’s official name for part of the daily full reconciliation of the YRCC financials is called the ‘Z Report’. This is hardly an auspicious name.
What they reveal is still almost unknown to ratepayers, but they should contain the volume and cost of alcoholic beverages and meals consumed on a daily basis, between opening and closing time, as registered in till takings that can be compared to the costs of supply, staff and utilities used- reconciled as gross, then net profit-or as a loss.
And, of course, the list of names of those who approved all purchases for all facilities on behalf of the YRCC, by whose authority, for what reason and last, but not least, what accounts were these purchases made through?
Ms Haslehurst’s responses to questions on YRCC finances, recently put to her by Dr. James Plumridge, had the consistency of most soups, thick, non-transparent and then turtle-like in the length of time taken to come up with an ambiguous reply.
2. YORK RACECLUB TOUGH STEAKS
In mid, 2014, I was invited by the then Acting CEO, Michael Keeble, to meet with him at the Coffee Club, Midland.
A broad spectrum of subjects, concerning York, was to be discussed at Mr. Keeble’s discretion. (The meeting was arranged by Ms. Helen D’Arcy Walker and should be listed in her appointment register for that month in 2014.)
Mr. Keeble chose two main contentious issues to discuss that were totally at his instigation.
Keeble confided to me that he had serious concerns that Councillor, Tony Boyle, may have been acting improperly by attempting to unilaterally waive $136,000 worth of Shire Council Rates owed to it by York Racing Inc. of which Councillor Boyle was a member- and also Vice Chairman.
Keeble was of the opinion that this could be considered a serious Conflict-of-Interest even though Councillor Boyle claimed impartiality regarding this matter when it was planned that the ’Shire of York (was) to meet the costs of future rates as an ongoing commitment to the operations of the racecourse lands and facilities’ and also waive the unpaid $136,000. The supporters included Pat Hooper and other usual suspects.
Keeble suggested that Minister for Local Government, Tony Simpson, had the power and a possible reason to request that Mr. Boyle stand aside from his position as Councillor because of his past and present actions regarding York Racing Inc. while the matter was placed under external review. He also mentioned the name, Pat Hooper, in similar circumstances.
Obviously a greasy spoon went straight through to the dishwasher!
However- the York race track and its facilities must be retained, maintained and improved for generations to come as an historic, iconic, early settlement, social sacred site that predates the running of the first Melbourne Cup by two decades. It is a real asset, amid so few!
3. CHARRED FLAMBE de TYHSCHA
Mr Keeble took it upon himself to state that it was his personal opinion that the Deputy CEO, Tyhscha Cochrane was not particularly good at her job and that it was his intention to move her sideways. He added to the best of his knowledge that Ms. Cochrane had no formal qualifications relating to the official position that she held.
In fact it was his opinion that not one current senior staff member had any suitable tertiary qualifications of any kind and he believed that it showed in the quality of the services provided.
The terms of this official meeting was that the matters discussed were strictly Private & Confidential unless it was agreed between the parties that any third party be included.
Keeble deliberately breached this condition. I was informed of this and told him it was the biggest mistake he had ever made.
Caught with his pants down Keeble verbally abused and insulted the wrong person, the then Shire President, Matthew Reid, in front of Councillors Boyle, Hooper and Duperouzle and a meeting was called to show confidence in the Acting CEO and, by inference, lack of confidence in the Shire President, Matthew Reid.
Mr. Keeble’s opinion of Ms. Cochrane was revealed in the meeting, which was one cause that led to his resignation on September 24, 2014. It also, eventually, had a bearing on Ms. Cochrane’s resignation.
Keeble’s vacuous public statement to explain his resignation was because of ‘the lack of council cohesion’
This is rather surprising when he was supported by senior councillors Tony Boyle, Pat Hooper and Mark Duperouzal in a desperate attempt to rid Council of its extremely popular President- and failed.
Keeble should have been sacked when he uttered his first derogatory ‘F’ word’ with Hooper, Boyle and Duperouzel following him right out the door- if they had a modicum of decency.
These three took an unseemly and personally demeaning length of time to finally discover that they were persona-non-grata and had lost any respect they once had with the majority of ratepayers, prior to leaving the Council Chambers forever.
Keeble also blamed some local ratepayers because ‘he and his staff were challenged rather vigorously that was out of proportion to normal common decency”.
That argument fell rather flat as Keeble himself had insinuated that a least one of his senior staff’ was not particularly good at her job’ and that was the nicest thing he said.
Also, personally, he had not even been granted an interview for his previous local government employment application with the Shire of Denmark which is testimony to his own capacity to achieve success.
