The economic crisis the Fraternity faced was formidable. Despite a growing number of chapters, a drop in overall membership brought revenues down and money was simply not available for business as usual. Several chapters had to be closed.
At the 1974 November High Council Meeting, the Chapter Services staff was reduced from seven men to three and the clerical/support staff was reduced to three. Former staff members who speak of that time refer to it as the "November Massacre." It is refreshing to note that many of the men who were so suddenly let go, in the years since, served the Fraternity in one or more volunteer capacities. The spirit of fraternity in the men who serve ATO is not easily dampened. This is undoubtedly a key to the strength and resilience of the Brotherhood.
Worthy Grand Chief William Berry, Ole Miss, was instrumental in 1977 in bringing to the National Headquarters a new Executive Director, Stephen R. Siders, Purdue. Siders was to have a remarkable 11-plus year tenure which saw the Fraternity reach new heights of success and recognition in the Greek world. Tough-minded in his approach, Siders demonstrated an unfailing single-mindedness in managing an ever-increasing Fraternity budget and in positioning ATO in the forefront of national fraternities. He is well known for his efforts to maintain high levels of chapter compliance with Fraternity law and the rules of host institutions. Never satisfied with the status quo, Siders was the prime mover in the acquisition of a new, greatly expanded, ATO National Headquarters to 4001 W. Kirby Avenue in West Champaign. In 1980, ATO decided to move to a facility that offered some 3,000 square-feet more office space, a convenient, one-story layout, and 10 acres of ground to grow on. The building's interior was completely remodeled and the new headquarters was dedicated in May, 1982.
Siders saw his mission as moving ATO to the forefront of the Greek movement. His constant prodding of staff and volunteers to take risks and to put ATO in a leadership position was the catalyst in changing ATO from a relatively staid to a dynamic organization. He instilled a commitment to planning by ATO's volunteer leaders and staff, a commitment which continues today.
Chapter 5 courtesy of ATO.org