today. Welcome to our third together in this region. My name is Nilanjana Pal and I'm the executive director for CASE in Asia Pacific based out of our Singapore office. It's a pleasure to meet all of you and thank you for taking the time out of your day to join us for what I know will be a very engaging and relevant discussion introducing CASE's new framework on brand and reputation metrics in education. We started these together initiatives to really bring the advancement community together across this vast and incredibly diverse region. Just this morning, we have participants from the US, Canada, Australia, New Zealand, the Middle East, and of course, many countries across Asia. And these participants represent a range of advancement functions. We hope this virtual gathering allows our members to network with one another, discuss challenges and opportunities in your specific area of work, and share best practices. This event this morning was made possible with the support of my CASE colleagues in Washington, DC. And I wanted to introduce Terry Flannery, executive vice president and COO at CASE, who will be our speaker today. Terry is one of the leading university marketing professionals in the world, and has led some of the most successful brand campaigns in all of higher education. I can't think of a more appropriate person to take us through the brand and reputation framework this morning. Welcome, Terry, and thank you for leading us through the session. Thank you so much, Nilanjana. And greetings from a very cold evening in Washington, DC. Thank you, Terry. I also wanted to take a moment to offer my sincere thanks to our two panelists, Ovidia Lim-Rajaram and Teresa Valerio-Parrott. Ovidia is a member of our CASE Board of Trustees and Chief Alumni Officer at the National University of Singapore. Before stepping into the alumni role, Ovidia served for seven years as Chief Communications Officer at NUS. Ovidia is an experienced CASE leader and volunteer, and she'll share a few of her thoughts about the new framework. Welcome, Ovidia. Thank you, Nilanjana. Thanks, everyone, for joining us this morning in Singapore. Very happy to be here. Thank you so much, Ovidia. I wanted to introduce our other panelists, Dr. Teresa Valerio-Parrott, who is a principal at TVP Communications, a strategic communications firm which has a lot of experience in the U.S. higher education sector, and one of the 10 thought leaders who collaborated on the building of this framework. Welcome, Teresa. Thank you so much for having me. And I would like to say hello from yesterday. I am from just outside of Boulder, Colorado, which is in the mountains in the United States. Thank you for having me. Thank you, Teresa, for joining us. And finally, I also wanted to acknowledge Chris Walker, a director of media and communications at the University of Queensland. Chris was also one of the 10 thought leaders who collaborated to build this framework. Though a conflict prevented him from joining today, we want to thank him and acknowledge his important contributions to the work you will see today. Teresa and Ovidia, thank you again for so generously sharing your insights and experiences with this gathering. Let me now turn it over to you, Teri. Thank you. Thank you very much. And for a short period, I will continue to share my screen so that you can see the slides. We'll be happy to share the deck with you at the end of this session. But when it comes time for the question and answer, we'll definitely stop sharing so that we can all see each other and see who's got a question or a comment they'd like to contribute. So let's start with why we're here. The purpose of this session really has several components to it. And the first is to introduce you to the framework that a group of my 10 most influential colleagues in higher education marketing and communications and independent school marketing and communications collaborated to create. We've received input from several convenings of folks about the framework already based on what has been created, originally created. But we want to take the opportunity to continue to do that in both in-person and virtual formats so that we can co-create what will happen in terms of the next steps in this process. It's our goal today to invite from you examples of measures that you think might fit within the framework, because that will help us crowdsource the measures that we will eventually choose for the first development of standardized measures for marketing and communications in the education sector. And at the end of the session, we'll also want to provide some context for how long this will take, like what the steps will be in the process. It is definitely going to be a journey. And so you'll know what to expect in terms of next steps. So that's what we hope to cover in the session today. To begin, I want to talk about what we hope to accomplish with the creation of this framework and why CASE is uniquely positioned to deliver such an outcome. So first and foremost, we're trying to enable and standardize the measurement of performance in marketing and communications in the education sector. Many of you are likely aware that while such measures exist in other sectors, it's very difficult to agree on measures of success in terms of the outcomes of our work in the education sector. And that's in part because of the way we're organized. So many of our efforts are distributed across our schools, our colleges, our universities. Sometimes we don't have the ability to even see or influence the investments that are being made in marketing and