Storytelling Through Numbers – Networking with For Profits with Chyla Graham

As business owners, we know that our financials are important. That doesn’t make it any easier for us to look at them. This talk will give more perspective on the story our numbers tell us. No worries, even if we find we don’t like the story, once we know it, we are better equipped to make revisions.

Watch this video for a new perspective on how accounting can help tell your story, including tips on:

  • Determining the driving forces in your financial story
  • How to have better conversations with your accountant; and
  • How accounting helps meet your goals

In addition to talking about money, we talk about the time it takes to nurture relationships that lead to more funding.

Melissa Waters: Alright, looks like we have a good chunk of people. So thank you for joining us today.

Again, my name is Melissa waters. I'm the manager of events and programs here at JM T consulting when we have the lovely Kylie Graham joining us again, for those of you who

Joined us back in November. She was our expert speaker. And we're so excited to have her back.

I wanted to go through just a couple of housekeeping items like we always do and then I'll turn it over. So we are recording this webinar for you. We will

Share a copy of the recording as well as the slides with you after the webinar.

If you have any questions at all during the webinar, please make sure you submit those in the Q AMP a box at the bottom, we will answer this at the end.

If you have any technical difficulties. Can't hear. Please submit in through the chat to me so I can make sure that everything is okay. And with that, I'm going to turn it over to Kyle. And like I said, we're so excited to have her back in and thank you for doing this for us.

Chyla Graham: Thanks, Melissa. Thank you everyone who signed on excited to walk you through this new dashboard. So a little bit about

Me so I'm Kyle Graham, I am a licensed CPA living in Colorado. I've worked with nonprofits for the last, I don't know 1516 years

And been in different roles. So we I've served as an accountant. So auditor.

served as Director of Finance and now in my role at synergy I consult with nonprofits to help them get a better understanding of their finances, a better understanding of how to talk about money in a more confident way.

In doing some of that what I realize is similar to me as a business owner and nonprofits have the same challenges about understanding what is happening with

Keeping track of the networking keeping track of, hey, when does this turn into dollars. So, this

Today we're talking more for those who are wanting to get a better understanding of their driving forces in their financial story.

They want to be able to have a better conversation with their accountant or the members of the finance team and they want to see how accounting and data tracking can help them.

Being keep track of their goals. Keep making progress towards them. And this again is coming from the perspective of

All the conversations that development team is having maybe it's your executive director is having those conversations to get donors engaged to meet new funders to figure out, okay, what's happening next what's going to move this story along

Throughout today, I will talk about one of my favorite movies, but first a quote. So this one is from author Gone with the Wind.

I had every detail clear my mind before I sat down to the printer. I believe this is the best way to write a book when the character, then the characters can get away from you and misbehave and do things you didn't intend on doing in the beginning.

When I read this quote I think of our strategic plan so organizations we constantly put together a strategic plan about where are we headed, where do we want to go.

And it's important that we also remember the steps and the milestones that are needed to get us there.

So we don't just magically wake up five years later and say, oh, yes, we have accomplished all the things that we set out to do in our strategic plan. There are milestones and markers along the way that let us know how close we are. And even if we're behind

It's okay, because we're going to continue to make progress. So if you're ever feeling like, Oh, no, we're not on track with our strategic plan.

Let's keep in mind that while we can get on track. Later, we can make sure that we're always making progress, and that will make that will help you feel motivated to keep going.

So what I like to do is think about what is the ending. So you have your strategic plan. What is it that at the end of your plan at the end of the three years, five years, whatever that plan looks like for your organization. What is it that you want to do.

Are you interested in

Being at the organization and having to work towards your mission forever. Are you looking towards eradicating XO, that is your cause the hunger homelessness.

Domestic violence, whatever your causes is, is your goal that your organization ceases to exist because you work yourself out of the row out of

Out of the cause. I guess it's the right place. Are you going to step down from your role. So as for some organizations where the founder is the one doing everything is there a point where you're saying okay

In our five year plan for the organization. We want the founder or we want the current executive director to be able to step down, not because they're not doing a good job, but because we know it's time to move on to the next phase.

