Contact: Michelle Snyder, Executive Director
(410) 799-1224 x21

Organizational Structure Task Force Submits Report to Supreme Council

Elkridge, Maryland (February 8, 2006)—Supreme Council formed the Organization Structure Task Force in May 2005 to work in conjunction with organizational consulting firm Dream Dare Do (d3) to assess and review Phi Sigma Sigma’s organization structure. The overall objective was to examine our current structure and recommend any changes that may be needed to ensure Phi Sigma Sigma achieves its mission and vision. The recommendations outlined below are based on research conducted within Phi Sigma Sigma (focus groups, individual interviews and a member survey), best practices in use by other international fraternity and sorority groups, literature on effective nonprofit leadership, and the professional experience of d3.

OVERVIEW OF FINDINGS AND RECOMMENDATIONS:
The members of the task force met in person twice and held numerous conversations via e-mail and telephone about the scope and content of this work. Based on their work and a thorough review of the materials cited here, d3 and the task force offered the following findings and recommendations.

Findings

• The most frequent theme from the data collected is that Phi Sigma Sigma must find more accessible opportunities for alumnae to reconnect with the Fraternity. Alumnae want to get involved (most spending two to four hours a week or less), but are unclear on what ways that might be possible.
• A second significant theme is that communication within the Fraternity is effective in electronic forms, but not satisfactory in face-to-face or personal ways.
• Survey responses were nearly evenly split when answering whether Phi Sigma Sigma was currently organized to achieve its purpose, mission, and strategic priorities. There are clearly differing levels of understanding and experience with the current structure and its ability to meet member needs.
• In other fraternal organizations, a board of directors leads the organization by focusing on strategic initiatives rather than day-to-day operations of the organization. The work and operations are certainly reported to the boards as it relates to the strategic interests of the organizations - quite different from the current pattern of operation within Phi Sigma Sigma.
• In terms of association trends, research shows the one responsibility of nonprofit boards is to govern the organization. However, most boards do not effectively govern because they are immersed in operating details and other matters that are best left to staff. The resulting impacts are that the board loses perspective about what truly matters, talent is lost because top leaders will not join an operating board, and institutional vitality is lost as narrow thinking rules the day.
• Volunteer opportunities that provide alumnae with rewarding opportunities at convenient times in their lives must become the norm, rather than the exception. Virtual volunteering – done anytime from anywhere should be considered.

Recommendations
Based on these findings, d3 and the task force made a number of preliminary recommendations in their report. Here are the highlights:

• Shift Supreme Council to a smaller, strategically-focused leadership team.
• Eliminate Grand Council as a body while retaining key volunteer leaders.
• Enhance the capacity of the professional staff to direct and fully manage the volunteer staff.
• Initiate a comprehensive public relations and communications initiative to inform and expand member understanding of leadership, involvement, and operations of Phi Sigma Sigma.
• Move toward increased management authority for professional staff.
• Do a better job of providing resources for local members to reach their fullest potential.
• Retain the community model that has been in a pilot phase in regions 1, 4, 5, and 12 and expand it to include all 12 regions.
• Form standing committees and project work groups as needed to address much of the topical work of the Fraternity. These groups should be managed by members of the professional staff.
• Initiate a core values audit (also known as a business process review) as it will form the basis for many aspects of new organization structures.
• Take the opportunity to discuss recommendations with members at regional leadership conferences in 2006.

NEXT STEPS:
Following receipt of d3 and the task force’s report in November, Supreme Council asked the task force members to continue their work and has outlined the following steps for the task force:

• Develop a communication plan to include:
• Communication of the contents of the d3 and task force report to membership
• A public relations plan to support the recommendations put forth by d3 and the task force
• Development and implementation of a plan for the task force to receive feedback from the membership at Regional Leadership Conferences
• Create a plan to continue receiving feedback beyond the RLC activity
• Develop and put forth constitutional changes

To request a complete copy of the report submitted by d3 and the task force to Supreme Council or to share questions or comments, please e-mail the task force at organizationalstructure@phisigmasigma.org.

Phi Sigma Sigma is an international women's fraternity founded in 1913 at Hunter College in New York City. Currently, Phi Sigma Sigma has over 55,000 initiated members worldwide, with 110 collegiate chapters and colonies and 40 alumnae groups across North America. More information on the organization can be found at www.phisigmasigma.org.

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