Great. I think we're going to make a start there. I'm sure some others will join, but I think it's great to kick off. Thank you all so much for joining us. This is a really important milestone for us in Case Europe, an opportunity to present to you the new brand and reputation metrics. I'm absolutely delighted to be here as one of the two co-executive directors for Case Europe, and to be joined by my colleagues. Presenting to you today, we've got Terry Flannery, Case Executive, Vice President and Chief Operating Officer for Case, and we've got Jane Schaefer, who's Vice President for Membership, Marketing and Communications. So welcome, Terry and Jane. I don't know if you could just say a quick hello. Good day, everyone. Hello. It's nice to see you all. Hi there. Welcome to everybody. I'd also like to welcome Simon from Simpson Scarborough, which is a higher education marketing agency mainly based in the US. Jason is one of the 10 thought leaders who collaborated on the building of this framework. It's great to have you with us, Jason. Do you want to say a quick hello? Hi. It's nice to be with everybody. Thank you for having me. Thank you, Jason. Thank you. And I think I'd also like to acknowledge that there's been wide consultation to get us to this point, and we've had some volunteers from Europe involved. So Jonathan Sabar at Newcastle University and Joe Devo at Birmingham City University collaborated on the creation of this framework. I don't believe either of them is able to join this call today, but really wanted to thank them and acknowledge their important contributions to this piece of work. So for me personally, I come up the marketing and communications track into CASE. And as you all know, CASE represents disciplines across the advancement profession, so marketing and communications alongside alumni relations and philanthropy, fundraising, advancement operations. And we've been well known throughout our history for our data work, so far focused on philanthropy and alumni engagement. But this is a really important step to broaden that offer and to really bring to ensure that our offer is relevant and equal for our marketing and comms professionals as well. So I'm going to hand over to Terry next, who's going to talk to you a little bit more about that and lead the presentation. Thank you, Caroline, very much. Well, this is a tag team. Jane and I have done this presentation, I think five or this may be our sixth time doing the presentation. So we're going to alternate. And Jane's going to take over the duties of talking about what we hope to accomplish in this session. Jane. Okay, well, welcome again, everybody. And it's a pleasure to be able to talk to you about this framework. I joined CASE two years ago from the higher ed marketing and communications area and profession. So it's really great to be able to talk in detail about this work. It's as Terry said, I've been working on it for a number of years. And it's great to be able to start talking and socialising it with such an esteemed group of professionals here today. So we're going to spend some time. We've earmarked about 30 minutes for the presentation. And we've got also opportunity for questions as well. And in that time, we want to be able to introduce the framework to you. So you can have an understanding at a high level and a bit more of a deep dive into that. We're also really interested in your input. As professionals, we're at the co-creation stage of the framework right now. So that input is really, really important. And it's your opportunity to shape how this may finally emerge as the framework in its complete state. We'd also like to hear from you in terms of what type of measures you're using and thinking about the proposals that we've put down as measures. But they are a guide to really encourage you to show us and tell us what you're working at, at the different levels. And Terry and I will explain that a bit more as we go on. And then tell you what's going to happen next, because we are at the kind of foothills of this. We've definitely started the climb, but there are many more stages to go. So that's what hopefully we'll achieve today. Very good. Thanks, Jane. So let's start with what we're aiming to do with this new framework, and why CASE is in a particularly good position to help cultivate this framework. The two main things we're trying to accomplish are to be able to enable and standardize measurement of performance. There are some institutions that are doing great work and some agencies that are doing great work in terms of their recommended measures of performance in our work in marketing and communications and higher ed. But there isn't a standard, and there isn't a place to collect a common set of measures that would allow comparisons to be done in our sector. And that's really at the heart of what we're hoping to do, is to be able to standardize those measurements of performance and then to provide the opportunity for some benchmarking. That's the long-term aim of this whole project. And it's informed by CASE's strategic intent. So in our strategic plan at CASE, we suggest that it's our role to define and disseminate the competencies and standards for the profession. And we believe that it's important for CASE to be able to equip professionals in each of the disciplines of integrated advancement, which includes anyone who's working to champion the success of their institutions, to build value, right, revenue, reputation, relationships, all of those who do that work in integrated advancement, to act strategically and with integrity. And having a set of standards is part of that. CASE has been the global leader, as Caroline identified, in establishing standards for educational philanthropy and now alumni engagement, which it's in its sixth year at CASE, our alumni engagement metrics. And we're actually using the same roadmap that was used to develop measures for alumni engagement with this framework. We're following a very similar path. So using our experience and our thought leadership, we convened a powerful group of thought leaders to facilitate the development of these metrics. Jason is one of them, and we're very grateful to him. He represents the group