Maybe you're expanding services that could be services geographically. So maybe you're spreading out to new areas or you're adding on

The types of services you do here, we know we're familiar with organizations who may have started as a food pantry, but now have added more resources, more resource center. So they're at addressing

Housing concerns or child care concerns and so is that part of your goal to expand those services.

Maybe you are moving on to a new organization. So if you as an individual are saying, hey, when that person steps down, they're going to move to a new organization maybe that actually looks like.

Moving on, looks like, hey, we're going to merge. So think about those things for your organization because they will dictate the types of activities, the types of questions. The types of goals that you will have

Melissa did mention, she will be monitoring the chat and the way we will make sure you get the most out of this is to please send in your questions because I want to make sure that you get what you showed up for

And get any clarifications, you might need as we go through this. Laughing

So one of my favorite movies is coming to America. So in coming to America, Prince Hakim is expected to get married. That is the ending. There's no, the whole purpose of the movie is get married. Find the queen. However, you have to meet a person. So you can't

You could potentially just get married, but it all. There's always an introduction, even if you meet them. If you're watching like married at first sight, there's a meeting. This has to happen. You have to meet the person before you can marry them.

So that was one of the challenges that they faced in the movie. They had to meet

Another thing you have to figure out, well, how are we. Wow. Do I bet the person. How do I know that this is the right fit. So, and you're doing married at first sight at the end they they spend some time together now they know if they're going to say together.

Figuring out what are going to be the milestones that not let you know. Okay, yes, we're on the right track for this appropriate ending. So for your organization deciding what types of milestones are important.

Are you going to be in organizations that's thinking about, okay, we now we've seen the opportunity

For example, we, we know of an organization. We work with an organization that had a plan for a work Training Center.

They're like, we want to do workforce training, this is the model that we have, we're going to start small. We're going to use this card and they found the opportunity. Someone said we will give you this building.

So that you can do the trainings and so they had the opportunity to expand and are those some of the milestones that you need to be looking out for personnel changes.

Are you getting to the point where your team needs to grow where you're saying okay we need more help. We need more people

Who is it that we need to get involved in this. So those are the types of personnel changes. Maybe it's a change in the people that's working. Maybe a such increase or decrease in the number of people. What are going to be the triggering points.

So is as the Director of Finance for an organization. What I found is, I worked very closely with the development team and which is why I wanted to make sure this sort of address some of the concerns I saw brought up there and

development teams change constantly, you have to be keeping keeping track of.

For your organization of what is the normal trend. How long do you typically keep someone on so that you can have an idea of like, oh,

Even if they love it things might happen. And we might lose this person. So what personnel changes, what do we need to be prepared for what is a triggering milestone when they hit, you know, a two year mark and where you see only a year and a half.

Should we say, okay, what have we learned from that.

The other thing is being approached by a major funder. So you could have had the opportunity where your purpose of change. And now you're getting people reaching out to say hi. We'd like to give you money.

Which we have seen, we have we had one of our clients get a call from a funder who's been seeing the work that they've been doing so it wasn't that

There was a earth shattering well 2020 was earth shattering for many of us. It wasn't just that there was this one occurrence, but they had built that track record.

That allowed a funder to say hi. We've seen the work that you're doing. We want to support it more. And so being able to say

For your within your organization, are we showing people that the work that we're doing. Are we able to actively engage people and say, look,

Five years ago, we were doing this now we're doing this, this is how things have changed. Look at the difference, we've made in our communities. Those are the types of things you want to be sure to say, what are the milestones that would lead up to that.

The other things are opportunities to emerge.

Is that a milestone. He walked. So, this can be on either side, if you're wanting to

Bring another organization into your fold and say, oh, okay. Yes. You're doing the same work you're doing similar work to what we're doing.

We can see where our connections make sense. Are those milestones are those markers that indicate to you that you're getting closer to your strategic plan.


Those are all lovely. Those are all great big milestones, but we know that there are the smaller things that need to happen to get there.