communications activities across the institution. And that makes the ability to measure somewhat challenging. So it's been something that has been an aspiration for a long time. Actually, CASE has tried to do this twice before and didn't succeed in surmounting some of the obstacles. But this time we think we've done it. We think we've got some of the hardest work already in our, we would say, our rearview mirror. And that'll create the opportunity to develop the first set of measures. And then as a result of collecting those, to begin to offer benchmarks of performance so that CASE members can look at how they're doing on critical measures and compare to other institutions who might be of similar size and type, or might have similar missions, essentially, to choose a cohort of peers that would be, or aspirational peers, who would represent comparisons that be meaningful for you and your leaders at your institutions. So that's what we're trying to create. And we think that CASE is uniquely suited to do so because of our strategic intent. So CASE's strategic plan declares very proudly that we define and disseminate the competencies and the standards for the profession of integrated advancement. And if you are not familiar with that term, or you have certain associations with the term advancement, you might think a certain way about it. But in fact, as CASE defines it, integrated advancement is the work of professionals who are acting to champion the success of their institutions, and who are using their work to build value for their institutions, whether that's revenue, or reputation, or relationships, or some combination of the three. We know those values are really important, the success of your institutions and your schools, and to the meeting of your strategic goals. So if you are a professional who's doing that work, then we consider you a member of the integrated advancement profession. And CASE has been equipping professionals in the different disciplines within integrated advancement, marketing communications, fundraising, alumni engagement, advancement services, to act strategically and with integrity to do their work to champion the success of their institutions. We're already considered the global leader in terms of establishing standards for educational philanthropy. And now in our sixth year, we've got a track record for developing alumni engagement measures that are standardized to help institutions measure and compare their performance in that area. And so using our experience, and the ability to convene a group of really expert thought leaders, we've been able to think about how to facilitate finally, the development of much needed standards in the area of marketing and communications for the entire education sector, really. So that's what we're after. That's what we're trying to do. And before I go any further, I want to give you a reference point if you haven't already seen it. The ability to see the entire report for the framework is on the CASE website. There's a landing page for the Brandon reputation metrics in education. If you're a CASE member, you can just log in. If you for any reason need any help with that, you can email us at membership at case.org. And folks like Skye and CK will help you work out any problems you might be having if you're having trouble accessing, but you can log onto the site and then use the QR code to find the link to the report. The report is published in English, both UK or excuse me, US and everywhere else in the world, spellings of English. And then we've also published a version in Spanish so that we can share this work in all of the areas that CASE is operating. If you happen to be someone who's interested in the framework, but not a member of CASE, we'd be delighted to talk with you about joining CASE and having access to all the benefits of CASE, including our surveys, benchmarking, and more. The link to membership if you need it is there at the bottom of the deck. And again, we'll be providing the slides for you. All right. So when you look at the report, you'll be able to see in much more detail the context for what we've created here. But I want to establish for you kind of the two basic axes in our matrix. One is the categories of functions and the other is the levels of measurement. And let me just say a little bit more about each. So it's important to note that the group of 10 thought leaders felt like they couldn't possibly cover the entire landscape of all of our work. And while they come from very different backgrounds from all the regions that CASE operates in, from both marketing and communications areas of expertise, from schools as well as universities and colleges, from public and private, from large and small, they wanted to focus on the things we had in common. And we thought as a start, let's think about the areas where most of us could see many of the activities that we invest in in terms of our work. So we came up with six categories, at least for a start, to develop levels of measurement. And so the categories include these six areas that you see here. So brand development, recruitment and retention, strategic communication, alumni engagement, philanthropy, and external engagement in public affairs. Now, I will say that we recognized when we were working together that not everyone uses the same names to call the same set of functions. In the report, you'll see what we think should be included in these areas, but we tried to stick to terms that are most accepted broadly in terms of this level of work. And then within each of those six broad areas of