GUIDING PRINCIPLES & BEST PRACTICES

Transcription

1 GUIDING PRINCIPLES & BEST PRACTICES A resource guide for South Carolina nonprofit professionals and volunteers FOR USE BY ACTIVE SCANPO NONPROFIT MEMBERS ONLY.

2 THANKS TO OUR PARTNERS Funded in part by a grant from: Layout and design provided by: In-kind support provided by: Third Edition 2012 Copyright South Carolina Association of Nonprofit Organizations (SCANPO). This document or any of its content may not, by anyone, be reproduced or transmitted in any form, or by any means, electronic or mechanical, including photocopying, recording or by any other information storage retrieval system without written permission from SCANPO. Any use of this publication is subject to the restrictions found at For more information, contact SCANPO at us (803) All rights reserved.

3 Guiding Principles & Best Practices The South Carolina Association of Nonprofit Organizations (SCANPO) is pleased to share with you the third edition of Guiding Principles & Best Practices. This edition is published as SCANPO celebrates 15 years of service. Rooted in the extensive work done by South Carolina s most respected nonprofit leaders, professional advisors and volunteer experts over the past 15 years, this publication incorporates today s best thinking about nonprofit effectiveness and aims to inspire greater accountability, dialogue, continuous learning, and strategic decision-making among nonprofit board members, executives and staff. SCANPO s ultimate goal is that, through widespread adoption of these principles and practices, South Carolina nonprofits will have a positive impact on their communities, remain relevant, achieve sustainability and operate with accountability, all the while preserving the trust and confidence of the public, whose continued support is critical to the sector s vitality. We hope this will be a valued document, often referenced and readily used by volunteer board members and professional staff alike. Table of Contents Understanding the New Framework 2 Using the Guiding Principles & Best Practices 3 Mission & Strategic Direction 4-5 Governance 6-7 Legal & Ethical Accountability 8-9 Financial Management & Stewardship Operations & Evaluation 12 Human Resources 13 Fundraising Marketing & Communications 16 Information Management 17 Notes About SCANPO

4 Using the Guiding Principles & Best Practices Nonprofit board members, volunteers, executive directors and staff are encouraged to study each Guiding Principle and to develop a working knowledge of the Core Elements and Best Practices and to use this document in the following ways: As an assessment tool to gain insight into areas of organizational strength and opportunities for targeted improvement. For strategic decision-making to inform the development of action plans. To encourage conversation among nonprofit boards, staff and volunteers to define roles and establish responsibility. To measure your progress and celebrate your accomplishments. To determine whether your organization is ready to seek recognition for its hard work by submitting a nomination for SCANPO s Award for Nonprofit Excellence presented each year at the annual conference. SCANPO is committed to your success and making sure you have the resources needed to cultivate a culture of best practices that will lead to organizational excellence and community impact. Additional Information SCANPO acknowledges that many nonprofits have taken steps toward excellence by obtaining accreditation or certification as affiliates of parent organizations or networks that have their own performance standards. Other organizations may have boards operating under Policy Governance, also known as Carver Governance, and their definition of best practices will differ slightly. SCANPO s Guiding Principles & Best Practices are seen as complementary to the work of these other bodies. This document is intended for legally established 501(c) 3 organizations. SCANPO offers additional resources to help determine when and how to create a nonprofit organization. Key regulatory references include: SC Code of Laws Sections , 206, 830 (a)(2) and (a)(3) Internal Revenue Code, Sections 501 (c) 3 and 4958 Sarbanes-Oxley Act of 2002 Links to these and other relevant laws are provided on the SCANPO website ( 2

5 Understanding The New Framework SCANPO s Guiding Principles & Best Practices is written to meet the needs of all nonprofit organizations large and small. We aim to provide nonprofit leaders with a reference to navigate board and staff responsibilities and accountabilities, whether the organization is just starting out, or is well established. Adherence to these principles and practices is not mandatory and may take many years to achieve. However, SCANPO believes that all well-run nonprofit organizations will have evidence of these principles and best practices integrated within their organizations. The organizing structure has been redesigned to create a more useful document. The language has been simplified and the content made more exact, especially in the Best Practices. The voice is intentionally active and directive. The Best Practices continue to be organized within nine Guiding Principles that address the nine specific strategic and operational focus areas considered critical to effective nonprofit leadership and management. Each section now includes the following components: The Guiding Principle: This single statement describes the standard of organizational conduct and management. Core Elements: These define the essential areas of work that underpin the Guiding Principle. Practices are recommended methods activities, processes and structures associated with each Core Element. The order reflects a general sense of priority or sequencing of work. Lead: Circles allow you to consider whether the board or CEO/executive director has responsibility to lead in ensuring the particular Best Practice is achieved. Status: Circles encourage you to assess the current state of the Best Practices in your organization, to identify those that have been accomplished, or are in progress, and those that require attention and work. 3

