SUPREME COUNCIL CANDIDATES
CONVENTION 2025
SIMONNE HORMAN
IOTA IOTA CHAPTER AT GRAND VALLEY STATE UNIVERSITY
Simonne Horman is the Director of Sorority and Fraternity Life at the University of Florida, where she has been instrumental in shaping the student experience since January 2016. She holds a Bachelor of Science in Political Science from Grand Valley State University, a Master of Arts in Higher Education/Student Personnel from the University of Mississippi (Ole Miss) and is currently pursuing a Ph.D. in Leadership from the University of Florida, with an anticipated graduation in May 2025. Simonne brings a wealth of knowledge and expertise to her role and the Supreme Council. Her career in student affairs and Greek life, which began in 2012, includes key professional and volunteer roles at Phi Sigma Sigma Headquarters, where she served as a leadership consultant, membership manager and director of chapter services. Simonne’s passion for helping students develop, learn and thrive during college and beyond drives her commitment to fostering impactful experiences within fraternity and sorority life. She believes that, when done correctly, membership in Greek life can provide immense personal and professional growth for students, equipping them with the tools and framework for success in life.
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Simonne is also deeply involved in volunteer work, serving as Phi Sigma Sigma's Chief Panhellenic Officer and contributing to the broader community through organizations like the Junior League of Gainesville. She serves as a Phi Gamma Delta Fraternity chapter coach, health and safety facilitator and Leadership Institute facilitator. Additionally, she is the assistant executive director for learning and development for the Southeast Greek Leadership Association.
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Simonne lives in Fort White, Florida, with her husband, Anthony Paparella, an alumnus of Phi Delta Theta Fraternity at Florida State University, and their beloved Chiweenie, Kona Belle. In her spare time, she enjoys baking, watching Dateline and Bravo, shopping on Amazon and traveling. Most recently, she and Anthony hosted their wedding in Cape Town, South Africa, surrounded by friends, family and a special group Phi Sigma Sigma sisters!
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Candidate for: Director
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Education
Grand Valley State University, B.S.
University of Mississippi, M.A.
University of Florida, Graduate Certificate in Leadership
University of Florida, Graduate Certificate in Teaching and Learning
University of Florida, Doctor of Philosophy – ABD (graduation May 2025)
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Academic Honors
Honors Society
Golden Key Society
Order of Omega
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Number of Volunteer Years: 14
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Phi Sigma Sigma Awards
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Order of the Sapphire
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Certificate of Appreciation
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Committee Chairman Dangle
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Fraternity Service Award – 5, 10 years
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Field Staff Dangle
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Jeanine Jacobs Archon of the Year Finalist
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Other Awards
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National Panhellenic Conference Certificate of Appreciation
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The Art Sandeen Outstanding New Professional Award
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Tau Kappa Epsilon Fraternity Greek Advisor of the Quarter
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North American Interfraternity Conference Advisor of Distinction Award
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Chi Phi Fraternity Campus Administrator of the Year
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Tau Epsilon Phi Fraternity Honorable Leo M. Gordon Exceptional Greek Professional Award
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NASPA Florida Mid-Manager of the Year Award
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Phi Sigma Sigma Staff and Volunteer Experience
Current:
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National Panhellenic Conference – Chief Panhellenic Officer
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Panhellenic Relations – Chairman
Past:
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Beta Psi Housing Corporation – Vice President
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General Board Advisor – Iota Eta Chapter at Florida Institute of Technology
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General Board Advisor – Iota Iota Chapter at Grand Valley State University
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General Board Advisor – Iota Pi Chapter at Salem State University
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Nominating Committee – Member
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Salem State Colonization Task Force – Member
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Fraternity Staff Member – Director of Chapter Services, Membership Member, Field Staff
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Outside Volunteer Service
Current:
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Junior League of Gainesville
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Phi Gamma Delta Fraternity – Chapter Coach, Leadership Institute Facilitator, Health & Safety Facilitator
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Southeast Greek Leadership Association – Assistant Executive Director for Learning and Development
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Past:
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National Panhellenic Conference – Area Advisor
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Association for Fraternity/Sorority Advisors – DEIA Micro-Volunteer Committee
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North American Interfraternity Conference – Undergraduate Interfraternity Institute (UIFI) Facilitator
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Association of Fraternal Leadership and Values (AFLV) – Conference Speaker Review Committee
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Alpha Sigma Phi Fraternity – Better Man Small Group Facilitator
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Describe the blend of personality, skills and life experiences that you would contribute to Supreme Council and the mission of Phi Sigma Sigma. You may draw from multiple experiences whether it be professional experiences or from volunteer roles.