marketing, communications, functioning, we imagined that there might be up to three levels of measurement on a continuum. And it's really important that you think about this from the most basic to the most sophisticated forms of measurement. We were trying to create something that every school practitioner, every university or college practitioner could see themselves and their work in this framework, and that they could start from where they are. And so we, rather than choosing sort of the lowest common denominator where everyone could start with some basic reporting or reaching to the most sophisticated levels of measurement, which might have left some schools and institutions behind, we created this continuum with levels of measurement. And the three levels include reporting, analysis, and insights. I just wanted to say a bit more about what we mean in terms of the definitions of all three areas. So reporting represents kind of a distillation of the data into a format that is relatively easy to understand, but isn't necessarily actionable in terms of informing marketing communication strategy. If you had to kind of summarize it really in short, simple terms, reporting would help to describe what's happening, but not necessarily help you to understand the why behind it. Analysis, on the other hand, builds on reporting and adds interpretation of data in ways that are useful to evaluating a specific approach or something you've invested in. So well-interpreted data in analysis, in the level of analysis, explain behaviors and perceptions and relationships between data that inform next steps. This category, we would say, starts to explain the why, not just the what happened. And then in the third category, the most sophisticated measures would build on reporting and analysis. And these measures help you to derive insights, they enable the prediction of behavior, and they inform your strategy. So we want to be thinking about measures that fall into each level of measurement for each of the six categories. That's kind of at the heart of the description of the measurement framework. Now I want to turn to just like a snapshot, a segment from the report. This is not comprehensive, but in the report, we tried to develop examples of measures from each of the categories of measurement, and you see several of them here. So brand development, recruitment and retention, and strategic communication are here. And you can see across the top the levels of measurement, which include reporting, analysis, and insights. For every one of these, we tried to, lack of a better word, the group of 10 thought leaders tried to pressure test the framework to see if it worked. And Teresa will tell us more about this when we turn to her. But we were trying to see, does it work? Does it hold value? And so we thought about examples that would fit into each category of activity and each level of measurement. Not comprehensive, obviously, but to think about examples that might fit here. So just to take one example, if you want to look under the brand development category and look at this activity related to strengthening brand associations, a reporting measurement might include the recall of brand associations and message testing. So you might test among your stakeholders how many of the brand associations you're trying to convey with your brand strategy, how many of those are recalled and at what percentage or level in terms of your message testing. At a level of analysis, you might go further and look at the perceived strengths and weaknesses and the messaging that's most resonant among your stakeholder audiences. And in the category of insights, you might be looking at product or messaging focus that moves perceptions, actually changes people's attitudes towards your institution or the awareness of the brand. So there's an example of measures that would be different as you move along the continuum of measurement in the category of brand development in the particular area of strengthening brand associations. And in the report, this kind of set of examples goes quite a long ways to look at two or three examples in each category of activity and level of measurement. I invite you to look at it more when you have a chance in detail to see what's involved there. So before we go to questions, I wanted to tell you a little bit about what this process will look like and what it will take in order for us to fully build out the framework into measures that can be defined and collected. We're at the stage right now where we're introducing the framework to our colleagues across the world who work in marketing and communications in the education sector. And our goal is to get feedback, both broadly about the feedback, which we'll do with you tonight, and then very specifically to crowdsource examples of measurements you use. So when we finish tonight, we're going to invite you to go to a short form on the website where you can tell us a measure that you use and tell us where you think it fits in the framework. And that's going to be really helpful for us because the next steps will start late next spring when we begin the process of development of a tool to collect the standardized data. So what will happen in the late spring is that we will have established the platform for data collection and we already have a similar platform for collection of our measurements in philanthropy and alumni engagement. We're likely to use the same platform because our members are familiar with it for other reasons. And then we'll begin to choose a set of the first measures. Again, we probably will not be