6 MISSION & STRATEGIC DIRECTION 1 Guiding Principle: Nonprofits engage in strategic thinking as a continuous process that drives organizational success. Board leadership thinks deliberately about its mission, values and vision, considering how to operate effectively, stay relevant and achieve sustainability. Core Element 1: The organization clearly defines its mission, vision and values and uses these statements to guide planning and action. Core Element 2: The organization uses strategic thinking, a key leadership attribute, to continually generate insights into factors that impact its mission and achievement of its vision. A. Assess mission, vision and values regularly, to address evolving needs and maintain your organization s relevance in the face of societal and community change. B. Seek input from your organization s stakeholders to develop the mission, vision and values. C. State, in your organization s vision, the desired future you seek for the community you serve. D. Describe, in your organization s mission, the purpose that guides everything you do. E. Share, in your organization s values, the beliefs and established guidelines for how your people and the organization itself behaves. F. Use the mission, vision and values to guide all decision-making. G. Understand that the board s primary responsibility is oversight of your mission, and that your organization s services and programs are the mechanism used to achieve that mission. A. Encourage a culture of inquiry where board and staff challenge assumptions and the status quo. B. Identify issues, topics and opportunities that will improve your organization and anticipate the future, using what if scenarios to consider how current issues and developments might impact delivery of the mission. C. Focus on issues of substance in board meetings. D. Allot time in board meetings and retreats for the group to consider key questions and changes in your organization and the community you serve. E. Remain flexible and respond rapidly when unexpected events happen. F. Determine whether advocacy, including lobbying, education on policy issues and civic participation, is a necessary tool for advancing the organization s work. 4

7 MISSION & STRATEGIC DIRECTION 1 Core Element 3: The organization engages in strategic planning to provide direction and monitor progress. NOTES A. Use a deliberate planning process to meet regularly and consider your organization s future. B. Gather input from stakeholders and carefully consider all opportunities to collaborate to effectively utilize community resources and avoid duplication of services. C. Conduct a strategic analysis (such as a SWOT analysis Strengths, Weaknesses, Opportunities, Threats), with input from internal and external stakeholders to gather quality information to more fully understand trends and the environment in which you operate. D. Analyze up-to-date information and create a roadmap that details critical success factors, goals, strategies, activities and key performance indicators. E. Establish realistic, achievable goals that are consistent with your mission and your strategic analysis. F. Establish strategies, structures and processes to support your ability to achieve your goals. G. Identify key performance indicators and use a tool such as a scorecard or dashboard to measure progress toward your goals. H. Allot sufficient time at each board meeting to monitor key performance indicators to assess your progress and make necessary changes 5

8 Guiding Principle: Nonprofit boards govern by providing high-level vision and leadership to ensure sound stewardship of organizational assets and resources. GOVERNANCE 2 Core Element 1: The board works as a unit to determine high-level policy and strategy, establishing direction consistent with the organization s mission, vision and values. A. Establish your organization s board as a decision-making body that provides overall leadership and policy direction. B. Adopt and use decision-making and problem-solving processes that encourage full, vigorous discussion and consideration for diverse points of view. C. Work as a single unit to craft strategies, board policies and bylaws, updating them as needed. D. Speak with a single voice. Core Element 2: The board sets high ethical standards for itself, the organization and its relationships with clients and key stakeholders, ensuring all comply. A. Place loyalty to mission, vision and values above loyalty to a founder, a major donor, the chief executive officer or other individuals of influence. B. Ensure board members, staff and volunteers always act in the organization s best interest carrying out their duties diligently, acting in good faith to advance the mission and never working to further their own personal interests. C. Comply with: 1) the law, 2) articles of incorporation, 3) bylaws and 4) your own policies. D. Define what transparency means for your organization and its role in how you achieve your mission. E. Question instances of wrongdoing. Core Element 3: The board appoints and empowers a chief executive officer, through whom it directs the organization, its achievements and conduct. A. Delineate the responsibilities of the board and the staff, consistent with the organization s mission, vision and values. B. Hire an executive director/chief executive officer, set and review their compensation, and nurture and hold them accountable for the organization s performance. C. Give clear and consistent direction to the chief executive officer, who works for the board as a whole, not for the board chairman or the executive committee. 6

