CASE All Districts Online 2023-Metrics and Mentorship for Fundraiser Success

Metrics and Mentorship for Fundraiser Success
Video Transcription
<b>Welcome to the session, "Metrics and</b>  <b>Mentorship for Fundraiser Success." Before</b>  <b>we get started, I have just a few</b>  <b>housekeeping notes. On the right hand of</b>  <b>your screen you will see a window with a</b>  <b>check to and a Feedback and Notes tab.</b>  <b>You can use the chat box to chat with</b>  <b>other attendees, but please use the Q&A</b>  <b>box to send questions in for the</b>  <b>presenters. You can also upvote questions</b>  <b>in the Q&A panel if you'd like to see the</b>  <b>question answered at the end of the</b>  <b>session. We'll answer as many questions</b>  <b>as time allows. The Note tab</b>  <b>is there for you to keep your own notes</b>  <b>during the session. If you would like to,</b>  <b>please join me in welcoming our</b>  <b>presenters, Nicole and Lisa.</b>  <b>Good morning. Good morning. I'm so</b>  <b>glad you could join us for our</b>  <b>presentation. We had so much fun</b>  <b>presenting this at the district</b>  <b>Conference and are delighted to share it</b>  <b>with you today. We look forward to Q&A at</b>  <b>every time we present this information,</b>  <b>so please hop in with your questions when</b>  <b>we get to that. At the end, we will be</b>  <b>happy to discuss. We also have contact</b>  <b>information at the end. So if you have</b>  <b>any additional questions, feel free to</b>  <b>reach out to Lisa or myself at that</b>  <b>point. But in the meantime, let's talk a</b>  <b>little bit about metrics and mentorship.</b>  <b>Yeah.</b>  <b>Having a little bit of a slide issue</b>  <b>there we go. None we're on, we're off to</b>  <b>the races. So a little bit about Caltech.</b>  <b>Don't this technological difficulty is no</b>  <b>reflection on the institute for which we</b>  <b>are representing today. You may have</b>  <b>heard of us, we're on the West Coast</b>  <b>small campus founded in</b>  <b>1891, but it was originally called</b>  <b>Throop University. We were renamed the</b>  <b>California Institute of Technology in the</b>  <b>'20s. So we are approximately 100 years</b>  <b>old plus plus and reside on a beautiful</b>  <b>jewel of 124 acres. In Pasadena, in</b>  <b>a largely residential area. So we get to</b>  <b>come to campus and see neighbors walking</b>  <b>their dogs and kids coming over from</b>  <b>school, and all sorts of fun things. We</b>  <b>have a turtle pond too, if you ever come</b>  <b>to visit. The mission is to expand human</b>  <b>knowledge that benefits society through</b>  <b>research, integrated with education. I</b>  <b>represent student affairs, so I'd like to</b>  <b>say education and integrated with</b>  <b>research. But you may have heard from us</b>  <b>most recently with some of our research</b>  <b>efforts as well as our science efforts,</b>  <b>which we'll touch on a little bit later.</b>  <b>We have a three to one student-faculty</b>  <b>ratio, Yes, 3:00 to 1:00 which is</b>  <b>300 professorial faculty to</b>  <b>approximately 1000 undergraduatesand</b>  <b>1400 graduate students. So we are a</b>  <b>little top heavy in grad students as</b>  <b>opposed to undergrads and it's it's</b>  <b>always been like that from the beginning.</b>  <b>We have a very small undergraduate</b>  <b>population and we will continue to have</b>  <b>that small population. We often get</b>  <b>questions about growing, but we will stay</b>  <b>very small for the future and</b>  <b>approximately 51% of our students are on</b>  <b>need based assistance. Um,</b>  <b>the Jet Propulsion Laboratory maybe a way</b>  <b>that you have heard about us. We have a</b>  <b>nice little campus up in their row that</b>  <b>does some incredible things. It was</b>  <b>founded in the 1930s when students were</b>  <b>blowing things up here on campus and</b>  <b>we're told to remove it to a safer</b>  <b>distance and turned into some incredible</b>  <b>propulsion systems and rocket science,</b>  <b>now managed with in four NASA since</b>  <b>1958. And Lisa, we'll talk a little bit</b>  <b>about our loving living alum as we get</b>  <b>closer into our prospect management</b>  <b>research, but we have 24,000. Living</b>  <b>alum, which is I realize about the same</b>  <b>size as some of your graduating classes.</b>  <b>So we're definitely on the smaller size.</b>  <b>The session objectives today are to</b>  <b>really talk about clear and communicable</b>  <b>objectives to analyze productivity and</b>  <b>measure successes. Of course, many of you</b>  <b>know what we do as anecdotal, how do we</b>  <b>bring that back into the data to not only</b>  <b>talk about performance but also talk</b>  <b>about successes and talk about</b>  <b>challenges really rather than again</b>  <b>touching base on something that could be.</b>  <b>Agreed upon or disagreed upon, but really</b>  <b>coming into something that we can point</b>  <b>at and concretely agree that this needs</b>  <b>to improve or we're doing extremely well</b>  <b>and we need to replicate it.</b>  <b>And then also, Lisa, I'll have you touch</b>  <b>on point 2. Oh, I'm sorry.</b>  <b>Forgive me. So prospect</b>  <b>managers or prospect</b>  <b>researchers and prospect management use</b>  <b>data to determine areas of strength to</b>  <b>focus on in areas where increased support</b>  <b>may be needed. And that's for our teams</b>  <b>and for fundraisers as well.</b>  <b>And then lastly, enabling fundraisers to</b>  <b>qualitatively measure output to reflect</b>  <b>susses, address challenges and indicate</b>  <b>opportunities for promotion, all</b>  <b>incredibly important as we're looking for</b>  <b>frontline fundraisers who are going to be</b>  <b>part of our team, really integrate into</b>  <b>our systems and fit the institutions we</b>  <b>work for. Without further ado, Lisa,</b>  <b>thank you. Now Caltech has six on our</b>  <b>prospect management or and research team,</b>  <b>that's PMR to us. We have one team</b>  <b>member that's 100% dedicatedto prospect</b>  <b>management and one is dedicated support</b>  <b>for leadership, especially leadership</b>  <b>briefings. And the others have liaison</b>  <b>assignments to fundraisers. So we</b>  <b>work very closely with fundraisers. Our</b>  <b>objectives or our priorities are to</b>  <b>increase the value of Caltech prospect</b>  <b>pool. And you know that's tracking and</b>  <b>predicting behavior, tracking and</b>  <b>predicting wealth events and especially</b>  <b>monitoring outside data to discover and</b>  <b>add prospects to the database. Nicole</b>  <b>mentioned that we have a very small</b>  <b>alumni pool, so to reach our very</b>  <b>ambitious goals and and we are raising</b>  <b>about 300 million a year and we just</b>  <b>completed a campaign that raised over $3</b>  <b>billion. So we do have to look</b>  <b>outside our database for prospecting and</b>  <b>we mind. Or internally of course for</b>  <b>opportunities, my team is 100%</b>  <b>dedicatedto supporting fundraiser</b>  <b>success and that's how we evaluate our</b>  <b>team rather than their tasks or</b>  <b>their output or their research in</b>  <b>terms of filling in boxes in our</b>  <b>database where we're looking in our</b>  <b>annual evaluations at our.