comprehensive, we're going to build this over time, but we'll choose a measure or two in each category of activity and each level of measurement that we think will be widely of interest. And we will attempt to standardize the definition of that measure so that it can be collected and submitted in the same way consistently and reliably from all who participate in our first pilot. When we're ready, we will do a pilot data collection. So we'll be asking for volunteer schools and universities, if they're interested in helping, to help us with the collection and submission of the first data. And that is likely to be a messy process. We know this from the roadmap that we're following, which was used for alumni engagement metrics, that that first time the definitions aren't quite as precise as they need to be. Sometimes the collection is clunky. It helps us work out the kinks in our process before we go to scaling up to a data collection that would be the first really more comprehensive collection from our members. So that's what the process looks like. It's going to take us a couple of years to get fully through that process, but you are participating in the first step, and we hope that by fiscal year 27, we'll really be into this with the first collection of measures. All right, so it's time to hear from colleagues, and I'm going to leave this up for a minute so that you can note and see what we'd like to hear from you about. We're going to ask everyone to share, if you'd like, what you're most excited about when you hear about this framework, and what you think will be the most challenging about collecting the measures or submitting them. And before we do that, I'm going to stop sharing so that we can see everybody, and I'm going to invite colleagues that include my colleagues Teresa and Ovidia to have the privilege of the first reactions to the framework, because I really want to make sure that you hear from both of them. So Ovidia, let me start with you. You're a longtime case volunteer and practitioner. I know you know this work really well, so I'm dying to hear. What are you most excited about, and what do you think will be the most challenging from your perspective? Thanks, Teri, and first up, just to thank you and everyone who contributed to this framework. So for those who I've not met before, my name is Ovidia, and I work in NUS. So for more than 15 years, I led communications, and then last year, I moved across to alumni relations. So I'll just do quick comments from both my portfolios. From the communications point of view, I think I'm really excited that there's a framework that we're attempting, firstly, and specifically, I think in the area of strategic communications, I'm particularly interested in the area in crisis and reputation. I think I used to say that the easiest part of communications is always the good stuff, branding and all that. That, to me, was easy. The most difficult is the stuff that you don't see, and every positive part that you work on is when you don't see any issue out there in public. So that, to me, from the communications point of view, would be the most challenging, and I'm very sure that my colleague who's taken over as Chief Communications Officer, Lu Lin at NUS, would agree with me on this. So that, to me, is a really nice thing that I think everyone here, if you have measures, ideas on how to contribute to this measurement or this benchmark, I think that would help the sector very much. Second thing about, and I'll just stay in communications at this point of view, what's challenging will be, to me, the cultural context, that's one, because we operate within the context of the community. So wherever we are, whether it's in the Middle East, in Asia, in India, it's all different. So I think that's important for colleagues who are on this call to make sure that you contribute your views, because if you don't, then there's going to be an imbalance, right? And we want this framework to be relevant to everyone across the world, everyone in the CASE family. And that means everyone from Latin America to Asia to North America, right? So it's important. So for strategic communications, I think context is important. The other thing I think would be the maturity of the shops. We've got people from schools here to colleges, to universities. I think you need to be able to I look forward to contributions there. And very quickly, from alumni engagement point of view, I'm very excited about stuff relating to young alumni. I think I see some old friends on the call today and I think they are working in the same area, so I think anything related to young alumni benchmarks, measurement would be useful. The challenges would be similar to what I say. I think for communications, it would be context, the cultural context, whatever the country or community you're working in, and as well as the maturity of the shop, because I think many of us are talking about leaders at the table with the precedents. But I also know that many of us here today online are not at that table. So your concerns will be very different. So we want this framework to be relevant to everyone. I really do encourage everyone here to contribute to building this framework. Thanks. Thank you, Ovidia. Well, you've raised some really interesting questions and we were fortunate to have actually two of our thought leaders who are part of the group that created this framework. So I'm going to start with Teresa Valeria-Parrott and then I'll introduce you to Carly Kite Lipinski in a minute. So, Teresa, do you want to share what you're most excited about or proud of