Just like knowing whether or not you will be married or stay married, you need to get to know the person you need to figure that out.

Even though that's the big milestone. That's the big ending the smaller things of learning about them. So in coming to America.

He wants. He needs to get a job he needs to get her father's approval. He needs to figure out where he's going to live all those smaller things are the little challenges that we

Sometimes overlook, not because we don't know that they exist, but we sometimes downplay how much effort and how much time they take

Oftentimes I would you know we're putting together the budget, I'm hearing. Okay, we're going to fundraise

A million dollars this year, we only did 250 last year. And so that's a big leap. What is, what is it going to take for us to get there. So what are going to be big underlying plots, not just that we're being approached by major funder, but okay, what will it take for that major funder to

Notice us what what are those little pieces that will address that. So we have that the increasing revenue we their little steps, though.

That get us there. We have we're growing the mailing list that way more donors are hearing about us. We're developing new offerings. Maybe we realize we

Are serving more needs and we need to adjust how we do that with organizations with our client base. So looking to say, oh,

We realize that we do this informally, maybe we need to formalize that structure, maybe we don't just hand out housing assistance every once in a while, but we now have a formal program that's specific to housing.

Assistance. The other things, maybe we're increasing the number of clients. So what does that mean, do we need to partner with more organizations who serve them in a different way.

That way, they're getting connected to what we do. So all the little things that will make that milestone more achievable, or what we're looking here for the underlying plots.

Sometimes it's the increasing visibility oftentimes organizations might be in the background, doing the work. And sometimes we need to make sure. Okay, or is the marketing teams efforts.

Are we being clear with them. Are we clearly communicating what's changed what's happening, are we giving them the resources they need to move forward.


That means we need to know who the characters are so we need to know the role that everyone is playing. What are who are the people we need

To get involved. What is it that they need to know what is it that they need to do so that they don't in our opinion misbehave and do things we didn't intend

So it's very important that we're clear about the parameters and the guidelines and the expectations. This means our clients. Our clients need to know

What is the service that we're offering. We need to be sure that we're clear about how we're communicating that we need to know, make sure that they're clear about what they need to bring to receive services.

Maybe that's the vendors, we need to make sure that the relationships with the vendors are clear. Sometimes our vendors can be the people who are referring us

To resources. So for example, we, we notice that some of our clients need more tech help

And so when we're thinking about what are their long term goals and we're looking at the budget and we're saying, oh, have this is aligned. This dziedzic plan.

We're able to inform oh here's some vendors that you might need to talk to. Here are some resources that you might need to be connected with

Because we're not just thinking, oh, we're selling a product we're thinking about the long term relationship. So with your own vendors, think about what's the long term relationship, you need to build and nourish

So they can partner with you so they can come across a grant that they're like, this is totally unrelated. I don't know how I came into contact with this, but I thought this might be helpful for you. So that's one thing.

You want to know your collaborators. So those are organizations that are in the similar space. So maybe they're serving the same population you do

And you want to be, say hey let's partner. What if we got all of our clients to follow this standard stream of services that way. We know where they are. We know how best to serve them.

So thinking more along that line and the connectors. So there's some people who are the vendor, they're not a client, they're not a collaborator, they're just a community supporter. They're there to say hi.

I think you're doing great work. I want to connect you with this person to this resource being sure that you're aware of who all these people are

Lets you get to the next stage of like the conversations, the conversations that needs to be had. What you need to be talking about how often you need to keep in contact with them.

And of course, because we run organizations that do not survive on air alone, we need to be mindful about the dollars earned

Or generated. So that's could be the gifts that are made pledges that are made those types of things. How much are we earning maybe you have some programs service income, that type of thing.

And how much is being spent.