</b>  <b>Researchers ability to work with</b>  <b>fundraisers and how successful those</b>  <b>fundraisers are. So that's that's very</b>  <b>important to our partnership. So we</b>  <b>monitor assigned prospects for</b>  <b>opportunities for fundraisers. We match</b>  <b>opportunities in our database and outside</b>  <b>to prospects and we collaborate very</b>  <b>closely on prospect strategies.</b>  <b>We track fundraiser activity and support</b>  <b>metrics, achievement and Nicole. You</b>  <b>can go on to the next slide. We</b>  <b>also work closely.</b>  <b>There we go. There we go. We work</b>  <b>closely, especially I work closely with</b>  <b>the fundraising managers to think about</b>  <b>how to help their fundraisers succeed</b>  <b>and what my team can do, what they're</b>  <b>seeing with their fundraisers, what my</b>  <b>team can do to support their success. I'm</b>  <b>showing this, which is just an example</b>  <b>of dashboards we have. We have a pretty</b>  <b>robust set of reports and dashboards that</b>  <b>support our work. But our paradigm is</b>  <b>transparency. So fundraisers have access</b>  <b>to all of the dashboards that PMR has</b>  <b>access to, as do the managers.</b>  <b>So this snapshot is how</b>  <b>we evaluate the pool and prioritize post</b>  <b>prospects for offers to fundraisers. This</b>  <b>is our our number and identification.</b>  <b>We use it to discover opportunities.</b>  <b>Fundraisers can do the same. Managers may</b>  <b>look at the regions, for example down</b>  <b>here to target where they're sending</b>  <b>fundraisers. Or they may look at other</b>  <b>planning in terms of regions or numbers</b>  <b>that support their work and you'll see</b>  <b>an indication of the the size of our</b>  <b>pool. Here we have about 228 hundred</b>  <b>prospects and identification, which means</b>  <b>they're ready for an offer to a</b>  <b>fundraiser. Our total</b>  <b>database is about 107 Person entities,</b>  <b>30 and</b>  <b>aboutthousand of those are rated at major</b>  <b>gifts, so we're dealing with a real small</b>  <b>pool. And before we move on to the</b>  <b>next slide, thank you, Lisa. I'm also</b>  <b>going to point out that geographic</b>  <b>distribution when we talk about regional</b>  <b>teams, just when you look at those teal</b>  <b>droplets across the country, if you would</b>  <b>heavy, heavy presence in California as</b>  <b>one would expect, but you will see pools</b>  <b>of significant scattered all over the</b>  <b>country. They roughly correspond to</b>  <b>certain industry academic</b>  <b>institutions or laboratories. And when it</b>  <b>will come back when we talk about</b>  <b>regional presence.</b>  <b>Absolutely. So</b>  <b>one of the things that's unique and I</b>  <b>think very important about how we do our</b>  <b>work is that we do very</b>  <b>small portfolios that are built by</b>  <b>fundraisers. When we talk</b>  <b>about small fundraiser portfolios, it's</b>  <b>about 25 to 75 assignments</b>  <b>depending on the fundraisers area of</b>  <b>responsibility. UH portfolio</b>  <b>assignments are reserved for prospects</b>  <b>who will book a major or principal gift</b>  <b>within the next 12 to 18 months, and</b>  <b>that's based on the fundraisers</b>  <b>assessment. And fundraisers build</b>  <b>their own portfolios based on outreach</b>  <b>tasks that are offered by</b>  <b>PMR or their own referrals researched and</b>  <b>approved by PMR and the a VP of</b>  <b>development. So what we mean by</b>  <b>tasks, that's how we notate it in our</b>  <b>database. But basically PMR</b>  <b>identifies prospects that have potential</b>  <b>within or outside our database. We offer</b>  <b>them to fundraisers. The fundraisers act</b>  <b>on those, reach out to the prospects to</b>  <b>qualify them and determine their</b>  <b>interests. And if the fundraiser</b>  <b>gets us positive response and chooses to</b>  <b>move forward, that's when a portfolio</b>  <b>assignment is made. So we're we're</b>  <b>giving them perhaps 10 to 20.</b>  <b>Prospects to reach out to a week and they</b>  <b>may pick up one or two of those. So</b>  <b>there's really a great deal of autonomy.</b>  <b>There's there's real trust in the work of</b>  <b>the fundraisers, but of course that</b>  <b>enables us to hold them accountable for</b>  <b>the choices they make and eliminates that</b>  <b>polarization, if you will. Sometimes</b>  <b>where it's I'm not getting the right</b>  <b>people because we let them</b>  <b>drive their own portfolios, it becomes a</b>  <b>much more positive way to to look at at</b>  <b>achievement. You can Click</b>  <b>to the next one and this is our portfolio</b>  <b>health report. You'll see that</b>  <b>PMR can use this fundraiser, can use this</b>  <b>to manage his or her own portfolio,</b>  <b>and a fundraising manager can take a look</b>  <b>at who's been contacted, how many tasks</b>  <b>are in the pipeline, how many assignments</b>  <b>have been made, the ratings and the</b>  <b>stages, as well as that little green</b>  <b>light you're seeing can turn to yellow or</b>  <b>red if they're becoming late in stage,</b>  <b>and it's a way to. To think about where</b>  <b>more strategy and conversation may be</b>  <b>needed. And just on the other side of</b>  <b>this, as someone who works with the</b>  <b>frontline fundraisers, we love this</b>  <b>report. We've talked to so many</b>  <b>colleagues that really reinforce</b>  <b>that transparency and communication is</b>  <b>obviously key. But amongst our research</b>  <b>group, we see this as a tool. So you're</b>  <b>not going to get penalized if that late</b>  <b>indicator stage turns the color. There</b>  <b>just has to be a narrative behind it.