and also what you think will be challenging? Terry knows why my smile is so big, and that is because I was the strategic communications representative on this group. And so, Ovidia, you are speaking my language. I agree with you. Please submit those strategic communications examples. And Terry limited all of the groups to three example measurements, except for strategic communications, because I arm wrestled with her. And you'll see that there are more than three examples in the report because I said I can't do it. So there are more than three examples for strategic communications because our area is so broad and crisis was in there. So submit your examples for strategic communications, because what we cover is a lot. And submit for the other areas as well. If you're in those other areas, make sure that your area is represented. So what I'm so excited about is what we do is so broad and is so complex. And I want the measures to reflect that diversity of all of what we do. And that's really why we want these measurements, because what we want at the end of all of this is a set of benchmarks that reflect the comprehensiveness and the diversity of our work, because we want to be able to have all of you to have a dashboard that reflects the breadth and all of the hard work that you do. So that's what I'm most excited about is to give all of you a resource to show the richness of your efforts. And it's also the challenge is how do we make sure that we are able to arm you with something that really gives you the tools and resources to help you to navigate that seat at the table, as well as the budget discussions, as well as the ability to make sure that you are representing that diversity. So please make sure that when you can share that measure, that you're not just sharing a measure, but you're sharing as many as you think will help to reflect the complexity and also the beauty of what you all do, because I think that's really how I think about our work is that there is so much beauty in what we do and how can we think about those three ways that Terry was talking about, how we reflected the reporting, the analysis and the insights so that we're talking about how we count, we feel and we influence through all of our work. So please make sure that you're submitting the different ways that you're thinking about your impact. Thank you both. You know, I think if we take Ovidia and Teresa's comments together, you hear that some of our most important work is the stuff that you don't see or that if you are successful, it isn't seen by our stakeholders or audiences. But if you look at the section of the report on exemplary measures in strategic communications under crisis, one of the measures that was suggested, I think by Teresa, is how long the cycle lasts and is it in decline? So some really expert thinking in terms of measures that it won't embarrass you to submit the the information, but it'll really help you compare to others when we get to that point. The other thing I was going to say is we're not limiting the framework to three examples within each category of activity. That was just the place to start. So we didn't overwhelm folks when we were introducing the framework, but we are not limiting how many we get from you. So what Teresa and Ovidia have encouraged you to do is absolutely to submit as many as you want. Let me introduce you to Carly Kite Lipinski. Carly, can you wave so everyone can see you? Hello. Carly is assistant vice president at Brown University in Rhode Island and another member of the group of thought leaders. Carly, I'm sorry that I neglected to introduce you at the beginning, but we're so glad you're with us as well. So let me ask you, what are you proud of in creating this, helping to create this framework? What are you most excited about and what do you think will be most challenging? All right. So thank you for having me. Hello, everyone. So I am most excited, you know, to some of the previous comments, the six categories of functions and the three levels of measurement. I just think it provides so many entry points. So while we didn't want to overwhelm, we also wanted to really provide a whole spectrum of ways to enter this exercise. Right. So whether you have great strength in one of the functions and you're weak in another one or you're really doing this kind of sophisticated reporting over here, but less so over there. I think there's an opportunity to really enter in different ways and to kind of benchmark yourself around the flower of functions, if you will, which I think will be really exciting just to do as an individual exercise in your own institution and then over time be able to compare that with others. And I think also this is just and this is happening at my own institution, a really great resource just to start a conversation within your teams. And I think this kind of leads to one of the challenges, which is that we're all under resourced, working on a million things, often attending to the crisis of the day. And so this just provides a really nice road map to start a conversation, bring people together, get your own team thinking about how do we map where we are, how do we map where we want to go? And so I'm excited just to sort of have that physical thing to sit down and talk with my own team and kind of map out where we want to be. So those are the things I would say. Great. Thank you, Carly, very much. Well, you can kind of see by the intelligence of this group of women who a sample of the women who are part of the group that helped to create this framework, that the collaboration was magical