9 GOVERNANCE 2 Core Element 4: Board members regularly grade their own performance, keep their commitments and maintain defined boundaries necessary to ethical conduct. D. Evaluate the chief executive officer and your organization annually and review financial and programmatic performance, making changes as needed. A. Guide board member participation through a written statement of individual and collective responsibility that is reviewed and voted upon annually. B. Establish a regular board and committee meeting schedule and set a standard of performance for members that encourages their review and independent evaluation of materials provided. C. Ask members to serve as ambassadors, representing and advocating for your organization, keeping tabs on community needs and monitoring the effectiveness of the programs your organization offers. D. Aim to have 100% of your organization s board members make personal financial contributions commensurate with their ability to give and help raise money for your organization. E. Conduct vigorous self-assessments, examining the board s collective behavior, effectiveness and compliance with its policies and strategies. F. Ensure board members who volunteer within your organization in a capacity outside of board service respect the staff and understand the staff has authority over them. Core Element 5: Board members are recruited and trained using a deliberate process to develop the skills and knowledge needed to carry out their duties. A. Build a diverse board that brings varying experiences, skills, perspective and cultures to the decision-making process. B. Utilize best practices in nonprofit governance addressing board size and use of annual elections and term limits. C. Provide annual orientation as well as regular, ongoing training to keep board members focused on the big picture and their key responsibilities. 7

10 LEGAL & ETHICAL ACCOUNTABILITY 3 Guiding Principle: Nonprofits, by nature, exist to serve the public good. They are obligated to display high levels of ethical behavior, accountability, transparency and compliance with the law. Core Element 1: The organization diligently educates itself about, and complies with, all applicable laws and legal obligations. Core Element 2: Serving the public good, board members, staff and volunteers are highly ethical in all their actions and behaviors. A. Ensure the board and staff know about, and adhere to, all applicable federal, state and local laws, regulations and fiduciary responsibilities, including but not limited to: The Duty of Care or Diligence The Duty of Loyalty or Faithfulness The Duty of Obedience to Mission Laws governing tax-exempt organizations Laws governing nonprofit organizations and their governance Laws governing charitable solicitation Employment law Intellectual property law Lobbying and reporting law B. Conduct an annual review of your organization s compliance with all applicable laws and regulations to ensure compliance, providing a summary to the board and staff. C. Seek competent legal and accounting advice. A. Establish a code of ethics that is followed by the board, staff and volunteers. B. Adopt a written conflict of interest policy, which meets the IRS standards and guidelines. C. Have board members, volunteers and staff annually sign a conflict of interest statement, especially those who make decisions regarding programs or finances. D. Do what is right, regardless of the situation, rather than attempting to protect the reputation of the nonprofit, the board or staff. 8

11 LEGAL & ETHICAL ACCOUNTABILITY 3 Core Element 3: The organization respects and protects confidential information in its possession and the privacy of everyone involved. Core Element 4: The organization openly and honestly communicates with stakeholders and the public about its mission, activities, finances and decision-making. NOTES A. Adopt a policy, consistent with applicable law, that protects the confidentiality and privacy of all your stakeholders (clients, members, grantees, staff, donors, volunteers, etc.) and monitors compliance. B. Ensure your organization does not release or disclose information about your stakeholders (clients, members, grantees, staff, donors, volunteers, etc.) without their specific knowledge, understanding and permission, except as is appropriate when following standards for transparency or as required by law. A. Report to stakeholders and the public at least once a year about your organization s mission, programs, finances, impact and the people who do the work (board, staff, donors and volunteers). B. Provide accurate and timely information through public resources such as Guidestar. 9

