Neal Green

Neal Green

Senior policy adviser, Charity Commission

Neal Green worked at the Charity Commission in a number of advice-giving roles before joining the policy team.

He specialises in governance and contributed to Good Governance, the Code for the Voluntary and Community Sector. He represents the Commission on at code steering group meetings. He also co-wrote the Commission’s guidance on charities and public services and contributed to Speaking Out, the Commission’s guidance on campaigning.

Recently he has been working on the model constitutions for charitable incorporated organisations and regulatory arrangements for exempt charities.


 

 

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Senior policy adviser, Charity Commision

Neal Green advises against allowing one person to dominate the organisation.

Handling a disputed legacy

The Charity Commission and lawyers Robert Oakley and Laura Soley offer guidance on approaching a legacy dispute.

What to consider in drafting compromise agreements with senior charity staff

A lawyer, an accountant and the Charity Commission provide initial advice to a board of trustees on the issue of compromise agreements for senior staff.

What to do when a trustee is interested in an executive role

The Charity Commission's Neal Green explains how to proceed when a trustee takes an interest in applying for an executive role within a charity.

How to maximise income from a property sale

A lawyer, an accountant and the Charity Commission provide advice on maximising income from a property sale.

Legal implications of basic governance errors

When a local branch of a national charity embarks on a direct fundraising effort, things soon turn sour when a the project shuts down. Neal Green examines the legal implications.

Missing the target on charitable objects

Trustees can be personally liable for any charity funds spent outside charitable objectives. Neal Green explains how the Charity Commission deals with charities working outside their charitable objects.

Trustees who are related: is it so bad?

Neal Green provides some advice to a chief executive who believes that how well trustees govern is more important than who they are.

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