Report of the Executive Director
for the Year ending June 30, 2009

As professional scientists and engineers we network, compare notes, exchange information and pursue new knowledge within our specialized disciplines. We are members of multiple professional societies to help facilitate our teaching and research goals. Each professional society membership helps to define what type of science or engineering knowledge we might possess. Therefore, what does membership in Sigma Xi, The Scientific Research Society say about you? I think it should signify to our colleagues and our stakeholders that we are recognized not just by our discipline but also that we hold ourselves accountable and we seek to uphold high ethical standards in our professional lives.

This past year I took the opportunity to call and visit with the Presidents of many chapters. This was a valuable activity and I gained considerable knowledge of the challenges facing the chapters. Many of those with whom I spoke acknowledged that it is difficult to find members that are able to devote the time needed to keep chapters vibrant and growing. I heard that membership does not seem to be relevant as much today as it was a few years ago. I heard that finding individuals willing to serve as a chapter officer is becoming more difficult. One President told me that they drew straws to see who would attend the annual meeting. As you read this you may be saying that this is depressing. However, I see this as an opportunity to remind you (and your colleagues that have allowed their active membership status to lapse) that being a Sigma Xi member is an honor, and it sets you apart. It carries with it the responsibility to “come up higher.” Research misconduct undoubtedly destroys a career, but the exposure of the misdeed also hurts the scientific community overall. It damages the trust that the public puts in us as scientists.

Although I was made aware of some of the problems facing chapters, I also heard about chapters that are still strong and engaged in nurturing young scientists. There are many chapters that have not forgotten the mission of Sigma Xi. There are chapters that have adapted to the challenges facing each scientist who is tasked with securing extramural funding and without enough time to do so. Chapters have pushed onward despite reluctant members and they are making a difference because they are rewarding young scientists with the honor of membership. We need more chapters to commit to securing our future.

At the end of FY2009 our membership was slightly more than 55,000. This includes 4,693 new members inducted during the fiscal year. I think we can do better; in fact 10 years ago we inducted two times as many new members (10,000/year).

This past year we had many success stories and we worked to hold down expenses. This resulted in a slightly better financial picture than the previous year. We still have a long way to go to restore the financial balance sheet to where it was a few years ago. The Board of Directors has worked hard to balance the budget. In FY2009 each member of the Board made a contribution to the annual fund, demonstrating their commitment to the Society. Each member of the Board not only worked to recruit new members but also contacted members that were not active and encouraged them to renew their membership. Just as the members of the Board of Directors gave of their time and money last year, I encourage each of our members to follow their lead.

A couple of years ago the American Society of Association Executives (ASAE) & The Center for Association Leadership published a report called: 7 Measures of Success: What Remarkable Associations Do that Others Don't. I suggest that Sigma Xi should work to emulate what successful associations have done as described in the report.

1. We need to make sure we (headquarters and each chapter) have a customer service culture. The staff at the headquarters wants to help and we are ready to listen to your needs.

2. We must align our products with our mission. The programs and activities that chapters conduct must promote integrity and accountability. Many chapters have found ways to engage the public in learning more about science. Chapters have fostered young scientists and rewarded excellence. At the headquarters we have formed alliances with other organizations to more effectively leverage our resources.

3. Successful associations have data-driven strategies. Sigma Xi can do better with decision making if we can determine more appropriate metrics. We can look to other associations for these metrics but we also need to be more alert to trends and mine our own database. We have made strides to start using more data this past year and will continue to do so through the next few years.

4. It is important to have dialogue and engagement with regard to direction and priorities. The annual meeting is only one of many opportunities we need to consider. The telephone calls with chapter officers are one example and the regular Web-based discussions that I conducted this past year (Conversations with the Executive Director). We can work together to make these internal conversations more beneficial.

5. The leadership must be a broker of ideas. Members must elect officers both at the chapter level and national level that can facilitate visionary thinking with the staff and membership.

6. Organizational adaptability can be accomplished through careful policies and structure. The visionary leaders must be able to make changes while also knowing when to maintain status quo. Sigma Xi's governance structure can no longer be an impediment to growth. Nor can holding on to tradition when it is no longer effective. The percentage of members who are not affiliated with a chapter is becoming larger each year, and most of our newly elected members also choose not to affiliate with a chapter. When you consider members that are affiliated with chapters that are not in “good standing” and the growing number of at-large members, you can see we are holding on to a governance structure that is not able to respond quickly to meet the needs of the Society.

7. Successful societies/associations seek alliances that complement their mission. We have been successful in finding appropriate partners this past year. We need to continue to examine and consider how to find mutual benefits. The Conrad Foundation is a great example of an alliance that is mutually beneficial.

Jerome F. Baker, Ph.D.
Executive Director

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