PHIG Society - FAQs & News , Executive SummariesPHIG Society - FAQs & News , Executive Summarieshttps://www.phigsociety.org/faqs-and-news/executive-summariesSat, 17 Jan 2026 03:15:53 -0800http://zoho.com/sites/<![CDATA[What we S.E.E. for growth long-term]]>https://www.phigsociety.org/faqs-and-news/post/what-we-s.e.e.-for-growth-long-termAsk us what we "see" when we consider PHIGS' success in each girl's journey from harm to wholeness, and it will very likely open a focused conversation on 3 key points: scalability (S), effectiveness (E), and efficiency (E).]]>

Our plan for scalability, effectiveness & efficiency

The acronym "S.E.E." stands for three essential elements of PHIGS' long-term success: scalability, effectiveness, and efficiency. Below are a few key points related to each of the essentials as they pertain how we pray, budget, plan and program to achieve our mission in moving each girl from harm to wholeness.

Scaling for growth through trusted partnerships

Since 2023, a network of partnerships has been fostered and continues to grow, enabling PHIGS to function as a recognized and trusted resource for both long-term and emergency placements for survivors. Upon opening our doors to the first girls we already consider them a the "big sisters" to all who will follow. PHIGS is capable of effectively scaling our capacity for compassion and care because:
  • The PHIGS vision centers around developing residential care communities that can be expanded to serve more and more survivors in the future, laying the groundwork for sustainable growth.
  • Established organizations, such as Big Oak Ranch (Springville, AL), Advent Health, and Summit Wellness Centers, are being consulted to adopt proven strategies for serving vulnerable children effectively over the long-term.
  • Our 501(c)(3) nonprofit status allows PHIGS to secure essential funding through corporate and foundation partnerships, government grants, and tax-deductible contributions, ensuring the financial stability needed to expand reach.

Delivering effective results for abandoned girls

Both the immediate and long-term needs of survivors are considered, providing essential care which includes safe housing, food, clothing, education, medical care, and other vital services. PHIGS is effective because we are committed to the following:
  • Holistic care is provided, addressing both the physical and mental well-being of the girls served, supporting their healing and healthy development.
  • A partnership with Summit Wellness Centers provides licensed counseling, trauma-informed care training, and preventative mental health resources for house parents. This specialized support leads to more stable and loving homes, as evidenced by studies showing caregivers who receive counseling experience significantly less turnover, ensuring greater stability for the girls in care.
  • The focus is on safely removing girls from harm and connecting them with a family-based shelter and services as quickly as possible.
  • The goal is to inspire positive futures for these girls, fostering their engagement in learning, family, professional care, friendships, new interests, education, creativity, and the creation of positive memories, preparing them for independent and fulfilling lives.

Maintaining operational efficiency for the long-haul

Strategic partnerships, like that with Summit Wellness Centers and others, are leveraged to optimize resources and access specialized expertise, create natural channels of accountability, and leverage complementary resources for each girl's needs in to young adulthood and beyond. PHIGS achieves operational efficiency by maintaining:
  • A comprehensive infrastructure and operational framework, guided by best practices from leading organizations, like Advent Health and Big Oak Ranch, are being built to ensure efficient and effective delivery of care.
  • The clear mission and focus on long-term residential care and support for a specific population—minor girls impacted by exploitation—allows for the strategic allocation of resources and the design of highly targeted programs.
  • A commitment to responsible stewardship of resources and building a culture of accountability is maintained through the PHIGS governance model to maximize impact and achieve operational efficiency.
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]]>Fri, 09 Jan 2026 15:39:28 -0500<![CDATA[Executive Summary: Mission Focus]]>https://www.phigsociety.org/faqs-and-news/post/executive-summary-mission-focusGrounded in Christ-centered compassion, Parham-Hurst International Girls Society exists to provide safe, survivor-centered care for girls who have experienced trafficking or gender-based exploitation.]]>

The Founders' guide to PHIGS' mission

PHIGS exists within a vast, dynamic ecosystem of survivor-care related to those abandoned, abused or otherwise harmed by human trafficking. What follows is a 4-point summary of why and where PHIGS fits in this context of care.