and allowed us to address some of the most challenging things that have been obstacles to starting to collect this data. But we know that it will get better and it will become more powerful when we receive feedback from many of you. So at this point, with Milagina's help, I'm going to invite others of you to tell us what you think. So we're dying to hear what are you excited about and what do you think will be most challenging? And I'll be very happy if someone's brave enough to start the conversation. I can start. Sorry, please go ahead. Thank you, Alexey Dayanov, Associate Director, Customer Success and Advancement at the University of Melbourne. So representing, obviously, advancement operations in this in this forum. And we are a consolidated portfolio at Melbourne, which is advancement, communications and marketing. So seeing a consolidated framework. It's amazing. And we've been very actively participating in the alumni relations benchmarking and we find the data and insights enlightening. So we're looking forward to with this framework is the same level of impact and data driven decisions made. So I'm sure my colleagues across advancement and in content marketing at Melbourne will be very willing to participate and provide feedback you're asking for. And probably the challenges will be about data collection. So we're a complex division, a complex university. And this is one of our challenges across the board. Thank you for having me. Thank you, Alex. Completely agree on both sides. And we'll say more about what the challenges of data collection might look like near the end of the session. Arpana, I think you are. Yeah, thanks. Thank you, Terry, Ovidya, Teresa and Kali. I'm Arpana Sharma. I am based out of Dubai, but today morning I'm joining from the UK. So it's just over 1 a.m. here. And I had to join because this topic is absolutely pertinent to advancement. So just a brief background of what I've been doing. I worked with alumni relations, actually launched the office at the University of Wollongong Dubai campus. And last year I decided to transition into becoming a consultant. And the whole domain of analytics and data collection and standardization is so important. And Ovidya mentioned about contextualization. I think that's paramount. What also I have observed during my role at UWT was that generational preferences have to be taken into account as well. What I'm really excited about is from the institutional perspective is that this this would create the opportunity for cross-functional conversations, and I think breaking down internal silos is absolutely paramount. So I see this happening. The challenge, yes, it has been raised that data collection will be a challenge. It will also mean how do institutions understand the synergies between competing agendas? Because when you work with academics or recruitment or careers, everyone has different agendas and it's really to be able to bring everything together. And the leaders on the same page and say this is for the greater good. And I guess communications and benchmarking also has to consider the fact that we are talking about advancement and alumni engagement once a student graduates. But it's really starting from the point of student life cycle and then extending beyond. So, yeah, that's my perspective. I'm really excited to see how this evolves. We'll be very happy to contribute as well. And thank you so much. Thank you very much. We were on a call together this morning with mainly UK institutions, and we were joined by another member of the thought leadership group who, like Teresa, is the head of an agency, he on the marketing side. And he said one of the first things that our clients always ask us when we're ready to launch is how are we going to measure and how will we compare it to how will we know how it's resulted in impact or influence relative to others? And he said this framework is going to help us establish the agreed upon standard for some of those measures that will allow us to do that comparison. So I think you're right that it's going to create an incentive for collaboration because we know we all know this, our leaders are so hungry to know how to organize, how to resource and how to measure this work. Right. So if there's an opportunity to work together on the campus in a way that will allow you to submit the information and then look at some comparisons, it's probably going to drive or lead people in some ways that there hasn't been that incentive before, at least we hope that's part of how it will work. The other thing we think might create an incentive is that some of this work to follow along to the more sophisticated levels of measurement requires an investment in marketing technology, whether we're talking about an enterprise wide CRM or an integration of your CMS and your CRM, or, you know, you can think about all the choices of software or technology that help you to do this work, but also help you track and measure. And so it could be that people see some opportunity to get better measurement and we indicate what kind of tools are required in order to be able to do it, it will lead to more investment in that technology in order to be able to not only be effective in producing the work, but to measure, at least that's part of our hope. I also want to mention something, Arpana, you said something and I looked immediately, I looked up at Terry's face and at Carly's face because you identified something that we wanted to call out. And that is that we have cross functionality with a number of different units in institutions. And so we wanted to mention