I firmly believe leadership is a core, fundamental value that needs to be intertwined into the foundation of ICMA. At the same time, I’m not sure the approach that should be used to address this issue and have questions about how to proceed, not whether we should proceed. I commend the Committee for their work on this imporrant issue. I’m having trouble breaking down my thoughts into one question but I’ll give it a shot— Do we need to further intertwine and build new layers for leadership development within ICMA? — or — Do we need to throughly examine what leadership activities that are currently provided and recalibrate and more thoroughly integrate them into the fabric of ICMA? In order to help faciltate this conversation, I think it would be helpful if we could have a summary of programs, resources, staffing and and any other efforts ICMA currently provides for leadership development. I don’t recall if a SWOT or any other type of analysis has been conduced on current leadership activities. I apologize if I missed it. I would have to specifically look back to see the actual name of the position, but it would be helpful to see how the new Director of Leadership or Professional Development last year or the year before has impacted the leadership value proposition for ICMA. Form the materials in the packet for November, it would helpful to know what specific resources would be needed to start to answer these questions prior to implementing. From the web site, we already have leadership curriculum or programs including Leadership ICMA, Emerging Leaders, Legacy Leaders, Leading Ideas Series, Midwest Leadership Institute, Harvard Kenndy Scholarship, Young Professionals Leadership Institute, Gettysburg Leadership Institute, Williamsburg Leadership Institute, SEI Leadership Institute, and the Annual Leadership Institute which I believe is initiated at the annual conference. I have particpated in many of these and found them to be very solid leadership development programs. We also have afflilations or Strategic Partnership with George Washington University Public Leadership, Center for Management Strategies, ICMA University (programs), and Local Government Research Consortium as other tools. Building off of Alan’s comments, we have the ICMA career stage guide that could maybe match up the current leadership programs with the phase of career that they are applicable. I applaud the work of the Committee and am not opposed to any of the recommendations. I am just unsure whether or not we need to add another layer onto the 11+ programs we already have as well as the additional resources we allocate to leadership development before we throroughly examine the effectiveness of our current efforts. If from the staff analysis we need additional resources to examine or implement this issue, should we consider hiring a consultant or have a strategic partnership examine what we have, make recommendations, and report back by the June meeting?