</b>  <b>We've had some prospects working on</b>  <b>fabulous gifts that have been read for a</b>  <b>long time, but we know why, We know why,</b>  <b>we know what's happening. It's part of</b>  <b>the discussion. We know what's happening</b>  <b>in portfolio. That's the whole key,</b>  <b>excuse me, behind the report is to foster</b>  <b>conversation similarly, when we're</b>  <b>looking at the very low numbers and this</b>  <b>is something that blows a lot of people's</b>  <b>minds who are used to portfolios of 100</b>  <b>and 5200 oreven larger, we're doing</b>  <b>all of our qualification work outside</b>  <b>portfolio. So when you even look at the Q</b>  <b>M&TM in that left hand</b>  <b>circle, we mostly have PM assignments.</b>  <b>But when we're looking at team</b>  <b>assignments or qualification assignments,</b>  <b>it's really a low amount because these</b>  <b>may be someone we've talked to our</b>  <b>researcher about that. We just want a</b>  <b>little more time. They look great on</b>  <b>paper. We think that we're going to have</b>  <b>a breakthrough. We just need a little bit</b>  <b>more time and don't want to release them</b>  <b>back into tasks. But the churn really</b>  <b>helps us keep focused on those prospects</b>  <b>that are having near term communication</b>  <b>And the partnership with PMR and the high</b>  <b>trust that we have established allows us</b>  <b>to release prospects back into the pool</b>  <b>knowing that PMR has our best interests</b>  <b>at heart and knowing when there's</b>  <b>activity we're going to be connected and</b>  <b>contacted about refreshing that that</b>  <b>contact with the prospect rather than</b>  <b>sitting on them the the analogy. Use as</b>  <b>kind of a chicken on an egg. You don't</b>  <b>need to sit on your prospects waiting for</b>  <b>them to hatch if they look great when</b>  <b>that happens, our partnership with PMR</b>  <b>ensures that we're going to continue that</b>  <b>discussion. So this portfolio health</b>  <b>report, again it's a discussion tool. We</b>  <b>want to see great flexibility and in</b>  <b>variation in ratings at all stages of our</b>  <b>fundraising frontline and stages. And</b>  <b>really again have this as a communication</b>  <b>tool. I'll let you Click to the next</b>  <b>slide and I'll say when my team meets,</b>  <b>we talk about our portfolio. And those</b>  <b>that the fundraisers have released, we</b>  <b>have, you know, laser focus on making</b>  <b>sure any moves that happen are reported</b>  <b>back to fundraisers. So we watch for</b>  <b>them. Super good point, Nicole. No,</b>  <b>I think our research gets get researchers</b>  <b>get as excited as we do when when</b>  <b>something happens and we find out new</b>  <b>data points or we have a strategy</b>  <b>breakthrough with someone. It's it's a</b>  <b>lot of fun for us to really have that,</b>  <b>that trust and partnership. So on the</b>  <b>regional team goals a little bit about</b>  <b>the structure. At Caltech, we have 6</b>  <b>academic divisions. Um, what would be</b>  <b>colleges and maybe other universities?</b>  <b>Each one of those divisions has an</b>  <b>officer or officers assigned to it. And</b>  <b>then we have the regional team which is a</b>  <b>group of four officers managed by myself,</b>  <b>also assigned to student affairs that</b>  <b>covers our alumni based, community based</b>  <b>and interested prospect group nationally.</b>  <b>Team of four largely assigned to the Bay</b>  <b>Area which is a huge pool for us</b>  <b>given tech and also research.</b>  <b>Then also the Southern California,</b>  <b>Pacific Northwest and the East Coast</b>  <b>which is huge. So East Coast being tri-</b>  <b>state area and also some larger cities</b>  <b>around it. We have secondary territories</b>  <b>in various cities thanks to Zoom and</b>  <b>the wonderful social experiment that was</b>  <b>COVID. We all know how great we are about</b>  <b>connecting virtually. So we will travel</b>  <b>anywhere if. It warrants a kind of</b>  <b>contact with a donor and a prospect based</b>  <b>on giving or a solicitation or gifts.</b>  <b>What we're trying to avoid is sending</b>  <b>people hither and yawn just to get boots</b>  <b>on the ground or to qualify someone since</b>  <b>someone halfway across and they realize</b>  <b>this isn't a major gift prospect. We're</b>  <b>really trying to do that a lot up front</b>  <b>and then send officers to where their</b>  <b>time can be best returned to have the</b>  <b>conversations deep in cultivation. While</b>  <b>we're there we will do identification,</b>  <b>but it is something that we're trying to</b>  <b>be focused on where the near term return</b>  <b>is. So really we're looking again at</b>  <b>generalism, talking about gifts to all</b>  <b>areas of the institute, really looking at</b>  <b>creating effective engagement. When men</b>  <b>were looking at metrics, metrics for</b>  <b>success, we want to see that our officers</b>  <b>are creating and securing those</b>  <b>conversations. Strategic</b>  <b>cultivation. How are we moving people</b>  <b>forward and what does that look like for</b>  <b>the end goal for them and also for the</b>  <b>institution And what's the best</b>  <b>philanthropic partner we're boots on the</b>  <b>ground, first one out the door, but we</b>  <b>may not be the end goal. We're also</b>  <b>contacting and working heavily with our</b>  <b>division partners, with the office of</b>  <b>planned giving, with our annual fund to</b>  <b>see where the final destination for this</b>  <b>prospect might be in the near term.</b>  <b>Whether that's a leadership gift with</b>  <b>annual giving because they're just not</b>  <b>ready to make a major gift, whether</b>  <b>they're ready to look at a bequest. Their</b>  <b>planned giving vehicle or they're</b>  <b>fascinated by division research and we</b>  <b>want to bring in one of our partners for</b>  <b>that conversation. We do a lot of work</b>  <b>with our team and geographically here at</b>  <b>the campus we're all in the same</b>  <b>building. So on our floor we literally</b>  <b>can go across the hall and check in with</b>  <b>someone, have a conversation text teams</b>  <b>obviously, but have those real time</b>  <b>strategy interactions and again working</b>  <b>for all areas of the institute. So we're</b>  <b>working also to develop the program and</b>  <b>priority awareness. We needed to know</b>  <b>enough to be dangerous but we're not</b>  <b>subject matter experts and we're managing</b>  <b>the strategy for major. Owners,</b>  <b>excuse me, and major gift prospects 100 a</b>  <b>nd above. One moment. Hold on.</b>  <b>Sorry about that. Father's Day present</b>  <b>was a cold this weekend, so I apologize.