Mr. Seán Cottrell:

We conducted a study of 500 boards of management about two years ago, which is a fairly considerable sample. It included quantitative and qualitative research. The findings were quite amazing. Most of the boards of management were considered to be supportive of the school and generally speaking working quite well. When one drilled down, they were benign and supportive and helped out with particular things but they did not perform like a board. I believe Sr. Eileen Reynolds said in 1975 when the boards of management were introduced that it was a lost opportunity and that they should have been called boards of governors because their function is really a governance role and not a management role. Management is hands on and governance is hands off.

A board of management is made up of volunteers and volunteerism is very laudable. However, it is estimated that a chairperson has to put in four to six hours a week on average. A good chairperson needs to be competent and available. Such people are generally not available because they are living their own lives. That was one major finding.

The secretary to the board is a primary-level function only in that the secretary is also on the board. At secondary level, I understand-----