12 FINANCIAL MANAGEMENT & STEWARDSHIP 4 Guiding Principle: Nonprofits effectively and responsibly manage the financial resources bestowed upon them and upon which they rely to accomplish their mission. Core Element 1: The organization adopts and employs effective internal financial controls. Core Element 2: The organization adheres to sound accounting principles, demonstrates fiscal responsibility worthy of the public trust and complies with all finance-related legal and regulatory requirements. A. Include an independent member with financial expertise on the board finance or audit committees and, when appropriate, seek outside professional advice. B. Operate in accordance with written, board-approved financial policies that document key control processes and procedures (including but not limited to: compensation, conflict of interest, whistleblower protection, confidentiality, document destruction and investment management). C. Adopt and operate under an annual budget that follows financial guidelines established by the board. D. Establish a system of internal controls appropriate for the size and complexity of your organization that results in accurate, reliable financial statements and protects your assets. E. Adopt a procedure for anyone associated with your organization to report concerns to the board confidentially and without fear of negative consequences. A. Hire an independent certified public accountant to perform an annual audit, review or assurance service as appropriate for the organization s size and complexity. B. Have the board review and approve the IRS Federal Form 990 each year and be familiar with its content. C. Track your organization s compliance with grants and funds received and abide by the restrictions or heightened scrutiny that accompany federal, state or foundation grants. D. Establish an internal audit function that reports directly to the board, if appropriate. 10

13 FINANCIAL MANAGEMENT & STEWARDSHIP 4 Core Element 3: The organization regularly monitors sources of funds and how they are used, ensuring they are deployed to further the charitable mission. NOTES A. Review financial statements at least quarterly, comparing with budget and prior year performance, to ensure accuracy and understanding of your financial position. B. Forecast future financial results at least once a year, taking a strategic forward-looking view when evaluating the impact of financial decisions. C. Implement a system of checks and balances, supported by your organization s structure and internal processes, that reduces the potential for fraud and the mishandling of funds. D. Conduct an annual risk assessment, taking action to protect assets. 11

14 OPERATIONS & EVALUATION 5 Guiding Principle: Nonprofits develop, implement and monitor operational plans to ensure accountability, evaluation and continuous improvement. Core Element 1: The organization has an operational plan, developed by the staff, which includes committee goals and objectives to be achieved within an established timeframe and budget. Core Element 2: The organization builds evidence-based evaluation into its operational plan, using the results to build a culture of continuous learning. A. Develop an operational plan based on the strategic plan approved by the board, to guide the day-to-day operations of staff and committee activity. B. Review plans regularly to monitor progress, making modifications when necessary to improve your organization s response to changes in the environment. C. Allocate appropriate financial resources to support the operational plan and evaluation of results. D. Anticipate and plan, routinely, for disasters, disruptions and transitions. E. Incorporate advocacy efforts in your operational plan, including lobbying, education and civic participation, to advance the mission of the organization, when appropriate. A. Include measureable objectives, outcomes, key performance indicators, and timelines in your organization s operational plan. B. Analyze processes and outcomes and use appropriate quantitative and qualitative data collection methods to make data-driven decisions. C. Share the results of your organization s evaluations with stakeholders D. Seek out professional guidance, if needed, when evaluating your organization s performance. Core Element 3: The organization has clearly defined and board-approved policies and procedures for critical operations. A. Develop written operations policies and procedures for all major functions, processes and associated tasks. B. Establish a process to capture and respond to client feedback. 12

15 HUMAN RESOURCES 6 Guiding Principle: Nonprofits recognize that people are their most important asset. They utilize effective leadership and fair practices to attract and retain employees and volunteers. Core Element 1: The organization complies with all local, state and federal human resources laws and regulations. A. Conduct background checks on all employees and volunteers, especially for those who manage finances, work with children or access sensitive information. B. Establish written employee policies and procedures, setting forth the organization s expectations and obligations, and have reviewed by a qualified attorney and adopted by the board. C. Seek legal and professional human resource guidance on employee related issues to reduce risk and liability. D. Determine appropriate compensation of high-level employees utilizing independent, thirdparty compensation studies. E. Adopt a written whistleblower policy, provide training, and make sure board, staff, and volunteers can confidentially report misconduct without negative consequences. Core Element 2: The organization places a high priority on recruiting and retaining top-quality staff and volunteers and creating a supportive, productive environment. A. Share information about the organization s plans and activities with employees and volunteers and seek their input to create a supportive work environment that fosters mutual respect and trust. B. Offer employees market-based, equitable compensation and benefits, including retirement benefits, as appropriate. C. Communicate to staff and volunteers what is expected of them so they understand the rules under which your workplace operates. D. Ensure staff and volunteers can relate to people with varying cultural backgrounds within the community your nonprofit serves. E. Provide staff and volunteers with current, written job descriptions. F. Hire staff and recruit volunteers with necessary skills and knowledge and provide opportunities for professional development. G. Provide staff and volunteers with tools and resources needed to succeed. H. Give ongoing feedback to staff and volunteers about their performance and complete written evaluations annually. I. Establish transition plans, including a succession plan, to manage changes in leadership and other key positions. 13