</b>  <b>Successfully soliciting and steward</b>  <b>donors for increased gifts to all areas</b>  <b>of the institute while we have the</b>  <b>breakthrough campaign. While we currently</b>  <b>have a student initiative, we're working</b>  <b>with donor intent. So again, we really</b>  <b>want to see what's going to be the</b>  <b>maximum return for the institute, not</b>  <b>just where we're looking to have it for</b>  <b>our current priorities. So as</b>  <b>Lisa mentioned, fundraisers build their</b>  <b>own portfolios built on the pipeline.</b>  <b>This really helps create control and</b>  <b>direction. So many times we talk with our</b>  <b>colleagues and say you know we kind of</b>  <b>inherited A portfolio that didn't</b>  <b>perform, but we have an enormous</b>  <b>portfolio we can't wrap our head around.</b>  <b>We want to keep it small, flexible and</b>  <b>current because we are again looking in</b>  <b>the near 12 to 18 to 24 months on the</b>  <b>outside. Someone's looking at a major</b>  <b>gift in five years. That's great, but</b>  <b>that's not going to be someone we're</b>  <b>spending majority of our. Time in we will</b>  <b>have cultivation steps. We will continue</b>  <b>to work with them to keep them in the</b>  <b>loop, but our near term priority are</b>  <b>going to be the current gift</b>  <b>conversations. So we really want to</b>  <b>track outreach attempts and methodology.</b>  <b>What's the best way to get in front of</b>  <b>people? I had an officer, he had great</b>  <b>success texting others who have had</b>  <b>great success with that old fashioned</b>  <b>methodology. The handwritten note which</b>  <b>is still sparks joy amongst some of our</b>  <b>community. And then of course emailing</b>  <b>and phone calls, especially phone calls.</b>  <b>As we've talked so much getting in touch</b>  <b>with people, do we have current</b>  <b>information? Much of the time we're fact</b>  <b>finding. Do we have current information?</b>  <b>Are we using the right e-mail? Do we have</b>  <b>the current phone number or even address?</b>  <b>And do we get our message out and is it</b>  <b>being received?So contact established is</b>  <b>key. Are we able to hear back from</b>  <b>someone? Are they engaging? What's the</b>  <b>stage move look like? Are we adding them</b>  <b>to a portfolio? Are we going to manage</b>  <b>them separately and ultimately</b>  <b>solicitation? So when we're looking at</b>  <b>success, we've implemented this chart</b>  <b>just to track left to right progress as a</b>  <b>fundraiser comes on board. This is really</b>  <b>the first step in seeing how we're</b>  <b>integrating them into the system at</b>  <b>Caltech. Eventually we manage through</b>  <b>proposals, how many are in the pipeline,</b>  <b>how are they moving and what's working</b>  <b>through the portfolio. But in the</b>  <b>beginning, how are we even getting</b>  <b>traction and this has become a really</b>  <b>invaluable tool to see how we're</b>  <b>measuring that near term success that</b>  <b>integration. So this is a a</b>  <b>qualified list showing the</b>  <b>the list that Lisa mentioned, how we're</b>  <b>getting 10 to 20 at a time, sometimes</b>  <b>5 if we're looking at a different type</b>  <b>of list, sometimes research list. So they</b>  <b>may have different types of prospects on</b>  <b>there, but what's performing, so of the</b>  <b>number of prospects, how many outreach</b>  <b>attempts are we doing, we're looking at</b>  <b>at least. Three to five, unless it's</b>  <b>specified elsewhere, we're doing</b>  <b>something different. How many did we</b>  <b>accomplish contact with was the strategy</b>  <b>we're working with to get in front of</b>  <b>them working using the right information,</b>  <b>using the right keywords, the right</b>  <b>programs based on their interest and</b>  <b>their engagement and even the right</b>  <b>referrals, who they know and where their</b>  <b>relationships are here on campus or</b>  <b>amongst their cohort stage move</b>  <b>resulting. Were we able to secure that</b>  <b>contact and are we moving them up or off</b>  <b>and added to portfolio, Was this</b>  <b>resulting in a conversation?That we're</b>  <b>looking near term that then of course</b>  <b>went into the solicitation. So left to</b>  <b>right, we're looking at how we are able</b>  <b>to engage and this was taken from an</b>  <b>officer who really again we're seeing</b>  <b>this meaningful measured success. They</b>  <b>were establishing contact, they were</b>  <b>adding to their portfolio and it was</b>  <b>coming into solicitation. I see this as</b>  <b>an officer who's working well within the</b>  <b>system. We have wonderful conversations</b>  <b>based on strategy, how they're adding to</b>  <b>portfolio and soliciting, but also really</b>  <b>in the beginning how are we representing</b>  <b>Caltech in the outreach. We're not doing</b>  <b>a general generic outreach to we</b>  <b>don't want to talk to you about the</b>  <b>institute, let us know. We're really</b>  <b>trying to do something specific enough to</b>  <b>capture the engagement and capture their</b>  <b>interest. And again, this is where our</b>  <b>partnership with PMR is valuable because</b>  <b>they're feeding us this information to</b>  <b>help us do the deep dive in the record,</b>  <b>pick up on specific points. And that has</b>  <b>helped launch a number of conversations</b>  <b>that have really been incredibly</b>  <b>fruitful. And for tracking purposes, we</b>  <b>do the outreach and completion, how</b>  <b>quickly are we moving through lists?And</b>  <b>also, what's the outward outreach</b>  <b>methodology? If it's working, why is it</b>  <b>working and how do we replicate it? If</b>  <b>it's not working, why not and how do we</b>  <b>fix it?So when we're looking</b>  <b>at outcomes, again, securing donor</b>  <b>engagement near term identification,</b>  <b>that's something else we really like to</b>  <b>talk about. We're we're, we're frontline</b>  <b>fundraisers. We're very transparent as to</b>  <b>why we're reaching out and how we're</b>  <b>working with our constituency. If they</b>  <b>want to be engaged in a more general</b>  <b>sense, we're more than happy to connect</b>  <b>them with the alumni association and have</b>  <b>them represent Caltech in their area or</b>  <b>be a participant in other activities.</b>  <b>We're there to talk about supporting the</b>  <b>institute. So we will often. Talk about</b>  <b>what they're philanthropic goals.