Chapter 1 — Institute of Charity

Introduction

It is likely that different straps were in use from time to time, and it is not certain that all of them contained metal or coins within them. One witness described the effectiveness of these two kinds of straps: If you are out in the yard – they carry their own straps, some of them, and it is only a small one. You wouldn’t even feel it.

The Brothers carried the leather straps on them. The heavier strap was kept in the Prefect’s office.

The Investigation Committee commissioned chartered accountants, Mazars, to examine the accounts of Upton and Ferryhouse with a view to assessing the application of state funding to the institutions, and the financial consequences for the relevant institutions as a result of caring for the children over the period 1939 to 1969. The Mazars report is in Volume IV.

Limited financial information was available. No accounts had survived from the 1940s, in respect of Upton or the Irish Province of the Institute of Charity, and only two years’ accounts, 1941 and 1947, were available for Ferryhouse. No accounts were available between 1954 and 1960 for either of the schools or for the Irish Province. The 1960s had better records for all three bodies.

It is impossible, therefore, to assess the actual day-to-day costs of running the industrial schools. Mazars’ analysis of the capitation grant, by reference to Household Income and Unemployment Assistance, would indicate that funding was adequate for both schools in the 1940s and 1950s, although Upton would have been more financially challenged because of the fall of numbers in the early 1950s. In Ferryhouse, high numbers and a farm of good-quality land should have ensured a reasonably good basic standard of living for the boys.

Once numbers of residents began to fall in the 1960s, financial problems would have arisen and, indeed, this led to the closure of Upton in 1966. By the time the Kennedy Committee reported in 1970, the capitation grant as a system of funding, which depended on high rates of committals, was clearly inadequate, and alternatives had to be found. In the case of Ferryhouse, these alternatives were not finally put in place until the early 1980s, when an annual budget based on submitted estimates was agreed with the Department of Finance. During the 1970s, however, significant increases in the State grant alleviated the position for those institutions like Ferryhouse that continued to operate.