today, but I just wanted to tell you a bit about them. They include folks who are both practitioners at schools, colleges, and universities, and some agency leads, Jason among them. They include people whose expertise is primarily in strategic communication and those whose expertise is primarily in marketing, and some who have a combination of real strength in both. We have folks who work in environments in schools, independent and international schools. We have folks who are working at large universities or smaller institutions, and really give us kind of the breadth of experience across the education sector. And it was our aim to develop measures that would be relevant in each of those places. So this group of 10 helped us climb the biggest hurdles to come up with this framework, and we're very, very grateful. All right, Jane's going to tell you a little bit more about how to access the report if you don't already have it. So if you're a member of CASE, it's very simple. You can use your CASE login to go onto the site and see the QR code there. You can download a copy of the kind of framework white paper, which has lots and lots of detail for you in there. If you are a non-member, and you're very welcome on this call, and thank you for your interest in the subject, but want to find out more about joining and then being able to access the report, then you can do so looking at the website below. But if you've got inquiries about or questions around either of those, whether you're a member or non-member, then you can contact membership at case.org. And as I think most people on the call today will be from the Europe region, that will be answered by Christina Powers, who you can see there on the screen as well. So we'll be happy to help you get access to the report, whether you're a member or a non-member. Thanks. All right, so now let's present sort of the key elements of the framework. If we think about a matrix, we've got in this framework six broad categories of functions. We chose the kinds of activities that we aim our marketing and communication tools at in order to produce results that help to affect the building of value for our institutions. And we know that these are not comprehensive, but they are a really good place to start because they represent common activity at many schools, colleges, and universities across the globe where CASE operates. So the six areas that we chose to start with include brand development, recruitment and retention, strategic communications, alumni engagement, philanthropy, and external engagement and public affairs. And we'll note that across the globe and in the work of the thought leadership group, you know, we had to straddle differences in the way that we describe these activities, what we call them, what the functions might be called in different places, even how we spell them. Enrollment has one L in the UK, it has two in the US. But we managed to kind of choose these six broad categories because they represent the heart and soul of brand and reputation work in the education sector. So six broad categories, I'll note that two of them, alumni engagement and philanthropy, represent categories where measures are already developed and CASE does not intend to do something different. We want to complement the work that's done in those areas already. So some of the measures that are developed for those purposes in the standards that CASE already has will be brought over into the framework for this work. So six broad categories, and then three levels of measurement. And I want you to think about the levels of measurement sort of on a continuum from one end with reporting to the other end with insights and in the middle analysis. And broadly speaking, these represent building in terms of how measurement is done from the most basic to the most sophisticated. We do not mean that you are more or less sophisticated, but in thinking about how we would develop a framework that everyone could see their work, everyone could see a place to start, we wanted to be as inclusive as possible. We thought that if we started with the most basic common denominator that everyone could see themselves in, that we might leave out some of the institutions that are really thinking in the most sophisticated ways about the purpose of marketing and communications work as strategic and who may have some of the most well-developed marketing and communications technology that's used to collect and develop some of the measures at the most sophisticated levels. If we started at the highest levels of insights in terms of measurement, we might have left a lot of people behind who couldn't see themselves in it. So, this continuum allows us to find a place wherever you are to start reporting, collecting and reporting. Yeah, and Terry, I would just add in there that it wouldn't be uncommon either for university schools, colleges to be at different levels in the different functions as well. So, there may be more reporting in one function, more insights in another. So, you know, that's something that we would expect to see across those functions and levels as well. That's a great point. So, let's just quickly define what the three levels of measurement are. So, reporting includes kind of a distillation of data into a format that's relatively easy to understand, but might be less actionable in terms of informing marketing and communication strategy. One of the easy ways to describe this level of measurement is that it typically generates an understanding of what's happened, but not necessarily the why behind it. At the analysis level of measurement, this builds on reporting and it adds interpretation of data in ways that are useful to evaluating a specific approach. So in analysis, well-interpreted data begins to explain behaviors, perceptions, and relationships between data that inform the next steps in terms of your strategy. It really does start to deal with the why. And then finally, in the area of insights, this builds on reporting and analysis, and these measures derive insights. They begin to allow us to predict behavior accurately and inform strategy. So those are the three levels of measurement, and we'll show you the matrix in just a