ANS requires stronger financial leadership during these lean economic times. We have an opportunity to advance nuclear science and technology, but we must do so in a more financially responsible manner.
As a former GE executive and a business owner, I understand that to be successful, a business must balance expenses and income. Too much concentration on either side of the equation results in business failure. Even though ANS is a nonprofit organization, it must still take a balanced approach to fiscal responsibility.
Fiscal responsibility must include looking at current programs and services and making decisions to reduce where programs are not achieving results or have outlived their usefulness. However, just as important is the need to increase spending on programs that can achieve ANS missions. Developing new ways to serve the needs of our members, expanding our membership, and supporting the missions of ANS effectively in today's technological environment requires consistent and adequate funding and oversight.
The changing demographics of our industry, as well as both government and private sector changes, have had an ongoing impact on ANS funding sources. These impacts have made it more difficult for us to consistently support programs and services that benefit our members and society at large. As an organization, we need to develop strategies that provide more consistent revenue, allowing us to achieve the many goals of the Society. By creating an environment that makes ANS the "go-to" organization for nuclear issues, additional income can be generated, not just from expanding membership, but through outside contributions and product sales.
ANS has many constituencies in academia, the national laboratories, the Department of Energy, the Nuclear Regulatory Commission, utilities, and vendors. Our members include students, faculty, researchers, designers, operators, regulators, consultants, managers, executives, and thought leaders. These many voices put ANS in a unique position to provide independent, thoughtful analysis to the industry, the public, and policymakers about nuclear technology. We also have the ability to provide unique venues for education, research, and information sharing across these constituencies to develop sound scientific understanding, more robust solutions to issues, and better-informed policy, but to do so, we must have the resources, vision, and discipline to create and support sustainable programs.
I believe passionately in the multiple missions of ANS and that ANS needs to lead the professionals working in all aspects of nuclear technology. I am committed to the strong stewardship of ANS's finances and to policies and actions that will result in the Society's solid, sustained financial performance.
I would be honored to serve as treasurer of this organization and to be a part of the leadership team working to make ANS a vibrant, effective organization that serves our membership and society.
Last updated March 6, 2013, 1:11pm CST.