I don't know if there is a single more important issue than that of "leadership development" to ensure the continued success of SRA International. I was fortunate enough to work for an individual that was very engaged with SRA and therefore very supportive and encouraged my involvement as well. Professionally and as a member of SRA from 2001, when I became a member to today, I've seen some pretty significant changes. Certificate programs came and went and returned again, we've wrestled with meeting planning software, electronic card keys to verify participation in concurrent sessions and workshops and a new social networking system. These are just a few. I would like to think that all of these efforts have lead us to reap rewards greater than the sum of the parts, but I'm not certain that they have. I think that in this time of change it might be beneficial for the organization to return to the core of what we do best as an organization: providing educational opportunities and professional development. While we may have a monopoly on this in our industry, there are many other professional organizations/societies in other industries that profess the same. It might be time to benchmark our efforts against those who are working through these tough times, solicit feedback from our members and identify, develop and implement a plan based on the information gathered.