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Depending upon the enthusiasm and vitality of the members of the institute, it may not be necessary to consider appointment of lay trustees yet or at all. An alternative solution may be to nd appropriate ways to reduce the burden of the charity trustees by involving others in the day-to-day administration of the charity. In particular:
The charity might consider creating a senior management team of individuals appointed to executive positions. For example, it may be appropriate to appoint a director of care to oversee the operation of the charity’s care homes as opposed to requiring this activity to be handled by a charity trustee. The director of care could then report directly to the charity trustees
The charity trustees might draw on the expertise and strategic guidance of their professional advisors and others with relevant experience. Rather than just relying on their advisors to answer speci c one-off questions, advisors could be invited to take part in charity trustee meetings and provide strategic advice on the direction of the charity
External consultants could be retained to advise on speci c areas or projects where the charity trustees feel they are lacking in expertise (for example the appointment of a health and safety consultant to advise on preparation of appropriate policies)
In some cases we are aware that institutes have set up a separate branch that is a secular institute for lay people. These are sometimes described as a “third order” or “tertiaries”. The members of the third order live
the charism of the institute and follow a profession of promises that
are appropriate for their own personal state in life. Where such a third order exists, members of that third order would potentially be suitable candidates for appointment as lay trustees
A candidate for the role of lay trustee could be “road tested” by being appointed a member of one of the charity’s key committees
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