those responsibilities because we also have accountability as well. And so with this, we are saying exactly that. We have these responsibilities and therefore we have accountability. So let's call it for what it is and therefore let's measure it so that we all are on the same page for what that is, because quite often when we're held accountable for it, we don't have a way for measuring and saying, here's how we contributed to the success for some of these other areas and what this means. So if we want to say how we contributed to the success and if we are held responsible, if something fell short, we need to be able to measure it both ways. So let's go ahead and name it. So that's this is part of what we want to be able to do. Great. If I can just very quickly add is the fact that advancement sometimes and this is just, again, institutions having different levels of maturity in this domain as well, you know, having a strategic paradigm versus an operational paradigm, I think there's such a huge difference and we don't realize the power we have to be able to influence decisions or just to be able to educate colleagues and create a space where they understand what we are doing. It's all sometimes it's just about relying on the other function or the business to lead the way rather than saying, let us lead the way so so many opportunities out there, which is really exciting. I'm going to go on mute so everyone else can chip in. Thank you. Thank you. I just want to reinforce that when cases tried to do this a couple of times before we got stuck on trying to find measures that everyone could think about submitting data on, and most often those were tactical kinds of measures and it really missed and kind of reinforced the nature of our work as tactical rather than strategic, and that's why this kind of continuum of measurement we think helps to crack that knot, or at least we hope so. How about other reactions? What are you excited about? What do you think will be challenging? I see Carrie with your hand up. Yes. Hi, I'm Carrie Chen. I'm from Hong Kong and I am with Hong Kong International School, which is a K to 12 organization. So not the higher education. We're, I guess, smaller, but we're a school of about 3000 students. So sizable. What I like about what I love about this is that, you know, as marketers and as communicators, we intuitively do a lot of these little things. But to put it into categories with the intent to ultimately better communicate the impact of our work is is incredible. So thank you for the work that you're doing on this. I like that I'm going to be able to bring this to my colleagues who all have different areas of expertise in alumni engagement and philanthropy, in recruitment and retention and essentially show that actually all of it comes together under brand and reputation, that we all contribute to to this part of our success. My area is marketing. I look after the marketing communications for the school. So I work very closely with different colleagues. I think the challenge, you know, I look forward to reading this report. I think it's a lot of stuff. So I'm just seeing it for the first time. So I'm sure I'll have more more insights later. But I think initially the challenges I see is getting all of the voices. So Arpana mentioned generational differences and they're not just generational, but, you know, different different groups of people, different types of people, different functionalities. It's not a one size fit all process. And even when we think about the channels that we pick to communicate messages, there's not one that you can rely on. You have to you have to spread it wide. And so, you know, how do you get the the voices of the people who don't usually share their voice? So that that would be one challenge that I see. It's a great point, Kerry. When we were on the call this morning with the UK schools and institutions, my colleague, Jane Schaefer, said we're in the foothills on this journey and we still have the mountain to climb. I think one of the challenges of the climb is the complexity of our work. So all the different stakeholders that we have, right, all the different channels through which we deliver our work make the not only the work, but the measurement of its success more complicated. And I completely agree that we're going to need to keep trying to build input from those different voices in order to have the most representative set of measures that we can. We won't do it all at once, but we're intending to start with something that can be as inclusive as possible. So thank you for that. I just want to mention schools and universities are part of this measure. We have Chris Walker, who's at University of Southern Queensland now, but was at Brisbane Grammar School before this. We also have Dan Griffin, who's at the Brunswick School in the US, who are both part of the Thought Leadership Group. And we worked really hard to try to create something that would be relevant for all of our areas of experience and expertise. I see Emma Silva on the call, another longtime colleague and practitioner in this work. Nice to see you, Emma. Is there anything you'd like to share in terms of reaction to this work that we're attempting to do? Thanks, Terry, I'm so sorry to have joined so drastically late. I was on another call that went over, so I think it's probably more sensible for me to watch the recording and hear the body of work that you've been involved with. But it's exciting. It's exciting to have this large group of people together to actually work on this together as well. Yeah, good to see