I bring a strong and unique blend of leadership, empathy and strategic thinking to the Phi Sigma Sigma Supreme Council. Over the past decade, my professional roles in student affairs and sorority and fraternity life have equipped me with a deep understanding of the diverse needs of collegiate members and alumnae. My experience as the Director of Sorority and Fraternity Life at the University of Florida has allowed me to lead over 8,000 students, manage complex conduct cases and implement policies that promote community building, and safety, which aligns with Phi Sigma Sigma's mission of advancing the sisterhood and empowering women.
In my volunteer and former Phi Sigma Sigma staff capacities as Phi Sigma Sigma’s Chief Panhellenic Officer and Director of Chapter Services, I have developed skills in governance, policy development and conflict resolution. I have worked on fostering collaboration between chapters, university officials, and alumnae, ensuring that our values and standards are upheld while also adapting to the evolving needs of our community.
My personal values of integrity, compassion and a commitment to lifelong learning mirror Phi Sigma Sigma’s principles. I believe in fostering a culture where every sister feels empowered and valued, and my experiences in leadership development, risk management, and strategic planning will support the Supreme Council’s efforts to inspire and guide the future of Phi Sigma Sigma. Through these experiences, I aim to contribute fresh perspectives, innovative ideas, and a commitment to advancing the organization’s mission.
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​What is your experience in business/organizational management, such as risk management or policy preparation?
I have extensive experience in organizational management, risk management and policy development, particularly within complex university systems. As Director of Sorority and Fraternity Life at the University of Florida, I oversee a community of 8,000 students across 60 fraternity and sorority chapters. A key responsibility of my role is implementing directives from the State University System (SUS) Board of Governors and the University of Florida Board of Trustees, while navigating university politics and aligning policies with state and institutional regulations.
I lead efforts to develop, revise, and enforce policies that promote safety, community building and ethical behavior within the Greek community. This includes risk management protocols, hazing prevention and addressing alcohol misuse and sexual misconduct. To ensure compliance and reduce liability, I work closely with university general counsel on policy matters. I also manage a $900,000 budget to support student development and safety initiatives.
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In collaboration with the Office of Student Conduct, I helped implement the Organizational Hazing Investigator model, training staff to handle complex conduct cases while aligning with university and state regulations. This required understanding the political landscape and coordinating with various university departments.
As Chief Panhellenic Officer for Phi Sigma Sigma, I’ve worked extensively on policy interpretation and adoption, ensuring compliance with Panhellenic standards. These experiences have strengthened my governance, risk management, and policy development skills, making me well-equipped to contribute to Phi Sigma Sigma’s leadership.
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What do you feel is the greatest risk to the Fraternal industry over the next biennium?
The greatest risk to the fraternal industry over the next biennium is maintaining relevance and inclusivity in a rapidly changing social landscape, especially with Generation Z and Generation Alpha students. Fraternities and sororities must confront long-standing issues such as hazing, sexual misconduct, alcohol and drug misuse and lack of diversity, which not only jeopardize member safety but also damage the reputation of Greek life. These concerns lead to increased scrutiny from universities, the public, and prospective members.
Declining enrollment in higher education further compounds this challenge. With fewer students attending college, particularly in regions where many Phi Sigma Sigma chapters are located, recruitment numbers have dwindled, putting financial and operational strain on chapters. Additionally, many students, especially from underrepresented groups, perceive Greek organizations as exclusive and outdated.
To mitigate these risks, fraternities and sororities must prioritize transparency, risk management and inclusivity. Addressing safety and inclusivity through education and policy reform is crucial. It’s equally important to create meaningful, relevant experiences for Generation Z and Generation Alpha students, who seek personal and professional development opportunities that they may not associate with Greek life due to outdated stereotypes.