We discovered a gap in the system.

Here's what we found...

Typically, foster care based organizations, whether public or private, have some measure of required consent extended to them by Child Protective Services, parents or legal guardians. This consent is the basis of agreement for the out-of-home care arrangement. In some cases, the children are privately placed with the intention of being reunited with their family in the future. Oftentimes, it includes a granting of “Power of Attorney” for the child, but not necessarily guardianship.


By contrast, it’s unlikely that PHIGS ever receives girls in such a way. In cases where the girls are considered “business assets” by traffickers and come to us as survivors (because of law enforcement action followed by adjudication), it will hardly be a consensual arrangement from the trafficker's point-of-view. In other cases, where the girls come to PHIGS as Category 4 Unaccompanied Children (see below "Special Focus"), there is no known family (or no family identifiable) for them to ever rejoin. So, it is not a foster care approach we take, nor is it a temporary custody approach. Rather, it is a guardianship role we pursue for each girl to give her the family security and permanence she needs most.


Locally, there are presently six Recognized Organizations for UC legal advocacy in the 4-county region around PHIGS (as of YE'24). However, none operate as a private, state licensed residential child-care facility nor provide legal guardianship.

We aim to fill that gap.

And so we found our fit...

PHIGS aims to create a safe, Christ-centered, trauma-informed environment with family-style homes. The plan addresses PHIGS's history, strategy for impact, facilities and programs (including education and therapy), growth plan, organizational structure, partnerships, fund development, financial projections, and the process for recognition and accreditation. Along with a select group of advisors we are building with reference to the residential family-care model that has been developed over 50-years since 1974 at Big Oak Ranch.


Our goal is to come to the table as a well-funded, capably staffed, trauma-informed residential child care resource for our anti-trafficking enforcement and legal advocacy partners. As such, our intake and survivor-care practices must be security sensitive and oriented around the unique needs of these very young girls.


Specifically, in Phase One, the girls that make up The Society will come from wherever they are rescued or discovered within the United States. With standing before the Executive Office for Immigration Review (EOIR) as a Recognized Organization with active, Accredited Representatives working in the courts, and with a state license to operate as a private, residential childcare facility, PHIGS will be in a position to receive girls from a variety of locations around the country.

In these cases, adoption is not an option.

Which leads us to permanency by means of guardianship...

PHIGS will pursue guardianship for the girls and operate under a 9-Point Guardianship Model, providing comprehensive care and support. We are also working to obtain recognition with the DOJ/EOIR to become a trusted placement option for Category 4 Unaccompanied Children. Our purpose is to create a staff-secure, family-oriented private residential care environment where girls are free from harm and exploitation and are likewise free to achieve agency in all areas of their lives: physically, spiritually, intellectually, and emotionally. All-in-all, the “9-Point” culture of PHIGS is designed to provide trauma-informed safety for the girls, accountability for the staff and transparency for donors and the Governance Board.

The youngest survivors are unable to self-identify as victims.

Which is why we advocate for them relentlessly...

Because of their very young age, the girls we seek to serve cannot self-identify as victims, even though they are. Many of them cannot even tell us their names because they are so young. Most won’t know where they came from, and they have no real idea of where they are when they are discovered. The only consent obtained for placement within PHIGS is most likely a judge's consent. In these cases, there are no parents or other relatives to work out an “out-of-home family services agreement” with us. The girls’ permanency plan, by default, is PHIGS. By the end of phase one our goal is to provide loving homes for 20 girls. These 20 girls will become the “big sisters” of the ones who follow in years 4 and beyond. As the “first 20” receive trauma-informed care and wrap-around services, realize academic success, develop their God-given gifts & abilities and demonstrate positive community influence, their legacy will endure for generations to come. Such is the intended outcome for the Society’s lifelong sisterhood.