4. THE CHEESEY-BOARD
In ‘The Real Voice of York Western Australia’ there is a comment beneath the article “Loser Pays 3 ’’ by Bitahistory, dated February 5, 2017, relating to Tony Boyle and Michael Keeble and two dishes on the menu.
As a witness I can say that what is written here is substantially correct as defined above.
What is the most important issue is that salient information has gone to many sources, read by many important people and is still there to be remembered two years on- and referred to for many years to come as what local government should not be.
Those senior officers that have left the Shire of York during and after the Ray Hooper era are Deputy CEO’s Graham Stanley and Tyhscha Cochrane , Health and Building Services Manager’s Peter Stevens, Judith Anderson and Gordon Tester, Managers of Planning Services Patrick Reujettes, Brook Newman and Jacky Jurmann, Building Inspectors Les Oakley, George Johnson and Tim Jurmann, Works Managers Simon Patterson, Geoff Crossing, Glen Jones and Graham Lanske, Gail Maziuk ( who held a number of improbable positions) and Acting CEO’s Michael, Keeble, Graeme Simpson and Mark Dacombe.
Former Shire Presidents Pat Hooper, Tony Boyle and Deputy Presidents Roy Scott and Mark Duperouzal all joined the exodus. Sadly, Commissioner James Best actually served his allotted time.
Twenty-five senior employees and councillors have left the building over the past few years, with no final performance and no encores other than the Minority Report and an empty dilapidated school. At least thirteen of these will not be missed- and there maybe more.
Those who made this low-rent list are the ‘People’s Choice’ after their bad behaviour and lack of ability was continuously exposed on York’s social media sites. There is no apology from me for this and no guarantee it will not happen again!
I would assume that Dr. Plumridge has similar sentiments.
The CEO, Paul Martin, has completed a full twelve-month term in office.
He is now due for a complete Performance Review encompassing everything he has accomplished successfully, or not, over the past year.
Mr. Martin is ultimately responsible for everything from ensuring Council directions are followed-to making sure all his staff delivers the results of good governance.
Then there should be the extensive list of quality community outcomes achieved by him that are clearly defined and enunciated for local community approval, acclamation and eternal gratitude.
The Performance Review Panel must consist of ALL CURRENT COUNCILLORS.
President, David Wallace, Vice President Denese Smythe and Councillors Saint, Heaton, Ferro, Walters and Randell- no more, no less!
A Motion of Confidence in the performance of the CEO, Paul Martin, must be included in the February, 2017, Minutes of the Shire of York Ordinary Council Meeting with a unanimous vote of confidence by Councillors in the actions and directions taken by its CEO.
Then York can really move forward without severe indigestion and uncontrollable flatulence.
David Taylor.
The perormance review is a joke. There are no measurables. They like the man and he is the opposite to RH. End of story. They'll tick that box and York will continue down the path of having a bunch of dust collecting plans available-MAYBE- in yrs to come at he Battye library, dependant on the current revord keeping standards.
ReplyDeleteDavid, you can't get rid of all the rot that easily.
ReplyDeleteGeorge Johnson was reinstated by Gordon Tester when he was reinstated in 2015 by the then CEO Graeme Simpson on the advice of his HR department which consisted of Ms Gail Maziuk.
George Johnson slipped through the net, as did a couple of other non-performers. He is alive and well and continuing with the Hooperite ethos.
'I would assume that Dr. Plumridge has similar sentiments.'
ReplyDeleteI can vouch for it.
GJ didn't slip through the net - he had a big hole conveniently cut for him.
ReplyDeletePrior to GJ being re-instated at the SOY, he stated he was retired and just visiting York. In addition he added he would never work at the SOY again.
Is he a volunteer with the Shire of York?
Is it any wonder residents no longer trust him.
George Johnson, Johnson & Testerd Johnson gone past his use by date, a sewer rat going from one drain pipe to the next and the town goes on being sCrewed.
DeleteHow come George Johnson was re-employed? The fact he was part of the RH team should have sent a clear message to the new management.
DeleteGJ might have qualifications but he has no interpersonal skills.
I saw how he handled a serious issue a friend of mine had. The issue was not even her fault. She was a Woman on her own and CJ saw the opportunity to use the old RH tactics - he was nothing more than a bully.
Great article as usual David.
ReplyDeleteI am not at all surprised to read Hooper, Boyle and Duperouzel sat in silence while their employees (CEO Keeble) verbally abused their Leader Shire President Reid. Not one of them know the meaning of the word decency or loyalty.