So we manage budgets. We try to keep an eye on things and it's important to know how much is being spent within your department without the finance team member to say, saying, hey,

I want you to know what could you do internally that could help you manage that budget that way when there's pushback when people say you're

We're not delivering as expected. You can show, okay, this is what we're. This is what we brought in. So far, this is what we spent so far this is how things align and where

we're noticing, we need more support from administration, we need more guidance we need the expectations to be made more realistic, whatever that looks like for that conversation.

being clear about your own numbers internally to say, Okay, I have an idea. I want to be able to ask a question of the finance team and you're not purely just saying, Oh, well, the report they gave me, looks good. You have an idea of like

What else should be factors. It is factored in. What else might be missing.

So we have our key performance indicators.

Melissa has the link to the dashboard, which I'll pull up next.

But the key performance indicators. When I think of the networking related to be to running the organization is what does a conversation look like from time and dollar perspectives.

So what to what do you gifts have come in. What's the number of pledges that we have that are outstanding.

What are the record number of recurring donors. What are the number of meetings that are being had and horror, who is in the follow up queue. All of these things are going to be indicators of how close you are to your strategic plan to that dollar goal.

without necessarily being only a financial Can someone run me a financial statement type of report, you can tell how you're doing.

Not solely by hey we how much revenue do we have booked. But it's these other factors of the time the number of donors, the number of meetings that tell you how much progress that we're going to be made. So once you have the indicator what she should see right now.

You will have a spreadsheet. So the spreadsheet will show you that we have. I tried to break it in two months, but do what works best for your organization for you as the users.

You want I want to make sure that this matches what you eat. So if you are on the call and you have the ability to talk and have questions, please. Hop on

So one of the things I like to put at the top.

Cuz WELL I'M THE MONEY MONEY person this conversation. This is what most people are looking for, they're like, well, how much did we bring in

Let them know okay in January. This is the number of pledges. We brought in. This is the number of recurring gifts that we brought in, just so you have a high level picture.

As soon as you see this dashboard is fairly small because I want to make sure that it doesn't overwhelm whoever you might be sharing it with. So we have some columns that are hitting that if you want to expand, you'll be able to see multiple months.

But in case that's, you know, overwhelming for some people, narrowing down to say maybe we'll look at a quarter at a time. So that's the first part, the part that everyone's like, hey, how much are we bringing in

We like to put that on top. Next, we talked about payments on pledges. So this is one of the places where the accounting team and the development team sometimes run into. Hey, that's

That's not what so and so, said, and this is because we we talk about those differently. So as simple I feel is important when you say, hey, this is how much God how much

How much of our payments, how much of the money we got our payments on pledges and I separate that from the gifts, because to the accounting team.

They're looking at you pledge. That's where they're recording revenue. They're saying, Oh, we have a recurring donation, we probably don't have a pledge on that. That's me money.

The payments on the pledge that's not new money they've already counted that already. So being able to break those two out will help you and your accounting team have a better understanding of who's tracking what how

The other thing I like to include and this is totally optional everything on this is totally optional is your hourly rate.

Because for some organizations, the development team new executive directors, they're expected to fundraise for their salaries.

And so it's important that you be able to keep track of, well, how much is it that I make. This could be your salary plus your, this is your salary plus your benefits. How much is that amount to end costs.

So that if you know the finance team is like are we or the board, more likely if they are

If they're over there concerned about, okay, is this person fulfilling their duties are they bring in what we expected, you have an idea of how much is that for an hourly purpose because we're going to use that later.

The other thing is the number of meetings had. So this is something that I learned was important because

One, it doesn't always it usually takes more than one meeting to secure a gift, especially a new gift from a donor who you've never or

Who's never given before. So you want to keep track of how many meetings are we having each month so you can keep see if there's a trend. Maybe you'll find for your organization. Oh.

During the summer things fall off. It's very common during the summer things fall off. And so we're not having as many meetings. We're not be able to secure

Calls with people. But if you can get a trend going if you can keep record of this for year two years.

You now have something that you can pass on to whoever steps into your role if you need to move into a manager. If you move into a manager Jerry URL, you can say from

Your team members, hey, these are the expectations. These are things I want you to be aware of.

When the board is saying, well, we want, why aren't we bringing more money. You can say, well, typically this is the trend for our meetings. This is how many meetings you might need to have with each donor before we can secure that gift.

