ASTI in Transition: The ASTI must be rebuilt from its grass roots. Ordinary members must be energised, writes Seán Flynn.

Question: What's the difference between the ASTI and the FAI? Answer: At least, the FAI has a plan to make things better.

The departure of Charlie Lennon as general secretary gives the ASTI an opportunity to re-build. It is no exaggeration to say that the ASTI, for the past three years, did not have fully worked-out policies in some areas. As one source noted: "Some in the executive looked at whether Lennon was for or against something - then went the other way".

In his High Court action against the union, Lennon said he was targeted by members of the union because he opposed militant action in pursuit of the 30 per cent pay claim.

"During the last few years, in particular, I have been subjected to a persistent pattern of abuse and harassment. . . this abuse and harassment takes the form of abusive comments, interruptions, gratuitously offensive comments, lies, barracking, repeated exaggerations, innuendo and snide comments which are made in meetings of the ASTI," he told the court.

We caught another glimpse of what life is like inside ASTI headquarters in Winetavern Street during the recent Labour Court action taken by head-office staff against the union. The court heard of a culture of bullying and harassment. In a sharp rebuke, it told the union to get its house in order.

Ordinary members of the ASTI, teachers in staffrooms all across the State will, no doubt, be appalled to read about this kind of behaviour in their union. But, to some degree, they have only themselves to blame. Only a tiny minority of ASTI members bother to attend branch meetings or become engaged in union activity. In one 300-member branch, it is estimated that only about a dozen teachers are actively involved.

That is why there has been a chasm between some in the union executive and the members. When given an opportunity to vote, ordinary members defied the union executive on major issues such as pay for supervision and the benchmarking deal.

There are signs that the patience of some members is beginning to wear thin. For some, the rebuke from the Labour Court represented the last straw. Since then, six branches have voted no confidence in the union's president, vice-president and honorary treasurer. One of the largest branches, West Mayo, has also demanded a regeneration of the union.

The first task facing the next general secretary is to re-energise the organisation from the grassroots up. He or she needs to revitalise the whole branch structure, by allowing meetings and ballots to take place in schools instead of in halls or hotel rooms. Members should be allowed to vote on all issues in their schools, instead of being forced to travel to some meeting room in hotel or hall. If the union wants to reflect the voice of its members, it must make it easier for them to exert an influence.

The next general secretary should also push for some structural changes. What other modern, streamlined organisation persists with a 180-member central executive and a 23-member standing committee?

A smaller, more focused group would be more disciplined and less divisive.

The question is whether ASTI is capable or turning itself around. Maybe, like the FAI, it is time to bring in the management consultants.