</b>  <b>Consider on the very first visit, we want</b>  <b>to see what makes sense to them. Is now</b>  <b>the time for this conversation? Where</b>  <b>would they like to be interested and</b>  <b>engaged and how do we complete that? So</b>  <b>we're very transparent as to why we're</b>  <b>reaching out. We often talk in our</b>  <b>industry about friend raising versus</b>  <b>fundraising. We want to be fundraising in</b>  <b>a friendly way. So we are literally the</b>  <b>brokers to that conversation. And again,</b>  <b>we cannot be more more upfront as to</b>  <b>why we're reaching out and want to talk</b>  <b>to them today. So securing donor contact</b>  <b>is key. What I'm looking for in the</b>  <b>effective officer effectively utilizing</b>  <b>resources. This is another metric when we</b>  <b>have our officers come on board. How are</b>  <b>you working with your teammates? Are you</b>  <b>not only including them in conversations</b>  <b>appropriately, but utilizing their time</b>  <b>wisely? Everyone has their own goals and</b>  <b>we want to respect their time and</b>  <b>bandwidth, but we need to include them</b>  <b>when it comes down to their subject</b>  <b>matter expertise. Identification and</b>  <b>donor interest in a specific area,</b>  <b>methodology and time frame. Are we</b>  <b>walking away from that conversation</b>  <b>knowing what they want to invest in, what</b>  <b>their threshold is and what their time</b>  <b>frame is? These are the indications that</b>  <b>we based our relationship on. And then</b>  <b>the solicitations are really real that</b>  <b>they're result of two way communication</b>  <b>confirming donor interest. We often say</b>  <b>that if we have a metric that we need to</b>  <b>have 20 proposals of $1,000,000, we</b>  <b>could send out 20 emails, but that's not</b>  <b>real, that's not a solicitation. We want</b>  <b>to come back. The documentation and the</b>  <b>conversations that show the work we're</b>  <b>doing, and that is absolutely key.</b>  <b>So when it comes to mentorship, from the</b>  <b>minute you step on board, we have clear</b>  <b>expectations on your progress to goal</b>  <b>over time, three months, six months, one</b>  <b>year and progress to success. We're</b>  <b>focusing on the challenges that are</b>  <b>creating barriers and what resources are</b>  <b>needed to resolve. We have a wonderful</b>  <b>resources here at Caltech. I've never</b>  <b>seen a PMR department built out nearly as</b>  <b>beautifully as it is here. So we are so</b>  <b>lucky to have that having administrative</b>  <b>support. We have a development assistant</b>  <b>per two to three gift officers who help</b>  <b>us track data. Facilitate conversations</b>  <b>and do the administrative work. So again,</b>  <b>we're really working on the frontline</b>  <b>fundraising and balancing quantitative</b>  <b>and qualitative output. Are we</b>  <b>seeing the movement that we would hope of</b>  <b>someone with the institution and are we</b>  <b>seeing the the results?</b>  <b>Absolutely. So Speaking of building</b>  <b>success, this is how PMR</b>  <b>operates. Again, you know</b>  <b>the my team is evaluated on the</b>  <b>success of the fundraisers that they work</b>  <b>with and our tools are the data</b>  <b>that we've talked about, but our</b>  <b>entire team conducts portfolio reviews</b>  <b>with each fundraiser twice per year.</b>  <b>So we review assignments and proposals,</b>  <b>and that meeting always includes me, the</b>  <b>director of PMR, the fundraisers,</b>  <b>manager and assistant, as well</b>  <b>as the PMR liaison and our prospect</b>  <b>management person. I</b>  <b>meet regularly at least twice a</b>  <b>month with each fundraising manager just</b>  <b>to review the progress towards individual</b>  <b>and team targets and to support their</b>  <b>fundraiser success. So if my team is</b>  <b>noticing something, it filters up to the</b>  <b>managers. If the managers are looking for</b>  <b>help or um. Support in</b>  <b>some way that they're working with their</b>  <b>fundraisers. We collaborate on that and</b>  <b>then our prospect management, Associate</b>  <b>director and the assigned researchers</b>  <b>meet at least once per month with each</b>  <b>fundraiser to track their tasks,</b>  <b>portfolio moves and their progress</b>  <b>towards individual goals. If you</b>  <b>can go to the next slide and it will</b>  <b>before we go to the next slide, I will</b>  <b>bring up something that came up during</b>  <b>the session that when we presented this</b>  <b>live someone said are you know it sounds</b>  <b>like a lot of meetings and we pointed out</b>  <b>number one, if there's a reason that we</b>  <b>don't meet them, we take it off the</b>  <b>calendar. But what we're not trying to do</b>  <b>is is impose system or be heavily</b>  <b>bureaucratic but have protected space and</b>  <b>protected time that we know. We will</b>  <b>connect with each other and discuss key</b>  <b>points. We work on an office open door</b>  <b>policy in all of our offices, but this is</b>  <b>something we know oh we need to talk to</b>  <b>Lisa about. Facts we know we're going to</b>  <b>see On this date, so we can add it to the</b>  <b>agenda. We don't need to barrage each</b>  <b>other with questions in real time if we</b>  <b>know we can bundle them and be more</b>  <b>efficient. But again, it's effective</b>  <b>rather than just meant to have busy time.</b>  <b>That's a super good point and it's also</b>  <b>not the only time we talk. So</b>  <b>in our last management meeting</b>  <b>the. Executive Director</b>  <b>of individual Giving I hope I got her</b>  <b>title right. Made a joke that</b>  <b>she has two meetings a month with me</b>  <b>but text messages every hour and phone</b>  <b>calls when something exciting happens. So</b>  <b>we it really is important that we're in</b>  <b>that relationship and and thinking about</b>  <b>each other. I think in terms of trend,</b>  <b>not in terms of transactional or</b>  <b>tickets or requests, but</b>  <b>in how can we work together to to raise</b>  <b>our ambitious goals. And and have success</b>  <b>for our institute. In terms of</b>  <b>reporting, this is the primary</b>  <b>report that's shown in the fundraiser</b>  <b>meetings and</b>  <b>in fundraiser managers use it as well as</b>  <b>PMR to look at things. It's a little bit</b>  <b>complex, but you'll see we've blocked out</b>  <b>fundraiser names at the top and there's</b>  <b>detail at the bottom. If you select a</b>  <b>fundraiser only,</b>  <b>each fundraiser can only see their own</b>  <b>detail. And.</b>  <b>PMR can see everyone.</b>  <b>And each manager can see only</b>  <b>themselves and their team. So it's a way</b>  <b>of looking at progress to reaching</b>  <b>individual goals each year. But it</b>  <b>enables managers to take a look at where</b>  <b>their fundraisers are. You see those</b>  <b>percentages or their percentages towards</b>  <b>their goals, but their goals are not</b>  <b>public to the entire group.