Having that information prepares you to be more assertive to be more direct with people who are only looking at

We need to bring in a million dollars. These this year. You can show them. We're getting closer because we're now having more meetings. We're getting close to because we now have this many people in our follow up.

So, there

Were we were a lot of people fall off and this I will speak from the business perspective.

It does happen in nonprofit, but not as much is in following up. We need to make sure that in addition to the meetings. We know how many people

We are engagement that we need to return a phone call, send a message to so that you don't that pool does not dry up. You want to be constantly having those meetings and tracking them.

One so that you can tell people, yes, we have had these calls in a summarized version. Sometimes I remember our development team uses have

I talked to, they would name all the people they talked to, which is overwhelming for me as a finance person. It was overwhelming to know the names because

Well, I'm probably not looking at that, like record at the time. And so it's much easier from a high level to say, hey, this is the number of people we have in the follow up, you

This is what I expect the conversions to be so those are the pieces of hey, how does this work. What does that look like and then we get down to the conversations

So the conversations are one of the things that I like to make sure we are tracking and it's slightly different from the rest.

So sometimes we are parts of groups that were like, yes, this will open me up to being able to reach this donor being able to reach a funder at this place.

And we want to make sure we're able to see how much revenue is being generated from that. And so what this is meant to say is, OK, if you had a specific conversation.

With a donor, how much money was generated from that. So if they gave a $3,000 gift.

We also want to know how much, how much time did it take to get that. So this is especially important because when you're telling people how many meetings. You've had how many people in the follow up. Q You want them to have a better understanding of what does it take

To secure the gift in different donors will give at different levels for different reasons. And so it's definitely not a

hard and fast rule, but maybe you'll begin to see a trend.

And that will get you better arm for the organizing for talking about, hey, this is how close we are. This is what I think it'll take this to the resources. I think we will need to get there.

So I first put this together, you know, pre Kobe when we were all in our cars driving to meetings and not just on zoom

But how, how far did you have to drive. I used to live in South Florida. And if we're meeting with a donor. It could be an hour drive, not because they're very far. But because traffic.

Is just going to be bad, bad and our development person actually lived an hour and a half from

Where our offices were so the idea of where will they be where will these meetings be it's going to be very important.

Plus the actual time of the meetings. So are we having we had that in person meeting we had a couple of phone calls, maybe we're doing awesome at this point. How much time did it take to secure that gift. So then we have now your value of your time.

So that's going to be your hourly rate.

Times however many hours it's you spent on the drives on the meetings, maybe what include meeting prep that you do.

And then what does it cost so here I put $25 because I said, Okay, we're only going to go to coffee. We're not you know we're not taking them out to dinner, we're not doing anything.

To extract you extravagant and I would say the coffee is rally even now probably less than we're doing, but maybe for your organization you're thinking of

What are we, what are we spending on materials to send out. What are we spending on, you know, is it the postage, is that the copy fees.

Those types of things. One, your accountant is kind of like, whoo. What are the numbers, but we need to be honest about what does it cost for each of these. So then that'll give you okay to get a $3,000 gift it actually costs to 1700 dollars, which means we made, you know,

1275 so that's good and great. Yes, we want to make sure we're making money, but we also want to say that we're going to do this for the goal of

We have

Are we making progress is this role again because you're typically fundraising for your position is this role.

Not just meeting their position, but are they not just being good position, but are they exceeding it so that that role is making a dent making progress into the overall goals of the organization because they didn't hire them then hire you to be

Then hire you solely to raise for your position they wanted you to raise for the organization. So that is the piece that

I want to make sure we walk through together here so that when you get your download. You can go. You can, of course, reach out if you have questions, but that is the piece that I wanted to be sure to share with you.

Anyone have questions about the sheet about anything else before we head to lapping up

Melissa Waters: Sorry, I'm in trouble. I'm muting

We do have someone that submitted a question that said, so this fundraiser seems to be raising $30 for every $17 and 25 cents, they get paid before overhead expenses for their position is that right

Chyla Graham: Yes.