According to the Jensen Project (2024), the child welfare system is not statistically a beneficial place for abandoned and trafficked children. In their report, 63% of children who have experienced sexual trauma have also had involvement with the child welfare system. That statistic is unfortunate enough. Now, consider the compounded difficulty of seeking custodial care for the youngest girls who do not know their name, birthplace, age and have no means of communicating that information even if they did know it. Add to that, all the perpetrators who know of this conundrum and insert themselves malevolently into the process of sponsorship or foster care in order to obtain access to these girls as seemingly legitimate caregivers. Not only is it unfortunate, it's unacceptable. Our aim, over the next three years, is for PHIGS to become a preferred placement option for these girls, in particular.

Special Focus: Category 4 Unaccompanied Children

In the context of unaccompanied children (UCs) within the US immigration system, Category 4 refers to UCs for whom ORR (the Office of Refugee Resettlement) has not been able to identify a vetted sponsor, meaning a parent, legal guardian, or other relative. This category includes children who may have had initial connections with potential sponsors, but those connections have been severed or are deemed unsafe for the child. Read more about ORR & UC...

 

ORR categorizes UCs based on the potential sponsor:

Category 1: Parents or legal guardians. 

Categories 2A and 2B: Close relatives. 

Category 3: Distant relatives or unrelated individuals. 

Category 4: No identified sponsor. 

The Other Focus: Discovery during interdiction

An important point to understand is UC Category 4 is a US immigration system designation applied when a unaccompanied minor is processed after crossing the US border. Unfortunately, not every unaccompanied minor is processed upon entry. Many are trafficked and discovered only through law enforcement operations or targeted interdictions that occur at the local, state, or federal level. PHIGS is committed to being a trusted resource for coordinating "shelter-now" options with transition to longer-term care including legal guardianship as appropriate. Our motivation is to see each girl move "from harm to wholeness" regardless of how they end up at PHIGS.

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]]>Thu, 29 May 2025 23:35:16 -0400<![CDATA[Executive Summary: Financial Proforma]]>https://www.phigsociety.org/faqs-and-news/post/executive-summary-financial-proforma

Charting the course for a legacy project with profound impact

[UPDATED as of December 1, 2025] This multi-year proforma begins with a forecasting of costs based on the standards for residential child-care in North Carolina, specifically Chapter 70I for years 1-3 (Phase One). Table 1 (below) summarizes applicable line-item costs from 10A NCAC 70I related to private, non-profit licensing, governance, personnel, admission, program, and residential code requirements for 5 homes. Table 2 summarizes the cost by Year 3 on a per Home and per Child basis. Table 3 features cost forecasts related to Phase Two (2028-2030) with 24-26 girls in-residence, and Phase Three (2031-2035) with 32-36 girls in-residence by 2034 across 8 homes.

TABLE 1: Phase One Cost Forecast (Years 1-3)

YR1 2026YR 2 2027YR 3 2028PHASE ONE
Programs$113,250$248,250$392,100$753,600
Home Operations*$103,000$108,550$114,050$325,600
Administrative$44,100$45,800$50,900$140,800
Staffing$167,000$300,000$376,000$843,000
Fundraising$61,015$82,703$123,663$267,381
Land Acquisition$670,000$670,000
Construction$425,000$860,000$875,000$2,160,000
TOTAL$1,583,365$1,645,303$1,931,713$5,160,381
LESS Land/Const$488,365$785,303$1,056,713$2,330,381

TABLE 2: Year 3 Operational Costs (by Home & Child)

DESCRIPTION# per Unit Cost
# of Homes (Year 3)5$211,343/home/yr
# of Girls (Year 3)20$52,836/child/yr
*Home Operations (see Table 1 Line 2)5$22,810/home/yr

KEY POINTS: At 5 homes (by Year 3), PHIGS’ annual operating budget will be approximately $1.1 million, of which 37% will be for program costs, 11% will be for home operations, 36% will cover management and staffing needs, and 5% will be for office and administrative expenses. Our objective is to constrain fundraising costs to be under 12% of the annual operating budget by the end of Phase One (Year 3). In order achieve this, we will need to be successful in earning the trust of a visionary group of 12-14 transformational donors in Tiers 1-4 (Table 4: Phase One Funding Campaign Tiers). Doing so, will allow PHIGS to allocate more of the budget for fundraising towards the promotion of our cause and the hosting of annual events targeting public awareness and community financial engagement beyond our Tier 1-4 donor base.