you, Terry. We're glad you're here. Anyone else want to share their thoughts? I'm happy to. I appreciate that I've come in a bit late to you, Terry, so I apologize. I missed the front end of the presentation. So Meredith from the Australian National University in Canberra. It's super exciting to see. We're probably equally on the foothills of the mountain in terms of bringing together our stakeholders in one voice. However, this could be a great tool to come to our stakeholders and our partners and discuss that and the concept of bringing the future students and recruitment piece in the same narrative. So for us, we're really commencing that journey on understanding the personas of our community and how future students, current students and alum are essentially the one person and mapping that journey for us and really making sure we're communicating to those people in a way that we keep saying is meaningful and I say meaningful in the sense and I say meaningful both for us as advancement and the college or the student and the university, but also meaningful to them. So hopefully for me, this is great. I look forward to seeing how this rolls out and how we can better support you and in seeing its realization. Well, Meredith, several of you have already mentioned and Carly, I think, is the person who had this most strongly. She's already using this with her team. She's using the report to convene people on her team and across the campus to think about how the measurement might inform their thinking about how they organize their work, how they work together, how they may begin to form measures that could be submitted. So I encourage you to do that with the report even as we speak. I also want to reinforce that as we've been presenting this framework, we've been hearing from folks reactions like this is going to provide legitimacy to my work. This is going to create credibility on my school or university campus for the importance and the strategic nature of this work, so we really hope that that is going to be a not a direct effect, but maybe a side effect that will come as a result of building this framework. I'm mindful that we have only about 10 minutes left before we close. So let's see if there's anyone else who wants to share any final thoughts or reactions before we kind of wrap up and ask you for to give you to do some homework for us. Why don't we go ahead? I'm going to share screen again so that I can tell you what's happening next. So, here's what we need you to do next. When you go to the landing page for the report on the CASE website, you will automatically see at the bottom of the screen a form that pops up. It's a really simple form that will allow you to submit at least one measure, and feel free to submit more, that's an example of a measure that you use to evaluate or report on the effectiveness of your efforts, and we're going to ask you to tell us which of the six categories you think the measure fits in, and what level of measurement you think it fits in. And if you'd like, this is not required, but you're welcome to do so, give us your name, your institution, and an email address to contact you so that if we have questions or want to follow up, we'll have the ability to do so, and that will be particularly helpful if we choose the measure you've submitted, if we want to ask questions about how to define it in ways that make sense, we can follow up a little bit further. We'll also use this contact information to generate a list of schools and universities that would participate in the pilot data collection in a little more than a year, so we'd love to have you submit that if you'd like. All right, so that's your homework, and at this point, I'm going to stop sharing my screen and hand it back over to Nilanjana for final comments. Thank you so much, Terry, and I very much enjoyed this discussion, and like many of our members, I'm very excited about the potential for this framework to really sort of be a game changer and kind of change the conversation that we have with our teams and importantly with our stakeholders. That said, it is an iterative process, so please, to all our members gathered here today, please do submit your measures, your feedback. It's very, very important for us to sort of collectively work on this framework so that it serves all of our members, schools, higher ed institutions, and across all of the different complex functions, the various stakeholders that we work with. Thank you for joining us. I know for some of you, it is an odd hour to join, so thank you to those of you who are joining us from North America and from the UK. A really sort of sincere thanks to our panelists, Vidya and Teresa. A shout out to Kali Kite Lipinski, who joined us as well to share her feedback and was instrumental in us thinking through how to build the original framework, and finally, to our speaker, Terry. Thank you, Terry, for leading us through this discussion. We're very, very excited to see where this work leads us. I hope members will consider sharing their feedback and contributing to the metrics so that we can improve our offerings. Thank you, everyone. Have a good night. If you're in the past, as Teresa likes to call it, still in December 2nd for some members, and have a very good morning to all of you who are just starting out your day. Thank you so much for joining us. Thank you all. We're very grateful. Thank you. Bye-bye. Thank you very much.

CASE

Asia Pacific

brand metrics

education sector

standardization

marketing communication

Terry Flannery

cross-functional collaboration

benchmark development