minute, but you can imagine if you've got six categories and three levels of measurement, there might be measures for each of those areas of the matrix. And Jane's going to walk you through maybe an example in one of the categories of levels of measurement. Jane? Thank you, Terri. And just before I do that, I forgot to mention when I said about downloading the report that there are three versions of it. So there's one in Spanish for many parts of the world who speak Spanish, including colleagues in Europe. There's also a US English version and a UK English version. So hopefully you'll be able to find something that suits you within that as well. This is a snapshot of the framework. It's obviously just looking at three categories here, and there are more below this when you actually open it up and have a look at it. But this is just to give you an idea of how it looks physically, but also the way that we're breaking some of these things out. So if we were to take the first category there in terms of brand development, you can see that not only have we gone along the levels, as Terri's described, from reporting to insight, we've also broken out that category into some subcategories. So thinking about what are the important components of brand development and how we might then measure those across the continuum. You can see here from a simple category there, brand development, we've actually got the opportunity to have nine different types of measures in there, which allows us to really think about the work in there, but also the different levels. So if you were to take improved perceived quality, then you could see how reporting would be talking about prompted awareness from market research. And then analysis would be talking about maybe some ratings and a peer set for high academic quality, the sort of measure that you might see in a QS or a times higher academic league table type measure. And then insight is about perception of quality and strength of overall reputation, maybe in some specific academic programmes or experience. So starting to really unpack that a little bit more. And each category has this kind of breakdown within it. And that's why it's worth really spending time looking at the report so that you can understand what's in there. And again, that helps when we're saying, well, what are your other opportunities for measures that you might think about? But everybody on the group has really tried to think really practically, as well as theoretically and strategically about what those measures should be at those different levels. Thanks, Terry. Yep. Thank you. I wanted to emphasise that these examples are not exhaustive. Again, we thought about places to start. And the examples that are in the framework that you see here were designed to help us just kind of pressure test, does the framework work? And it held in thinking about examples in each of these measures, but there are going to be others. And that's where you come in, which is where we're going to talk about next steps. So wanted to kind of put, Jane said, we're in the foothills. We started to climb, but we're not at the top of the mountain yet. We've got a ways to go. So what happens next? And how long will all of this take? Right now, we're in the phase where we're introducing the framework to people like you. And we're asking for your feedback, both broadly about the framework, and to ask for some specific examples of measurements you already use and where you think they fall in the existing framework. So we'll be directing you to please give us an example of a measure that fits within the framework at the end of this session. And then as we finish the kind of crowdsourcing phase, we're going to turn to the process of developing a set of standard measures to begin collecting and benchmarking. And so what that means is that we will establish a platform for the data collection. We will likely use the same platform that we use to collect data as relates to performance in philanthropy and alumni engagement. We'll start thinking about which measures we start with. There will be many we could use, but we'll start with some that we think we can standardize through common definitions. And then we'll begin to pilot data collection. One of the opportunities will be for a small number of schools and colleges and universities to be part of a pilot group that will help us submit the data on those first choices of measures. And that likely will be a little messy. We know that from our roadmap with alumni engagement. But it helps us work out the kinks. And then that will in turn lead to a survey that folks can report their measures on an annual basis and will form the basis for the beginning of benchmarks. So that's really the plan. It's going to take us several years to do it. So here's where we start to get to some of the great data collection from you and thinking about reactions. First I want to turn to Jason, who's been waiting patiently. And Jason, since you were part of the group, I wanted to ask you to share what you're most excited about, maybe what you're proud of, having been part of the group that collaborated on the development of the framework. And lastly, anything you think is going to be really challenging for professionals in trying to begin to collect and report this data. Well, I think one of the things that just goes without saying and where I should start is I was excited and really, really pleased to work with you, Terri, and Case, and a great committee, first of all, that took on a really, really tough challenge. I think it was challenging for a couple of different reasons. I mean, first, the idea of measuring marketing, communications, and branding, each three disciplines that have their own related but distinct ways to measure was a really, really big challenge. I think that the group has really developed a solid methodology and framework, and I think framework is the right way to think about it because of what you just went over. There are a host of different ways that you can get down and do the individual measurement, but it's extremely complex, and it's even more complex when we start to think about the ways that things are different around the globe, the ways that we