SCAI is embarking on a new strategic planning process. Its goal is to determine the course SCAI should take over the next 3-5 years, and to position SCAI, its members and their patients for continued success in coming decades. Put simply, we are aiming for both long- and short-term success. During the past several months SCAI leaders and staff have sought input from members, other societies, industry partners and patients. SCAI's Strategic Planning Working Group and Board of Trustees will refine our current mission statement (what SCAI is all about), develop a vision statement (where we want SCAI to go) and define SCAI's core values (guiding principles for engaging internal and external stakeholders). Before we begin a new plan, we should assess how well SCAI's last strategic plan worked. Strategic planning manuals say that many strategic plans only gather dust on a shelf. Did that happen with ours? SCAI's most recent strategic plan was crafted by a large group of respected SCAI leaders in 2005. In reviewing it, one is struck by the wisdom of its authors and SCAI's success in achieving the goals it set. The 2005 strategic plan identified 7 “most critical” strategic initiatives and 6 “other strategic initiatives”. Most of the 7 critical goals and 6 other strategic goals have been accomplished, as discussed below and demonstrated in the Table. 1. Sustain steady growth for the Society's annual meeting. Attendance at the annual meeting increased from 996 in 2005 to 1,797 in 2014 (Figure 1). Other metrics of growth, including abstract and late-breaking clinical trial submissions, participation by exhibitors, and media coverage have increased. A specific goal, to establish a durable organizational structure for planning the meeting, was also accomplished: in recent years the Program Committee has been re-organized, with planned succession of committee members to the co-chair role over several years. Growth in attendance at SCAI Annual Scientific Sessions. 2. Build membership at both domestic and international levels. Membership has grown from 2,400 in 2008 to 4,500 today (Figure 2), including nearly 100 new Cardiovascular Professional members since the launch of this new membership category on January 1, 2015. International membership has increased from 13% of the membership in 2008 to 27% of the current membership. Growth in SCAI membership. 3. Augment the SCAI website with new features; enhance online services. Since the mid-2000s, we have greatly expanded SCAI's online presence and with it opportunities for SCAI members to engage. SCAI.org now houses clinical content submissions from members, including image reviews, journal scans and journal clubs. SCAI has become a leader in mobile app development for the cardiovascular field with, for example, the SCAI-Quality Improvement PCI Risk and AUC calculator apps. The SCAI-QIT AUC calculator app is now used routinely by many cardiac cath labs. 5. Develop a process for accreditation to perform carotid artery stenting (CAS). SCAI collaborated with other societies to publish a consensus statement on clinical competence requirements for CAS 1. SCAI also created a CAS facility accreditation program, termed “SCAI-CAP” (SCAI Carotid Accreditation Program) 2. Subsequently, SCAI and the American College of Cardiology created Accreditation for Cardiovascular Excellence (ACE), which currently offers accreditation for CAS facilities 3. In 2005, it was expected that the Centers for Medicare and Medicaid Services (CMS) would mandate accreditation for CAS facilities, but CMS instead allowed self-accreditation by facilities that perform CAS 4. 6. Adopt a proactive structured approach to educational programming. Since 2005, SCAI has revised its approach for providing educational opportunities for interventional cardiologists and cath lab professionals. The result has been a diversified educational portfolio that includes the flagship Scientific Sessions and Fellows Courses; regional programs focused on key clinical areas such as transradial interventions, treatment of chronic total occlusions, and peripheral vascular disease; and a range of online programs. SCAI's Education Committee developed processes that tap the expertise of the Society's many committees and assess the needs of practicing physicians, nurses, technologists and cath lab administrators. SCAI's Cath Lab Leadership Boot Camp is a direct result of the Education Committee's success in providing innovative programming. 7. Establish SCAI as the premier organization for interventional cardiologists specializing in congenital heart disease (CHD). In 2009, the CHD Council was formed to further education, advocacy and information exchange within the pediatric interventionist community. Today, the CHD Council has increased its reach with an active list-serve of more than 400 pediatric interventionists and their cath lab teams. The CHD Executive Committee oversees all congenital priorities, including publishing clinical documents, advancing the IMPACT Registry, developing training standards, advocating for safe and effective medical devices, and advancing quality through the Pediatric SCAI-Quality Improvement Toolkit. SCAI's Pediatric Interventional Cardiology Early Career (PICES) Committee is dedicated to the professional development of early-career physicians.