</b>  <b>So the first is the percent of their</b>  <b>portfolio that's contacted. Then those</b>  <b>asks that Nicole was talking about this.</b>  <b>Solicitations, the booked proposals and</b>  <b>the total dollars raised. So it's their</b>  <b>percent of achievement. How close are</b>  <b>they to their goals?</b>  <b>The building success on the regional</b>  <b>side, again, taking a look at protected</b>  <b>space and meetings, I will meet with my</b>  <b>team weekly one on ones. Again, it could</b>  <b>be in person walking to get coffee, it</b>  <b>could be via Zoom if we're traveling, or</b>  <b>it could be by phone just to touch base.</b>  <b>How are we resolving issues? How are we</b>  <b>looking at successes, working on</b>  <b>strategies and answering questions?The</b>  <b>development team reviews proposals</b>  <b>biweekly at a frontline fundraising</b>  <b>meetings. So this is all of our frontline</b>  <b>fundraisers and for scale and scope our</b>  <b>Caltech team is about 90 to 100 people</b>  <b>total. Frontline fundraisers are about 25</b>  <b>to 30 of that, so it's very small. All of</b>  <b>those group gets into a room twice a</b>  <b>month and takes a look at not only</b>  <b>strategy sharing tools,</b>  <b>updates in the case from each other and</b>  <b>things we need to have on our radar, but</b>  <b>also where we're looking at 30 days out</b>  <b>proposals. Being solicited and order</b>  <b>booked in 90 days out. So we're tracking</b>  <b>in real time what our expectations are</b>  <b>and what our numbers look like. And then</b>  <b>quarterly projections, a team and</b>  <b>department level, every manager and on</b>  <b>this call will know what that looks like.</b>  <b>Where are we, what are we coming in at</b>  <b>Constantly working with metrics and we</b>  <b>want to make sure we're having these</b>  <b>conversations in real time. We're not</b>  <b>waiting to get to Q3 and then be</b>  <b>surprised. We're doing this constantly to</b>  <b>really see how we're doing, what support</b>  <b>we need from each other and what we can</b>  <b>provide to make sure we we manage</b>  <b>success. We need to get to goal, we need</b>  <b>everyone to be successful. How do we help</b>  <b>each other do that? And as managers, what</b>  <b>resources can we provide?To ensure that.</b>  <b>The results are when we're talking</b>  <b>mentorship, we're addressing specific</b>  <b>aspects of performance. Again, we're</b>  <b>taking it out of the anecdotal. We really</b>  <b>want to drill down into what may not be</b>  <b>working and how can we get that to work.</b>  <b>Really seeing is it a matter of</b>  <b>professional development is a matter of</b>  <b>resources, what can we do to improve</b>  <b>a particular aspect, opportunities to</b>  <b>assist in growth and monitor challenges.</b>  <b>If it's an ongoing concern, let's keep an</b>  <b>eye on it. We would love for everyone to</b>  <b>be successful within our system. We</b>  <b>realize that. Might not be for everyone.</b>  <b>If it isn't, we want to be able to say</b>  <b>why, and if it is, we want to be able to</b>  <b>say why. And recognition, again not only</b>  <b>anecdotal and there's a typo there, but</b>  <b>data-driven didn't pick up on that</b>  <b>earlier. We really come back to data.</b>  <b>We're heavy, heavy on data for all the</b>  <b>right reasons. We want to have real time</b>  <b>conversations that are coming back to</b>  <b>things that we can point out how do we</b>  <b>again, how do we replicate success, how</b>  <b>do we address challenges and about what?</b>  <b>So that brings us to the end of the</b>  <b>presentation. We are happy to answer any</b>  <b>questions. Our contact information is</b>  <b>here, so you can also find us in the</b>  <b>directory, but we are happy to</b>  <b>share any insight into aspects of the</b>  <b>system that we didn't discuss or answer</b>  <b>any questions about how we might do</b>  <b>things here.</b>  <b>The most popular question that we have is</b>  <b>can you speak to how the team qualifies</b>  <b>top prospects funders? Is it based off</b>  <b>donation amount or activity or a mix of</b>  <b>both?I can take that</b>  <b>one. We're looking at a number</b>  <b>and and if I understand this correctly,</b>  <b>it's probably how PMR raises up</b>  <b>prospects and that's how I'll answer</b>  <b>it. Basically we're</b>  <b>looking at all sorts of activity. Nicole,</b>  <b>I don't know if you can go all the way</b>  <b>back to the the</b>  <b>slide with the map. I can.</b>  <b>Excuse me?Um, there's indicators here.</b>  <b>We're looking at recent gifts and this is</b>  <b>a course pulling in from our database.</b>  <b>Recent gifts, recent events, recent</b>  <b>significant moves. So that's telling us</b>  <b>if a fundraiser has recently been in</b>  <b>contact with this person and</b>  <b>then we can cut it by whether they have a</b>  <b>task already, meaning they've been</b>  <b>offered to a fundraiser region</b>  <b>and. You know</b>  <b>everything else. But we</b>  <b>are constantly looking at moves. We have</b>  <b>reports that hit us every morning, that</b>  <b>tell us who gave a gift yesterday, who</b>  <b>came to an event yesterday,</b>  <b>and we have.</b>  <b>I think between my team, it's</b>  <b>probably close to 800 news alerts that</b>  <b>are hitting us daily telling us</b>  <b>if someone had a wealth event or moves.</b>  <b>So we're pretty well built out and we can</b>  <b>get to fundraisers with opportunities</b>  <b>very quickly. And then of course we're</b>  <b>looking at in terms of outside the pool,</b>  <b>we're looking at potential relationships.</b>  <b>Nicole mentioned that briefly, we do</b>  <b>work with fundraisers to do not full</b>  <b>peer screenings. But to ask for referral</b>  <b>referrals and almost any any interaction</b>  <b>they can have. So we pursue those and</b>  <b>we're always looking. As we know</b>  <b>fundraisers have meetings scheduled for</b>  <b>names they might drop and and potential</b>  <b>for outreach.</b>  <b>The next question is which CRM are you</b>  <b>using for Moose management?It's a little</b>  <b>stand advance. It's an older</b>  <b>version.</b>  <b>Great. The next question is, you</b>  <b>mentioned your PR team gives each</b>  <b>fundraiser 10 to 20 prospects each</b>  <b>week. So are they doing discovery calls</b>  <b>with that many prospects each week?