16 FUNDRAISING 7 Guiding Principle: Nonprofits provide donors with ways to support the community, causes and organizations they value. As agents of philanthropy, nonprofits have an ethical and fiduciary obligation to handle funds appropriately, honor donors wishes and have sufficient funds to carry out their mission. Core Element 1: The organization has clear, written, board-approved fundraising policies to guide its work. A. Adopt written policies to govern use of charitable donations in compliance with applicable laws and regulations and consistent with your organization s mission, vision and values. B. Use a written gift acceptance policy to govern the handling of all the types of donations and guide staff in maintaining ethical relationships with donors. Core Element 2: The organization adheres to high ethical standards for fundraising. A. Adopt a code of ethics that is actively used to govern all fundraising activities. B. Document and honor donors wishes and restrictions placed upon the gifts made to your organization. C. Respect donors privacy, ensuring the information you maintain is kept confidential. D. Inform donors, in a timely fashion, of any changes to your organization that may affect use of their gifts. E. Pay fundraising staff and consultants in an ethical way that puts the organization s and donors interests first, (do not pay commissions or fees based on a percentage of dollars raised). Core Element 3: The organization implements a comprehensive, board-adopted annual fundraising plan. A. Appoint a fundraising committee that is chaired by a board member and includes other members of the board as well as volunteers, to raise money to meet your organization s needs. B. Craft a written, board-approved annual fundraising plan that incorporates strategies for obtaining diverse revenue sources, including grants, donations, investments and earned income (when appropriate) and clearly outlines the roles and responsibilities of the board, committees and staff needed to turn the plan into action, including goals, strategies, objectives and timelines. C. Monitor the fundraising plan to ensure it supports objectives funded in your organization s annual budget and mapped out in its strategic plan. 14

17 FUNDRAISING 7 Core Element 4: The organization regularly communicates with donors and other stakeholders, in an ethical and transparent way. D. Write up-to-date case statements, clearly conveying your organization s needs, to be used with potential donors. E. Recruit volunteer fundraising leaders with the appropriate skills, provide necessary staff support for their solicitation efforts, celebrate successes and thank them for their efforts. A. Include in your marketing plan the methods and frequency of communication, as well as the vehicles and media to be used to regularly inform stakeholders about your organization s activities. B. Include in fundraising materials, clear, accurate and honest information about your organization, its activities and how you intend to use the money raised. C. Communicate in a manner that accurately conveys your organization s accomplishments and recognizes contributions of donors and volunteers. Core Element 5: The organization implements a donor stewardship program that values donors of all levels. A. Utilize a dependable, secure software system that allows staff to collect, monitor and manage donor and gift information. B. Maintain accurate records of each donation, making the information available to the donor, when requested. C. Develop and implement a donor cultivation and stewardship plan that reflects your organization s values and your donors preferences for engagement. D. Maintain written agreements for major gifts, endowments and other contributions as appropriate. E. Make records available to the public as requested and as appropriate for your organization. 15

18 MARKETING & COMMUNICATIONS 8 Guiding Principle: Nonprofits engage in marketing that adheres to high ethical and professional standards to communicate mission, vision, values and progress toward social change to all stakeholders. Core Element 1: The organization adopts and funds an annual marketing communications plan to guide the board and staff in their roles as advocates. Core Element 2: The organization builds and protects its brand, by ensuring its actions are consistent with the messages conveyed. A. Complete a realistic situational and environmental analysis to fully understand the environment in which you are marketing your organization (e.g. SWOT analysis). B. Define the organization s key audiences, understanding their needs and desires as they relate to your mission, vision and values. C. Develop an annual marketing communications plan that includes realistic, measureable goals, objectives, tactics, timeline and budget to support your organization s strategic direction and demonstrate accountability to your stakeholders. D. Allocate adequate funding to ensure your organization can fully implement the marketing communications plan. E. Utilize current tactics, technologies, social media and best practices in marketing communications, as appropriate. F. Evaluate results of your marketing communications plan, making changes as needed to ensure your organization achieves its goals. A. Establish clear, written marketing communications standards for messaging and branding guidelines and include in orientation for board, staff and volunteers. B. Build your internal marketing communications capacity to build and protect your organization s brand, seeking expert advice as needed. C. Develop a crisis communications plan, determining who will speak with the media on behalf of the organization, and provide guidelines. 16