measure the impact, and then the differences that institutions and institutional marketing communications leaders have influence at their institution, and so those things seem to be really, really challenging. I think the thing that is really, really great about the framework is that it gives any school an opportunity to think about where they fit and ultimately, as you pointed out, to create some of those sector-wide benchmarks. One of the biggest things that we're asked as an agency that serves all kinds of different institutions is, how does this compare? Almost immediately when we're providing some level of measurement from a market research standpoint or from a performance standpoint around brands and marketing, people just immediately want to know where they compare to other institutions, and that has been so challenging, and we're going to learn a lot once data is collected and once reporting and measurement begins to happen at the school level, at the institution level, but that comparison, I think, is going to be really important. To get to your second question about what I think is going to be most challenging is also what I'm most excited about. It is that long-term possibility, and I think we may get there faster than anticipated. So much is changing both in the sector as well as the ability for people to measure marketing communications impact and the tools and resources that we have in order to be able to do that. I mean, three or four years ago, we would think about this primarily through web analytics or market research data, and now there are so many other different ways to be able to think about measurement, but that difference in the sectors I think is really, really important. In the U.S., higher education marketing and branding has historically been about some of the softer measurement things, and with revenue pressure, that really has changed, and there's been much more of an intersection around direct impact on enrollment or on fundraising, real return on investment for marketing, but we haven't seen schools necessarily make those really, really tough decisions yet based on that data, and I think that that is going to be an increasing pressure in the years to come, and I think globally, what we've observed in our limited work with schools around the world as well as in working with you all at CASE has been more emphasis on performance marketing, perhaps even more so than in the U.S., but less emphasis on how to measure and build brands of institutions, and I think that that is changing on a global level, and I think when you put those two things together, it's a real, real opportunity for what this platform, what this framework really provides, and I think it provides a lot of opportunity to address both of those issues and really think about some of those down-funnel kind of metrics as opposed to just one or the other, so I think it really will advance the sector, and I think the framework is going to provide an opportunity to have greater visibility with leaders across the sector and really strengthen that role of marketing communications from a leadership standpoint. Thank you, Jason. You know, I'm reminded that because CASE is global and we operate in Latin America, in Asia Pacific, in Europe, in the U.S. and Canada, once we have this data collected, there'll be an opportunity for folks at institutions to choose who they compare to, and there might be an institution in another region entirely that's most like you that will be very beneficial for comparison, so it really opens up kind of the opportunity to benchmark across kind of maturity of your marketing and communications work and development, which I'm excited about. Okay, Jane, you're going to take over the duties of asking questions. I'm going to stop sharing so we can see everybody. Brilliant. I think also what's exciting about the framework as well is that we are creating it with the professionals who want to operate it and own this as well. There's no intention to impose something, but there is an an opportunity for us to do it as a professional group, which I think is really powerful. Often we have to pick and mix certain things because that's what's available to us, whereas I think if we have the opportunity to create it for ourselves, that's very exciting. So hopefully that's given everybody a moment to think of something that they're excited about or alternatively think of something that's a challenge, but I'm happy to see a hand go up in time-honoured fashion or a question in the chat if you'd like me to read it out and just thinking about either the measures or the implementation, anything you like about what we've just talked about today. So you're all a very quiet bunch this afternoon. So Lisa. Great last name, Lisa. Hi there. No relation that I know of. Hi. And I just wanted to comment that I think pick and make is an excellent analogy. And we've previously spoken about using a battery of measures. So what I would be most excited about is some sort of consolidation or strategic choice within what are the elements that we are picking and mixing. And so I'm excited about that. Thank you. Yeah, that's, that's a great question, Lisa. And I think, I think we'll start to see where people's kind of strategies start to really pick up and Jason mentioned enrolment marketing. And obviously, the student recruitment bit is a pressure for many, many people across the globe. So I wouldn't be surprised if there's a, you know, a good deal of interest in in some of those aspects as well. Thank you for that question. Anything that we would like us to delve into a bit deeper? I know Caroline and Jane have been known to call upon folks they see on the screen. So I'm gonna ask Caroline, maybe there's anyone that you know, or who really likes to chat? Natalie? Hi there. Hi. Nice to see you, Caroline briefly. So I thought, well, she's probably going to out me. So here I am. One of the challenges that we have is, and I'm sure it's, it's something you've thought about and the way we collect data and the amount of access that we have to different bits of data, like some things we can report quite well on, but other things we find really, really challenging. And I'm sure each