</b>  <b>That's something I will touch on as well,</b>  <b>Lisa, and then I'll have you address the</b>  <b>technical aspects. When we're talking</b>  <b>about each week, it does depend on the</b>  <b>stage of the fundraiser when they're</b>  <b>coming on board. Obviously they're</b>  <b>building their own portfolio. It's going</b>  <b>to be pretty heavy as they're developing</b>  <b>A portfolio and working deeper more</b>  <b>deeply into gift conversations that will</b>  <b>flex. So the conversation between a</b>  <b>development officer and their PMR</b>  <b>assigned researcher is going to be key to</b>  <b>say we need more, we need less, let's,</b>  <b>you know put the gas to the the floor or</b>  <b>let's take a break. Because we are</b>  <b>looking at other types of gift</b>  <b>conversations, so that does flex.</b>  <b>Absolutely. And it's important to note</b>  <b>that we. We</b>  <b>have different timing as well. So</b>  <b>if I can Nicole, I know she has a lot of</b>  <b>management responsibilities as well as</b>  <b>supporting student affairs. We tend to</b>  <b>give her offers that are</b>  <b>higher when she's traveling. So she</b>  <b>travels a lot especially you</b>  <b>know with her partners and student</b>  <b>affairs. So her offers tend to be</b>  <b>around travel. We may have a division</b>  <b>based fundraiser working on a particular</b>  <b>priority and the list will be around that</b>  <b>priority people who are interested in.</b>  <b>Quantum computing, for example,</b>  <b>UM, the regional team is really at</b>  <b>about that 10 to 20 per week, and a newer</b>  <b>person might even get 30 per week.</b>  <b>Can you talk more about your fundraising</b>  <b>outside your alumni database? What</b>  <b>percentage is that and how are you</b>  <b>prospecting for that?Um,</b>  <b>so I can't give you the exact</b>  <b>percentage, but.</b>  <b>I can tell you that since I've been here,</b>  <b>which is nearing 8 years,</b>  <b>we haven't really. Off the</b>  <b>top of my head, we have not had a year</b>  <b>without a transformational gift that came</b>  <b>from outside of our database.</b>  <b>And honestly, we have a</b>  <b>Principal Gifts. Let's see, I'm I'm bad</b>  <b>with titles. Our deputy director</b>  <b>for principal Gifts, I believe is his</b>  <b>title. He is</b>  <b>focused almost completely outside our</b>  <b>database. He's looking</b>  <b>at news alerts. He's relationship</b>  <b>mapping. He's looking at</b>  <b>philanthropists or people of</b>  <b>high net worth that we're interested in</b>  <b>working with and trying to reverse</b>  <b>engineer a way to meet. He</b>  <b>is monitoring. He</b>  <b>He has. I don't know. I</b>  <b>think it's 200 companies he's monitoring</b>  <b>with Caltech connections for</b>  <b>opportunities, IPO, stock price,</b>  <b>etcetera to think about</b>  <b>opportunities for outreach there as well</b>  <b>where it may not just be the Caltech</b>  <b>person, but who else can they connect us</b>  <b>to in that company?</b>  <b>And as we've built out</b>  <b>our systems, our</b>  <b>our researcher that supports our</b>  <b>division based fundraisers is probably</b>  <b>spending. More than</b>  <b>50% of his time outside of the database</b>  <b>as well looking for people who have</b>  <b>interest in the high-end science, the</b>  <b>particular science being done in our</b>  <b>academic divisions and</b>  <b>finding ways to invite those folks to</b>  <b>campus or into interaction with the</b>  <b>institute. And for comparison, when I</b>  <b>started again about eight years ago,</b>  <b>I think we were probably 100%</b>  <b>inour database</b>  <b>and those external opportunities. Came</b>  <b>sort of through the window. So as we</b>  <b>realized how much of A component of our</b>  <b>success that was, we shifted our</b>  <b>team to being able to do that.</b>  <b>What do you do with solid prospects that</b>  <b>have indicated an interest in giving but</b>  <b>with a preferred timing over 18 months?</b>  <b>We will typically if we're looking at 18</b>  <b>months, we're going to bring them into</b>  <b>portfolio and continue those</b>  <b>conversations. That is near term enough</b>  <b>that we want to not pause, we don't want</b>  <b>to redirect. We want to continue the</b>  <b>conversation to look at what the</b>  <b>methodology could be. Are they looking at</b>  <b>doing a cash gift or are they looking at</b>  <b>doing something with perhaps a plan</b>  <b>giving vehicle, What's the benefit, who</b>  <b>we bring into that conversation so we can</b>  <b>develop it. That's definitely near enough</b>  <b>that we are going to be working with them</b>  <b>in real time to accomplish that. And it</b>  <b>could flex as we have those conversations</b>  <b>that could move from 18 months to 12</b>  <b>months or it could move back to 24 or</b>  <b>further as we know life happens,</b>  <b>something might happen within the</b>  <b>individual of their family or something</b>  <b>might move it back and forth. So that's</b>  <b>definitely something that we would take</b>  <b>into our portfolio currently.</b>  <b>How many staff do you have during the PMR</b>  <b>work that supports the fundraisers?</b>  <b>Let's see, there's myself, the</b>  <b>director, the deputy director who I</b>  <b>mentioned is prospecting outside of the</b>  <b>database especially for transformational</b>  <b>opportunities. We have one</b>  <b>researcher that supports our division</b>  <b>based fundraiser, one that supports the</b>  <b>regional team and gift planning,</b>  <b>and then another</b>  <b>researcher who's with our annual</b>  <b>fund and associates And we</b>  <b>all work together with foundation</b>  <b>relations because they do a lot of</b>  <b>opportunity. Based research on their end,</b>  <b>but in terms of that connection and</b>  <b>relationship mapping, it depends on</b>  <b>whether the opportunity is more the</b>  <b>transmission transformational level or</b>  <b>with a division based</b>  <b>focus and we'll work on those as well.</b>  <b>And then our our Associate Director of</b>  <b>Prospect Management and her job is really</b>  <b>you know the moves management if youwill.</b>  <b>Did I? Did I catch everyone at six people</b>  <b>plus the director? Thank you, Carol.</b>  <b>Do you have a deferral disqualification</b>  <b>system to temporarily or permanently</b>  <b>remove prospects? Absolutely. For us,</b>  <b>disqualification is hands off forever.