TABLE 3: Phase Two & Phase Three Forecasts

Annual Operating ProjectionGIRLS MINGIRLS MAXHOMES (TOTAL)
PHASE TWO$1,081,017$1,297,2216
PHASE THREE$1,297,221$1,729,6288
Inflation Rate2.30%

Master-Planning & Development Milestones

The master-planning for this multi-million dollar legacy project has considered both the institutional requirements of this effort along with the family-home dynamic that PHIGS aims to provide for each girl in her journey from harm to wholeness. Each house meets specific institutional standards as a private, not-for-profit, state licensed child-care residence. However, by careful design and attention to detail, each residence also meets the need of each girl's sense of home, comfort and safety. The Phase One master plan milestones are described as follows:


By early/mid ‘25, PHIGS is established as a 501(c)(3), and begins early development work for a master-planned residential childcare community. Working in collaboration with PHIGS advisors, outside consultants and guidance by the PHIGS Board of directors, the feasibility and operational model is refined. 


By 2026, PHIGS has identified, cultivated, and engaged a small group of visionary transformational donors. By mid-2026, PHIGS obtains ownership of property and begins development of the first master-planned residential childcare community. By YE’26, PHIGS achieves “recognized organization” status with the DOJ/EOIR and maintains active “accredited representatives” working on the behalf of PHIGS. Visionary, capital development donors are beginning to be engaged. By early ‘27, PHIGS obtains N.C. State license as a private, residential childcare facility upon completion of the first family-house for infant survivors. The first girls begin to be sponsored and receive guardianship through PHIGS.


In 2028, PHIGS brings additional family-houses to completion, and initiates early-development of a private, Christian preschool and elementary education program. Fundraising engagement model begins to diversify with campaigns and initiatives that are complemented by the PHIGS track-record of accountability and success “since 2024.”

TABLE 4: Phase One Total Funding Campaign Tiers

Funding Campaign TiersYR1 2026YR 2 2027YR 3 2028PHASE ONE
Tier 1 (1) @ 20%$316,673$329,061$386,343$1,032,076
Tier 2 (2) @ 10%$158,337$164,530$193,171$516,038
Tier 3 (4) @ 5%$79,168$82,265$96,586$258,019
Tier 4 (5) @ 2%$31,667$32,906$38,634$103,208
Tiers 1-4 Targets$1,108,356$1,151,712$1,352,199$3,612,267
Annual Event Goals$475,010$493,591$579,514$1,548,114

Fortunately, North Carolina has a very well-defined licensing standard for residential childcare organizations. In all, the minimum standards amount to 39 pages of guidance in 7 key sections. Each section lists specific regulations (e.g., 10A NCAC 70I .0301. GOVERNANCE) and assigns responsibility for implementation to various roles such as the Board of Directors (BOD) and Executive Director (CEO). For organizational development purposes, PHIGS has also assigned survivor support responsibilities across roles in Administration, Operations, House Parents, and others. As the basis for this proforma, budget line-items for the years 2026-2028 (Table 1 above) are derived from key sections of the licensing standard. The key sections and related cost inputs include:

  • Licensing Actions and Processes
  • Governance and Administration Responsibilities
  • Financial and Operational Procedures
  • Personnel Policies and Deployment
  • Admission and Discharge Procedures
  • Program Policies and Health Services
  • Residential Code Requirements (Design, Construction, and Maintenance)

For good measure, this proforma is also the product of an 8-month feasibility review by the PHIGS' co-founders and their advisory committee from January 2024 to August 2024 (see About Us). Additionally, since late 2023, PHIGS has benefitted from consultation and training via Planting Oaks Network in developing our approach to wrap-around services and family-based care via our 9-Point Model (Chart 1 below). Finally, Chart 2, below, gives a good concluding snapshot for how the forecasted Phase One operating costs are to be distributed by Year 3.