university or school college has different access to different pots of data. How do you foresee kind of collecting all that and making sense of it? And yeah. Terry, I've heard you answer that question before. So I'm going to hand that one over to you. Oh, very good. I thought you're gonna say since you've heard it before you do it. No, no. You know, it's really interesting. You're absolutely right, Natalie. We are not, we don't follow a standard form of organization in our, in the education sector. It's part of what has made measurement so difficult, right? So our resources that we spend on marketing communication efforts might be widely distributed, you might not even be able to see all of what's being done or what's being spent. Is that true at your institution? Yes. And we know that that is going to make collecting and reporting more challenging for us. But there is a method to our madness. We think because leaders are so hungry right now, to be able to understand how to resource how to organize how to measure what's effective, right, that the standardization of some measures may lead people to start collaborating and sharing more at their institutions. So your whoever is your chief academic officer, your chief financial officer at your institution, I did this at American University when I was the chief marketing communications officer there, the vice president, I had the CFO on one shoulder, and the provost on the other shoulder, they would be in our world, the the, the highest leaders in the in the two in the financial academic area. And they strongly encouraged and incentivized our deans, the leads of the colleges and schools to share with us all of their information about what they spent, and on what. So we got all their budget subcodes, the information about what they spent, which then allowed us to start thinking about what the wide view was, and what the return on investment was. So we think that the establishment of these measures will actually lead people both to encourage more cooperation, because they won't be able to develop comparisons without doing so. It may even encourage people to start investing in technology resources that we know we all need, like an enterprise wide CRM, right, not everyone has their own, in order to be able to report this data. So it's a bit like, do you have the expression in the UK leading a horse to water? Oh, yeah. Yeah, we have that. It's a bit of that we think that the establishment of the measures will actually encourage some of this, but it will probably take a few years to do, we hope. Yeah. And just to just to build on that as well, because of what case is learned in terms of measuring from fundraising and measuring alumni relations, we already know whether many of your institutions have got that data, and how they're collecting it. So we're trying to learn across those pieces as well, and make sure that we can bring that into into this sort of data sharing as well, so that we're not either double collecting, or we're, you know, we can point people in the right direction where we think that the information might already be there and be collected, which I think is important. In the chat, Danielle has said, and I'm sure people can see it, but one of her points is that there are limited resources, often in silos for this type of work. So she thinks that this could encourage co-collaboration between the different categories, which I think, again, will be something that organisations are looking for in terms of finding efficient ways of doing this as well. So thanks for that comment. And I did see Jason's hand go up. So I don't know, Jason, did you have another comment or question? Yeah, I think I was just going to build off of what Terry was saying. I think one of the things that is such an opportunity coming from this framework is in marketing communications, or enrolment, or fundraising, they seem to be one of those areas of institutions that is just one voice in a silo among many. And one thing that we typically hear from those leaders is, what can I do to get my institutional chancellor or president focused on the impact of marketing communications? And so I think one thing that I'm really, really hopeful about with this effort is that case using the influence of itself as an organisation will bring those presidents and chancellors together to have them have some common understanding of, these are the things that are most important for your institution, and that may help break down some of those silos, create some of those opportunities for shared systems or shared reporting, that that could exist because once an institutional leader is asking for that data, then it's incumbent on everybody else to just bring the data as opposed to thinking about where the data comes from. Thank you, I should mention that I'm reminded of a survey of chief marketing officers that Jason's company has been doing for at least a decade. And they've been tracking kind of trends in the maturity of our work in mainly in the higher ed sector, not necessarily in independent schools. But they, one of the things they have been tracking is just the percentage of institutions that have an integrated CMS and CRM. And it's lower than you would want to see, right? How many of you are dealing with that challenge at your institution? Yeah. And so this is probably going to create some imperatives for the work to be done differently. We really hope that it will. So if you have the inclination with your school head, or your vice chancellor, to share this report, it would be a good way to have a conversation about what's coming in, how you might want to be ready for the opportunity. Louise, would you like to come in with your question or comment? Hi, there. Nice to see you. Nice to see you. I'm just thinking about how important benchmarking data is to unlocking investment, and how that strengthens the business case of why we should rather than just, we know it's a good thing, marketing say it's a good thing to be able to demonstrate the impact across the sector. And I was reflecting back on something you just said to Terry around things like your institution wide CRM, will there be a methodology by which you can capture those catalysts? So