The majority of decent people in York lost respect for Hooper, Boyle and Duperouzel with the way they handled the Fitzgerald Report behind their Leaders back.
Those three forgot how many people voted for Matthew, and by their despicable behaviour, they insulted each and every one of those voters.
Here's a little something Hooper, Boyle and Duperouzel might like to read and inwardly digest.
"A good man would prefer to be defeated than to defeat injustice by evil means." - Sallust
The Race Club has historical significance yes. However, if the Shire funds (our rates) are going to keep propping it up then the Shire should have a place or two on what is another dysfunctional committee. Tony Boyle, Mike Watts and the like have been taking the piss for years and the whole industry is laughing at them and by default the Shire and the unaware funding body (you and me.)
ReplyDeleteI attended the York cup last year and someone gave Boyle the microphone to make a speech. It was awful, he had no idea how to speak into a microphone, consequently no one could understand a word he said.
DeleteConsidering the place was full of visitors, is was not a good look for York or the Race Club.
In an ideal world, decisions as to what is in the 'public interest' might be made by a decision maker who is rational and altruistic.
ReplyDeleteHowever, in the real world we can only hope for this ideal. It can only be achieved through healthy open public debate on issues of genuine ‘public interest’ contention and a transparent processes that throws light on those issues of contention. Most importantly, an apolitical and professional LG, prepared to formulate its own reasoned interpretations of what's in the 'public interest'.
Unfortunately, in reality, open public debate is prevented by a number of factors, including excessive/obsessive LG secrecy. Employment of senior officers and the ease with which some can be overwhelmed with power which in turn does not foster the giving of frank candid information to the ratepayers.
The interest of a section of the public who play sport is a 'public interest' but the personalities of the section has affected the quality of the decisions made. Disproportionate weight during the decision making process has been given to the sports clubs - the minority, to the detriment of the majority - those of us who don't play sport or use the Forrest Bar and Cafe.
Close the fucking thing down.
Why didn't the Shire include a questions in the Survey about the future of the YRCC?
ReplyDeleteI am really upset we are not being consulted about this mess. For Gods sake WE are funding this bloody mess, surely it is time we were consulted as to whether we want to continue sinking money into.
From the get go the Administration and Councillors dictated to the people what we would get. They ignored all warnings and persecuted those who dared to ask questions.
None of my friends or family use any of the facilities, including the tavern, so why should we have to keep paying for the repairs. The Shire should implement a user pays system.
The elderly are being fleeced for something they cannot even use.
I agree close the Tavern/food hall or what ever they call it.
I have lived here for a quite a while now and am seriously considering whether it is really worth staying much longer on the off chance things improve.
ReplyDeleteResidents suffered years of an Administration behaving like the Gestapo, amateurish councillors acting like clowns yelling, bullying and condoning the persecution of residents and business owners.
I thought when the new CEO arrived and the Administration was purged, things would be better. It has improved to the extent residents no longer live in fear of being persecuted by senior staff.
We still have amateurish councillors who quickly forgot the promises they made in the run up to the election and this puts them in the same category as Boyle and Hooper.
Until we have a SP with the courage to put ALL residents first, instead of pandering to mentors, sport club committees and 'council has beens' we don't stand a chance.
I am hoping the next election will see a much stronger leader take the role of SP. A Leader prepared to allow councillors to talk with and listen to the community. In a nut shell, a Leader who will use the whole team of elected members to put the community AS A WHOLE first.
We need a Leader with no agenda, no allegiance to sporting club committees, old families, old school mates/teachers and those with pseudo awards that have no relevance in progressing York out of the deep hole it is in.
Way forward 16 February 2017 at 00:05
DeleteProblem is that they get the votes because people know them. Newcomers with no history or allegiances don't get enough votes.
Towns get the Council they deserve.
Certainly true in rural councils, not so much in larger LG's. Usually the bigger the LG, the bigger the pool of potential candidates, those candidates would more than likely consist of 'professionals' as opposed to 'farmers; or if you prefer-candidates with a little savvy.
DeleteOf course this does not apply the the chump James Best and South Perth.
Doesn't take much to impress the locals then does it. I suppose it makes them feel important being related to a Councillor. Goodness only knows how important it makes them feel being related to the SP. York has the big fish in a little swamp syndrome.
ReplyDeleteNone of the York councillors over the last 30 years (other than Saint) would make the grade on a metro council. Doubt they would even make the grade as a President of any metro Bowling Club.
Instead of the recent survey perhaps an IQ test would be more useful.
My guess is two would struggle to stay awake, two would be unavailable due to work commitments, one would cheat, one would resign and one would pass with flying colours.
Delete