CHART 1: 9-Point Guardianship Model

CHART 2: Year 3 Operating Summary

To discuss a range of transformational funding objectives or for further information about PHIGS, please reach out to me by email at jliner@phigsociety.org

Jay Liner
Co-founder / Steering Committee Chair

Support PHIGS Transformation 2026
]]>Sat, 01 Mar 2025 11:06:04 -0500<![CDATA[Executive Summary: Capital Development]]>https://www.phigsociety.org/faqs-and-news/post/executive-summary-capital-development-milestones

Key milestones from 2026 to 2035 and beyond

[UPDATED as of December 1, 2025] To meet the challenge PHIGS is addressing, we plan to grow in multiple phases.  During the first phase, from 2026 to 2028, PHIGS will build infrastructure, construct 5 family homes, and rent office facilities. PHIGS will hire an executive director, house parents, prior to opening the first homes. At the completion of Phase One, PHIGS will be able to serve 18-20 children. In the second phase, PHIGS will expand to 8 homes and ancillary facilities to expand its program offering to include 24-30 girls and a growing community of house parents, staff and volunteers. Ultimately, PHIGS expects to reach 14 homes serving 42-50 girls beyond 2035 with a team of highly qualified house parents, counselors, and supporting staff. 

PHASE I (2026-2028)

PHASE 2 (2028-2030)

PHASE 3 (2031-2035)

Land Purchase

$ 500,000



Development

$ 170,000

$ 85,000

$ 78,000

Homes Built

$ 2,160,000 (5 homes)

$ 445,000 (1 home)

$ 990,000 (2 homes)

Chapel


$ 275,000


Admin / Counseling Building


$ 350,000


Additional Staff Housing



$ 375,000

Gymnasium / Aquatics Center


$  975,000


TOTAL DEVELOPMENT COST

$ 2,830,000

$ 2,130,000

$ 1,443,000

TOTAL HOMES IN OPERATION

5

6

8

# OF GIRLS SERVED

18-20

20-24

24-32

Phase One: 

The objective of Phase One is to establish the capacity to effectively receive and provide safety for 20 girls while establishing a system of care for at least double that amount on-campus by 2035 and beyond.  The main activities during Phase One include hiring and training staff; developing and implementing systems and processes; and creating implementation plans for the growth initiatives. To track its progress, PHIGS has identified key milestones that must be achieved before moving from Phase One to Phase Two. Phase One milestones and metrics are listed below: 
  • Land Purchase - secure option-to-purchase / purchase 25-35 acres of land by March 1, 2026 
  • Initial Infrastructure - complete the initial infrastructure development, including all grading, paving, and utilities access points, by October 1, 2026
  • First 5 Homes and Staff - construct 5, 4-bedroom, ADA-compliant homes with administrative and house parent staffing by July 1, 2028 

Phase Two: 

The objective of Phase Two is to increase the capacity to effectively receive and provide safety for up to 24 girls while extending a system of counseling support for house parents and their girls.  The main activities during this phase include continued hiring and training of key staff; implementing systems and support processes; and developing life center facilities in advance of further Phase Three home construction. Phase Two milestones are listed below:
  • Extend Infrastructure, construct additional infrastructure for additional Phase Two and Phase Three facilities construction
  • 6th Home Completed, construct an additional, 4-bedroom, ADA-compliant home with additional administrative and house parent staffing by July 1, 2029 
  • Counseling Center, Chapel and Gymnasium/Aquatics Center complex, construct recreational, worship and counseling complex facilities by October 1, 2030

Phase Three: 