you can see from the benchmarking data performance, but I wonder if there's a way to say, and that's when the CRM landed, or that that's when this particular bit of MarTech landed. Yeah, so that you can really start to see what ramps that up for people. Yes. One of the observations from our ACE Commission on Communications and Marketing is that we ought to make a note for each of the measures we standardize and choose what kinds of not not the brand name, but what kinds of technology would be required in order to easily collect this information. So you might say, this requires an enterprise CRM, I thought it was a really good suggestion. And again, it will help kind of lead people to decisions about investment, in order to participate in the benchmarking, if that's what you were alluding to. Yeah, and I think also our experience with the alumni engagement metrics is that cohorts come together to talk about their, their data and their benchmarking and do share some of that, some of that insight. And, you know, getting getting the mix of institutions across the globe, different sectors, then people will be able to do that in a non-competitive environment, which I think is a good way to really get into the what actually did make the difference, we can see a difference, but what, what was it that you actually did? So I think that again, will be a important part of the framework. Okay, anybody have thought of some more challenges, or some what they're excited about, Caroline? And just, sorry, just using my role as host, privileged question, essentially, and to ask about, if I think back to issues that I was handling when I was in a communications role in the sector, and a huge amount of time and effort often went into handling reputational issues. And the win was to, in all honesty, have less press coverage, less negative publicity in the media about something. And I just wondered if that had come up in your discussions about measurement and actually how, how actually, less coverage could potentially be a good thing and how you how you go about measuring that. Yeah, if you look at this, the section on strategic communications, there's actually some elements related to crisis communication, some suggested measures. And there's more that needs to be done there. I don't think we have a measure that says fewer stories is a good thing or fewer placements, but specifically related to the time that it takes for a crisis cycle to wind down. And the trend there, they did some good thinking about that. And that directly relates to the reputation piece, we need more of your thoughts there. So if any of you have ideas about measures that would help with that, certainly an important part of the reputation piece. I think this is a piece to where Terry, the intersection of the three different measurement points of marketing, communications, and brand is a really, really important one. Because while you may not be able to measure the communications impact of avoiding a crisis, can't measure less coverage, what you can do is look at things that are brand pre and post crisis and over a long term and be able to think about those. And I think the framework does a really nice job of, of setting up some of those measurements. Excellent. Thank you, Jason. Okay, some great questions. That's great. thoughts and input. Harry, shall we move on? We shall certainly it won't be the last chance for you to talk with us. But let me get the Yeah. And if you if you leave the call, and I've got something sparks you as a question, please feel free to contact Terry, Caroline, myself, and we can help you help you answer that. So we are really at the stage where we want to encourage you to give us your best idea for a measure. So if you use the QR code or the link we gave you earlier in the presentation to the report, the site will pop up with a really easy form that will allow you to share an example of a measure you use to evaluate or report effectiveness of your marketing and communication efforts. And we'll ask you if you submit one to tell us which category you think it fits in and which level of measurement you think it fits in. And if you'd like, you can also give us your name, it's not required, but your name, your institution or email address so that we can follow up with you if we have questions. And this relates directly to what we're going to do next. So by next May, we will be beginning to choose the measures and then start standardizing their definitions so that we can do this pilot collection. So we'd want you to have the opportunity to suggest your measurement and follow up with you if we have questions afterwards would be very, very helpful. So make sure you do that. Please, please, please. That's your one piece of homework. Thank you. And it also is what will make this a, you know, co-created benchmarking and really, really important data. And Caroline, I think over to you. Well, thank you. Thank you all so much for joining. I think it's wonderful to just sense the level of enthusiasm for this piece of work and a real sense of the impact that it can make within your institutions, you know, to support you with the visibility of your work and give you data to make informed decisions about your priorities. So thank you all for being here at an important step on this journey. Thank you, Terry, Jane and Jason for joining us for your excellent contributions and clear presentations. I think that's been really, really valuable conversations that have that have followed. So I think Terry gave us all a very clear action. So please be sure to share your feedback. I know Christina's put in the chat that we'll be following up with the slides and the recording and definitely a prompt for feedback through that through that communication. So please look out for that and continue to engage with this piece of work as it as it evolves. And do keep in touch and any comments, suggestions welcome at any point. But thank you all and enjoy the rest of your day. Thanks, Caroline. Thank you. Thanks, everyone. Thanks, Jason. Thanks, Jane.

brand metrics

reputation measurement

higher education

marketing effectiveness

benchmarking

alumni engagement

strategic visibility

standardized framework