By fostering a sense of belonging and offering leadership and growth opportunities that resonate with today’s students, the fraternal industry can regain its relevance and appeal. If fraternities and sororities can adapt to these evolving challenges, they will not only survive but thrive, continuing to provide valuable experiences for future generations.
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Tell us about a time you had to lead a team or organization through a crisis, making difficult strategic decisions. Please share the processes you use.
One of the most challenging crises I faced was during the 2023-2024 academic year, when the University of Florida’s sorority and fraternity community experienced over 20 hazing allegations across three of our four governing councils. As Director of Sorority and Fraternity Life, I led a team responsible for managing these investigations and addressing serious safety concerns, which also threatened the reputation of the Greek community.
To respond quickly, we partnered with the Office of Student Conduct to assess the severity of each allegation and initiate immediate investigations. When hazing investigations began to overwhelm the student conduct office, we implemented the Organizational Hazing Investigator model, training additional Division of Student Life staff to assist in handling these complex cases. This allowed the non-organizational conduct process to proceed uninterrupted while ensuring thorough and impartial investigations.
Transparency and communication were key throughout the process. We maintained open dialogue with chapter leadership, alumni, and university administrators, ensuring all stakeholders were informed and involved. To address root causes, we revised risk management policies and launched new educational programs focused on hazing prevention and leadership accountability.
In collaboration with student leaders, chapter advisors and national organizations, we transitioned to a six-week new member education timeframe, down from eight weeks. We provided extensive support to chapters to ensure a smooth transition and a meaningful experience for new members.
By prioritizing safety, accountability, and collaboration, we successfully navigated this crisis, reinforcing the need for swift decision-making and proactive prevention within the sorority and fraternity community.​
Describe your experience working with budgetary oversight, including profit and loss statements, financial statements and budgets.
As Director of Sorority and Fraternity Life at the University of Florida, I manage an annual budget of approximately $900,000, overseeing all financial aspects, including budget planning, monitoring expenses, and ensuring alignment with the university’s strategic goals. I regularly track expenditures, review savings and adjust budget lines to meet the evolving needs of our programs.
A key responsibility is collaborating with stakeholders—student leaders, staff and university administration—to ensure funds are used efficiently to support safety, leadership development, and educational programs. I also focus on future financial planning by exploring creative revenue generation within the sorority and fraternity community. This includes identifying opportunities for fundraising, alumni engagement, and fee-based programs to increase financial sustainability.
During the COVID-19 pandemic, I reconfigured the Interfraternity Council’s budget to allocate resources for virtual programming, socially distanced events and emergency housing support. Additionally, I have managed smaller budgets in volunteer roles, overseeing chapter budgets as a chapter advisory board member and supporting the financial oversight of the four Greek governing councils at the University of Florida.
While on Phi Sigma Sigma staff, I also conducted forensic accounting to assist chapters facing financial mismanagement. These diverse experiences have strengthened my financial management skills, allowing me to plan for long-term sustainability while supporting the strategic priorities of the organization.
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What are your current personal and professional priorities? Describe your current bandwidth and how you plan to incorporate your commitment as a member of Supreme Council to your current obligations.
My current priorities are focused on fostering leadership, promoting inclusivity, and advancing student success in higher education. Professionally, I am completing my Ph.D. in Agricultural Education and Communication with an emphasis on Leadership Development, while serving as Director of Sorority and Fraternity Life at the University of Florida. With my dissertation set for completion by December 2024 and my defense scheduled for early 2025, I will have more availability to focus on new responsibilities, including serving on the Supreme Council.
Personally, I prioritize maintaining a balance between my work, academic and personal life, ensuring I can effectively dedicate time to all my commitments. Years of managing large student populations, significant budgets and volunteer initiatives have sharpened my time management and organizational skills. This experience allows me to integrate additional responsibilities, such as those required by the Supreme Council, into my schedule with confidence.
I plan to allocate specific time weekly to Supreme Council duties, including meetings, strategic planning and travel. By leveraging my ability to delegate tasks and maintain a disciplined schedule, I am confident in my capacity to meet these responsibilities while continuing to prioritize my current professional and personal commitments. My background in leadership and policy innovation aligns closely with Phi Sigma Sigma’s mission, and I am fully committed to supporting the advancement of the organization with focus and dedication.
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How would you separate your personal sorority experience from your executive role on Supreme Council, including upholding your confidentiality and fiduciary obligations?