The objective of Phase Three is to increase the capacity to effectively receive and provide safety for up to 32 girls. The main activities during this phase include the hiring of any remaining key staff in order to provide the full gamut of on-campus guardianship care according to the PHIGS 9-Point Guardianship Model; construction of two additional homes, and completion of the campus development plan. Phase Three milestones are listed below: 
  • 7th & 8th Homes Completed, construct an 2 additional, 4-bedroom, ADA-compliant homes with additional house parent staffing by July 1, 2032
  • Additional Staff Housing Completed, construct additional staff housing facility for resident staff and seasonal interns by March 1, 2034 
  • Major Campus Development Completed, complete campus landscape development and greenway features by October 1, 2035

To discuss a range of transformational funding objectives or for further information about PHIGS, please reach out to me by email at jliner@phigsociety.org
Jay Liner
Co-founder / Steering Committee Chair

Support PHIGS Transformation 2026
]]>Sat, 01 Mar 2025 11:06:04 -0500<![CDATA[Executive Summary: Governance and Accountability]]>https://www.phigsociety.org/faqs-and-news/post/executive-summary-governance-and-accountability

As a prospective transformational donor, it is important for you to have access to all the information you need to evaluate Parham-Hurst International Girls Society (PHIGS) as a charitable organization. For your benefit, we have summarized, from our Bylaws, the provisions for organizational structure and financial accountability. As a newly founded non-profit (September 19, 2024), we understand the extra measure of due diligence required to establish trust with our donors. We hope that by accessing this resource and visiting our About Us page to review our distinguished group of advisors you will find assurance that PHIGS is worthy of your consideration.

PHIGS Organizational Structure and Accountability

Parham-Hurst International Girls Society (PHIGS) operates with a robust and transparent organizational structure meticulously outlined in our bylaws, ensuring accountability and responsible stewardship worthy of your transformational investment.  These bylaws are designed to maximize our effectiveness in providing family-oriented, long-term residential care that empowers young survivors of exploitation to achieve agency and lasting healing, all within a Christ-centered framework.

8 key elements demonstrating our commitment to sound governance and financial integrity include:
  1. Clear Purpose and Mission (Article I):  PHIGS is organized to create a safe, family-oriented residential environment focused on the holistic well-being and empowerment of girls, driven by Christ-centered compassion and love. This focused mission guides all organizational activities.
  2. Independent and Qualified Board of Directors (Article IV): PHIGS is governed by a Board of Directors, ranging from 6 to 9 members, ensuring diverse perspectives and strategic oversight. Bylaws mandate a majority of independent directors, preventing undue influence from compensated staff. Staggered three-year terms and term limits for directors ensure fresh perspectives and prevent stagnation, fostering continuous improvement and robust governance.                
  3. Rigorous Board Oversight and Standards of Care (Article IV):  The Board holds significant power over the organization's direction and management. Directors are legally bound to a high "Standard of Care," acting in good faith and with prudence in the best interests of PHIGS.  They have full inspection rights, ensuring transparency and enabling active monitoring of organizational operations.                
  4. Defined Officer Roles and Executive Compensation Review (Article VI & IV):  Clear officer roles (Chair, CEO, Secretary, Treasurer) with defined responsibilities ensure operational accountability.  Crucially, the executive compensation package for the CEO is subject to mandatory Board review and approval, guaranteeing just and reasonable compensation and preventing conflicts of interest.                
  5. Robust Committee Structure Including Mandatory Audit Committee (Article V): The bylaws authorize the establishment of Board Committees, allowing for focused expertise and efficient oversight in critical areas.  Notably, in any year where PHIGS exceeds $2 million in revenue, a mandatory Audit Committee with independent members is required. This committee ensures independent financial oversight, recommends auditors, negotiates fees, reviews audit findings, and approves non-audit services, strengthening financial accountability.
  6. Prohibition of Self-Dealing and Loans to Insiders (Article VII):  The bylaws explicitly prohibit loans to directors and officers and strictly regulate self-dealing transactions. Any potential self-dealing must undergo rigorous scrutiny and Board approval to ensure fairness and benefit to PHIGS, or requires court or Attorney General approval, safeguarding donor funds and upholding ethical standards.                
  7. Comprehensive Financial Reporting and Audits (Article IX):  PHIGS is committed to financial transparency.  Annual reports detailing assets, liabilities, revenues, expenses, and significant transactions, all in line with publicly available Form 990 filings beyond 2025.
  8. Accountability through Bylaw Amendment Process (Article IX):  Amendments to bylaws require a majority or unanimous consent of the Board, ensuring stability and deliberate decision-making regarding organizational governance.