</b>  <b>And that's, you know, people who are, if</b>  <b>you will, due diligence discovers</b>  <b>problems. Um, we</b>  <b>use deferral because</b>  <b>for us there's never a No, no, it's a not</b>  <b>right now. And that's I</b>  <b>I think I mentioned it briefly, but</b>  <b>that's PMR's portfolio. My team is</b>  <b>focusing on that portfolio</b>  <b>constantly. So someone</b>  <b>you know who meets with a</b>  <b>prospect and decides, well, you know,</b>  <b>this might take a few years. I'm not</b>  <b>ready to have this person take up</b>  <b>portfolio space because I've got a pretty</b>  <b>good chunk. We will</b>  <b>set up a monitoring alerts and</b>  <b>keep an eye on those prospects for</b>  <b>opportunities so, so we</b>  <b>raise them up to the fundraisers and to</b>  <b>especially to the fundraisers that were</b>  <b>most recently in contact. We're not</b>  <b>interested in moving those relationships</b>  <b>from 1 fundraiser to another if it's not</b>  <b>the right thing to do and we'll send</b>  <b>opportunities for a thank you for your</b>  <b>$20 annual gift or something like that</b>  <b>without putting those people back in</b>  <b>portfolio. And that's</b>  <b>also reverse process</b>  <b>PMR, especially during portfolio reviews</b>  <b>and we're looking at who we're working</b>  <b>currently. If someone is not</b>  <b>active or if they've moved into a</b>  <b>different stage in the conversation, PMR</b>  <b>is good about evaluating them and</b>  <b>suggesting maybe it is time to defer them</b>  <b>and then see what future activity takes</b>  <b>place really making space for those</b>  <b>active conversations. So it goes both</b>  <b>ways if we're looking to defer or if if</b>  <b>it's suggested to maybe give a pause on</b>  <b>that conversation and come back later.</b>  <b>First attendee is fascinated by the</b>  <b>Prospect Pipeline report, but curious to</b>  <b>know how you capture such detailed info</b>  <b>about outreach without putting undue</b>  <b>labour on fundraisers and or</b>  <b>PMR. This is where our</b>  <b>assistance with our development</b>  <b>assistance, our admin comes in handy. So</b>  <b>we're the frontline officer, the</b>  <b>frontline fundraisers, the conduit for</b>  <b>the information, but we are constantly</b>  <b>working with our admin support to code it</b>  <b>appropriately, to get it into the system</b>  <b>appropriately to record it. So contact</b>  <b>reports are key. I think probably</b>  <b>everyone on the seminar knows the pain</b>  <b>and joy of contact reports. We want</b>  <b>current data. We do not file contact</b>  <b>report to follow. We also we get slapped</b>  <b>on the hand before that like everyone</b>  <b>else, so we're making sure we're getting</b>  <b>it. Into the system. But our development</b>  <b>assistance are really the ones that are</b>  <b>helping us again, coded get it moved into</b>  <b>the right area to make sure that we're</b>  <b>navigating the system. We're essentially</b>  <b>getting them raw data and they're helping</b>  <b>us get it into the right shape so it</b>  <b>shows up into the reports, into the</b>  <b>database correctly. PMR will come back</b>  <b>through, check and see about if there are</b>  <b>any questions to make sure the system is</b>  <b>uniform. So we're all using it the same</b>  <b>way, which is absolutely key when we're</b>  <b>looking at tracking someone and also</b>  <b>making sure we're tracking everyone.</b>  <b>Right to the same process. So we're very</b>  <b>lucky to have tremendous administrative</b>  <b>support that creates the process more</b>  <b>seamlessly. And we also have automated a</b>  <b>lot. So contact reports have</b>  <b>a field for next stage if there's a stage</b>  <b>move and the the the machine does that.</b>  <b>So we're no longer doing as much data</b>  <b>entry as we were. So that's freed up, you</b>  <b>know, humans to do what humans do best,</b>  <b>which is look for the the anomaly or the</b>  <b>opportunity. And</b>  <b>we also have automated</b>  <b>reports that tell us if there's</b>  <b>a mismatch. For a</b>  <b>potential for a conversation with the</b>  <b>fundraiser. So we're not reaching out on</b>  <b>every contact report, but where there's</b>  <b>there's some mismatch in the data.</b>  <b>A quick follow up How many development</b>  <b>assistants per Major gift officer?</b>  <b>Ohh, we have each of our development</b>  <b>assistance assistance share</b>  <b>2 to 3 frontline</b>  <b>fundraisers depending again on workflow</b>  <b>or responsibility. So when it comes to a</b>  <b>regional team member, that's heavy data</b>  <b>entry, heavy outreach when it comes</b>  <b>to a division lead and was also including</b>  <b>a sheriff's council other activities that</b>  <b>are part of their responsibility. So</b>  <b>depending on what that workload looks</b>  <b>like, again 2 to 3 frontline fundraisers</b>  <b>where we are blessed, we are truly</b>  <b>blessed to have some tremendous and</b>  <b>robust. Support which enables us and our</b>  <b>frontline fundraising team to get out and</b>  <b>do the strategy, the outreach, the</b>  <b>communication, the asks.</b>  <b>This is the last question. Can you speak</b>  <b>about digital fundraising metrics and how</b>  <b>they vary from hybrid in person</b>  <b>professionals?</b>  <b>We are as a team, we are in office, we do</b>  <b>a four one. So we're all working remote</b>  <b>one day in office 4. What that means for</b>  <b>contact, especially since COVID is we</b>  <b>consider a zoom call a visit. When we're</b>  <b>looking at our year to year metrics we</b>  <b>include that as outreach. We're</b>  <b>definitely looking at how travel is</b>  <b>incorporated as well, but our metrics are</b>  <b>largely around visits,</b>  <b>contact, portfolio saturation as well</b>  <b>as outreach to our portfolio</b>  <b>in in different measurement ways, but</b>  <b>then also proposals, solicited proposals,</b>  <b>books. So we again especially during</b>  <b>COVID, we were moving solicitations from</b>  <b>start to finish multi $1,000,000</b>  <b>proposals without ever meeting anyone in</b>  <b>person because people weren't traveling.</b>  <b>We continue to do that and we have an</b>  <b>entire. Community that's very comfortable</b>  <b>with remote contact, so Zoom for</b>  <b>us is very much the same as an in person</b>  <b>visit. And again we will travel based</b>  <b>on what's needed to to connect with</b>  <b>donors in a real time basis to forward</b>  <b>conversations. Thank you, Nicole</b>  <b>and Lisa for a great presentation and</b>  <b>thank you to all of our attendees for</b>  <b>joining. Before you go, if you haven't</b>  <b>yet completed session evaluation, please</b>  <b>do so. You can return to the agenda to</b>  <b>find your next session.</b>  <b>Thank you. Thank you.</b>
Asset Caption
CASE Career Level: 4
CASE Competencies: Strategic Thinking, Leadership