19 INFORMATION MANAGEMENT 9 Guiding Principle: Nonprofits use secure technologies to maintain accurate information that informs decision-making. Core Element 1: The organization has a technology plan and policies and procedures for effective and ethical use of information. Core Element 2: A. Integrate a technology plan into your organization s strategic plan, ensuring sufficient investment in appropriate technology required to support your organization s size, focus and needs. B. Include expectations about the use of technology, information and privacy as well as the consequences for violating the policy in your organization s employee handbook or procedures manual. C. Have a plan for handling equipment and technology during disasters, disruptions and transitions. D. Operate under written, board-approved policies and procedures related to the use of technology and access to data (policies include, but are not limited to, confidentiality, privacy, document destruction, electronic and voic file destruction). E. Protect passwords and access to sensitive information. F. Adopt a policy to protect intellectual property rights and rights of other organizations. A. Maintain, evaluate and update technology systems regularly. The organization implements and maintains technology systems (software and hardware) necessary for accurate information management. B. Equip staff with appropriate technology devices (computers, mobile phone, printers, etc.) to increase your organization s efficiency and effectiveness. C. Consider needed technology investments during the annual budget process, funding as appropriate for your organization. D. Maintain current, accurate public information on your organization s website, using passwords to keep the site secure and limit access, when applicable. 17

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22 About SCANPO Founded in South Carolina in 1997, the South Carolina Association of Nonprofit Organizations (SCANPO) is the only statewide network that brings together charitable organizations to strengthen the state s entire nonprofit sector. With hands joined across our state, SCANPO serves the thousands of South Carolinians dedicated to community service, leadership and caring through nonprofit and philanthropic organizations. We believe that well-managed and responsibly governed nonprofits result in stronger and healthier South Carolina communities. SCANPO S mission is to serve, support and strengthen nonprofits for a better South Carolina. Our vision is that: All nonprofit organizations in South Carolina will exhibit the highest standards of accountability and effectiveness, resulting in a better quality of life for the citizens of our state. We serve the nonprofit sectar by: Building our knowledge network, Promoting collaboration, and Strengthening our collective voice. SCANPO is run by nonprofit leaders, for nonprofit leaders. And, as a member organization, it is only as strong as its membership base. We thank our nonprofit members, business and grant-making partners for their commitment and support, and invite all others to join SCANPO. For more information please visit 20

23 A SPECIAL THANK YOU TO THE FOLLOWING VOLUNTEERS. WITHOUT THEIR COMMITMENT AND EXPERTISE THIS PROJECT WOULD NOT HAVE BEEN POSSIBLE. GPBP Third Edition Editorial Team Sandra Chavez - Performance by Design, Beaufort - Committee Co-Chair, Editor Reid Lehman - Miracle Hill Ministries, Greenville - Committee Co-Chair, Governance Colleen Bozard - ccbozard consulting, Columbia - Mission & Strategic Direction John Ruoff - The Ruoff Group, Columbia - Legal & Ethical Accountability Charles Weathers, Sr. - The Weathers Group, Columbia - Operations & Evaluation /Information Management Jackie Breland - Jackie Breland Consulting, PA, Columbia - Financial Management & Stewardship Joan Ustin - Joan K. Ustin & Associates, LLC, Charleston - Human Resources Cindy NeSmith, CFRE - C.M. NeSmith Consulting, LLC, Lugoff - Fundraising Jessica Munday - Trio Solutions Inc., Mount Pleasant - Marketing & Communications Jo Bull - Central Carolina Community Foundation, Columbia Rachel Hutchisson - Blackbaud, Charleston - Editor SCANPO Knowledge Network Committee Sandra Chavez - Performance by Design, Beaufort Reid Lehman - Miracle Hill Ministries, Greenville Carmen Landy - Helping Hands Aiken County, Aiken Katrina Spigner - Sisters of Charity Foundation of South Carolina, Columbia Gwen Bampfield - Committee ACCESS Network, Ridgeland

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