In summary, the PHIGS bylaws demonstrate a strong commitment to organizational integrity, transparency, and accountability, featuring independent governance, robust financial controls, and a clear mission focus.  This framework is designed to inspire confidence that your transformational donation will be stewarded responsibly and effectively, directly supporting our mission to provide exceptional, Christ-centered care to young survivors and empowering them towards a future of hope and healing. We believe these bylaws provide a solid foundation for ethical operations and demonstrate our dedication to maximizing the impact of every contribution in accordance with our stated purpose and values.

PHIGS' Governance: How we S.O.A.R.

SYSTEM for Success

The successful execution of PHIGS’ growth plan requires strong, engaged governance and focused management. Given the mission and particular importance of each girl's needs on her journey from harm to wholeness, we employ a systematic approach to ensure the PHIGS context of care is second-to-none. It's our understanding that a successful system must have great governance.

The PHIGS Governance Board consists of a minimum of 6 members, but may have up to 9 members at any time. The Governance Board meets quarterly for regular meetings, but may meet more often if needed. The Governance Board provides direct oversight to the Executive Director and actively manages the relationships with transformational donors, key advisors, and advocates.

OPPORTUNITY for Development

Our purpose is to create a staff-secure, family-oriented private residential care environment where girls are free from harm and exploitation and are likewise free to achieve agency in all areas of their lives: physically, spiritually, intellectually, and emotionally.

In particular, our goal for survivors who have been abandoned, is to provide immediate shelter for their physical and mental well-being, including but not limited to, food, shelter, clothing, education, medical care and other services as needed. Subsequently, we work to establish legal guardianship as soon as possible to provide the family security and stability every girl needs. Furthermore, we aim to accomplish all of the above through Christ-centered compassion and a consistent demonstration of God’s steadfast love for each girl and the Society as a whole.

ACCOUNTABILITY for Improvement

Along with providing oversight of the Executive Director and the Executive, Steering, and Finance Committees, the Governance Board is also responsible for establishing broad policies that affect all PHIGS stakeholders, advocating for the PHIGS’ mission, and providing strategic guidance to the organization.

Additionally, indirect care comes from 5-key points of service and support to the girls: administrative staff, operations staff, outside advisors, third-party advocates, and transformational donors who financially give at a sustaining level so all of the above can happen without a hitch. In total, PHIGS benefits from a rigorous commitment to accountability, redundant layers of review and through regularly posing to ourselves the most important question, "What's best for the girls?"

REVIEW for Sustainability

All-in-all, the “9-Point” culture of PHIGS is designed to provide trauma-informed safety for the girls, accountability for the staff and transparency for donors and the Governance Board. In summary, for PHIGS to S.O.A.R. in a long-term, multigenerational sense, we foster a culture of regular and open reviews in each department and between operational teams.

As the organization grows, it will be even more important to continue hiring the right staff, rebalance the organization’s structure in each future phase to support growth, formalize our core processes for consistency across the organization, and to continue building a culture of exceptional survivor-centered care year-after-year.

To discuss a range of transformational funding objectives or for further information about PHIGS, please reach out to me by email at jliner@phigsociety.org
Jay Liner
Co-founder / Steering Committee Chair
Support PHIGS Transformation 2026
]]>Sat, 22 Feb 2025 20:32:54 -0500