In serving on Supreme Council, I recognize the importance of separating my personal sorority experience from my executive role, ensuring that all decisions are made objectively and in the best interest of Phi Sigma Sigma as a whole. My personal sorority journey has shaped my values and passion for our organization, but in an executive capacity, I must prioritize the greater needs of the sorority, its chapters and its members.
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To maintain this separation, I commit to approaching all decisions with a strategic, mission-driven mindset, relying on data, policy and the collective goals of the organization. By focusing on my fiduciary responsibilities, I will ensure that all actions align with the long-term sustainability, success, and growth of Phi Sigma Sigma, rather than any personal affiliations or preferences.
Upholding confidentiality is paramount. Having worked in student affairs, where sensitive information is handled regularly, I am well-versed in safeguarding confidential details and ensuring appropriate information-sharing protocols. I will approach my Supreme Council role with the same level of professionalism, ensuring that all internal discussions, decisions and strategic planning remain confidential and are shared only with those authorized to receive such information.
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In upholding fiduciary obligations, I will ensure that all resources are managed ethically and in the best interest of Phi Sigma Sigma. I am committed to transparency, fairness, and accountability in financial matters, further ensuring that my personal connections never influence executive decisions or the direction of the organization.
As a director, explain how you would promote the Fraternity’s organizational goals in the next biennium?
As a director, I would promote Phi Sigma Sigma’s organizational goals by focusing on three key areas: leadership development, member engagement and organizational growth and sustainability.
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First, leadership development would be a top priority. I would expand leadership training programs for both collegiate and alumnae members, encouraging active participation in fraternity governance and decision-making. Providing mentorship opportunities would cultivate future leaders who are equipped to navigate challenges and drive Phi Sigma Sigma forward.
Second, member engagement is essential for maintaining a strong and connected sisterhood. I would deepen engagement by fostering stronger connections between collegiate members, alumnae and the Fraternity. Initiatives could include enhanced alumnae programming, stronger networking between collegiate and alumnae chapters and opportunities for active alumnae involvement in chapter events. This would ensure that members remain involved and feel connected to the fraternity throughout their lives.
Lastly, strategic organizational growth and sustainability are critical. I would focus on extending Phi Sigma Sigma’s presence through intentional growth in areas within the United States where the Fraternity is underrepresented. By exploring extension projects at universities in new regions and creating alumnae networks in these areas, we can ensure both expansion and the long-term success of our chapters. Data-driven decision-making will guide these initiatives, ensuring alignment with Phi Sigma Sigma’s mission and long-term goals.
By concentrating on leadership development, member engagement, and strategic growth through extension and alumnae outreach, we can build a stronger, more connected sisterhood that continues to grow and thrive in the next biennium and beyond.
Describe how you have collaborated with others to make critical decisions quickly and effectively?
Collaboration has been central to my approach in making critical decisions quickly and effectively at the University of Florida. One key example was navigating the early stages of the COVID-19 pandemic within our Sorority and Fraternity Life community. Faced with the immediate need to relocate students from chapter houses and ensure their safety, we quickly convened a task force that included student leaders, chapter advisors, university administration, and campus health officials.
We prioritized key concerns—housing, health risks and member support—while maintaining constant communication with all stakeholders. A structured approach was established where each stakeholder had defined roles, from gathering housing availability data to coordinating with health officials on safety protocols.
Fostering a solutions-oriented environment was critical to our success. We collectively developed strategies that allowed for quick adjustments, including modifying risk management policies, moving programs online, and helping local housing entities develop quarantine and isolation protocols. Additionally, we partnered with the University COVID Response Team to monitor the status of Greek students in chapter facilities and effectively communicated updates to house directors and chapter leadership to ensure proper health protocols were followed.
By collaborating and empowering others to take ownership of specific tasks, we made rapid, informed decisions while maintaining transparency and prioritizing student safety. This experience reinforced the importance of communication, delegation, and trust in handling high-stakes decisions under pressure.
SUPREME COUNCIL ELECTIONS
Supreme Council will be elected during Plenary at Convention 2025. If you have any questions about the candidate profiles or responsibilities of Supreme Council, please contact the nominating committee at nominatingcommitee@phisigmasigma.org.