So, yes, yes, that is

That would be correct. So for this organization thinking through what does is that going to be helpful for you. Yes, this is not factoring any overhead costs.

To that address your question.

Melissa Waters: To respond here.

Says, yes. Thank you.


Chyla Graham: So now we have gone through those key performance indicators as you are working on your own at to see what makes sense for your organization. What you need to adjust what you need clarification on

That she will

Will change over time. It is just to give you a starting point, I would say, make sure you engage with the executive director to see, hey, is there something else we

You know that the board is concerned with that you want to be mindful of so that we are being being as transparent as possible and also being realistic we want. We don't want

People to get halfway through the year and say, well, why isn't this happening well because we're not able to get the meetings and then you might find okay there's another place. There's another plot.

You know those sidewalks another part that we need to fill in to say, okay, well, if the challenge is getting meetings, what is it that we need to do to secure those if that is at the biggest hurdle that we're fixing

So, That is, that's it. I like to make sure we come in and we give you exactly what you need and what you showed up for. So if you have additional questions. I don't want to leave you hanging on what happened with Prince Hakim so he gets married shocker.

But he does get married, they do live happily ever after. Supposedly parties coming out on Amazon this year.

But we want to make sure it's it's not a linear process. There are twists and turns. But then there was

His parents actually came over her. She had a boyfriend there lots of things that feel like deterrence to what we thought was going to be a straight line process.

We have to learn to or we have all 2020 we all learn to pivot and adapt and change and so do not feel that

Hey, this isn't going as expected. We can't change. We can we can change our story. We are the writers of our stories we can change them at any time we can let people know we're in a choose your own adventure.

If this happens, that this is the path we will take and so 2021 I'm sure many organizations are having two versions of their budgets, because they're we're just not sure how things will go

And so as you're considering. Okay. Well, what do we need to be tracking for the organization in terms of

Fundraising. What do we need to be doing to make sure that that development team, the fundraising team stay on track, it's going to be an ongoing conversation. So do not shy away from that to not be worried that it did not work as expected.

And I appreciate you all for showing up. You can connect with me on LinkedIn. If you are interested in having a free call just to, you know, either figure out

How to get the spreadsheet to work as expected. Maybe there's someone on your team that you like, hey, can you just book a call, just so you can work that out.

Feel free to use my link for this link, you know yeah URL to get what time you can contact me.

And I love doing education. So this year we are doing impact Basics is our online course to help nonprofit leaders speak more confidently about money. If that's something you think is of interest to you or an organization, you know, feel free to share it and Melissa. Take us away.

Melissa Waters: Yes, thank you. I have a couple questions that have come in. Yes. What actually came in before the webinar. And we actually talked about it, but I thought it would be good to reiterate

We had somebody asked Who needs to be involved in these conversations he was this targeted for and they were specifically asking if it needed to be just finance or marketing needed to be involved. So I thought I'd ask and get your feedback.

Chyla Graham: Yeah, so I think this this particular this particular sheet is more the development team and the finance team to get started.

But as I go as you work through it. You might find, like I mentioned, there's that might be the challenge of getting them meetings.

And so maybe that is a conversation that you have with your marketing team about, hey, how can we do better to engage people

How do we make sure that our messaging is consistent so that you don't feel like what's being put out by the marketing team and what the development team is saying to donors or the finance team is say

When they're reporting popping the development team report our grants are inconsistent. So I think initially we're talking more development team finance team.

And then as you get a better understanding of where your numbers lie.

You expand out and you say okay, we actually need to engage people and not because they need to work on the sheet but they need to help us move this plot along so we need them to. We need to make sure we're all on the same page.

Melissa Waters: Great, thank you. Next Gen. You talked a lot about tracking tracking everything. Yeah. And looking at your milestones. How often should we be looking at and tweaking those milestones.

Chyla Graham: So I would say quarterly. So I like to put it as a three months 90 days because it's hard to know if something's working or not in less time than that.

So if you're able to say, okay, we're trying this for 90 days before we make any edits and changes. That way you you know that okay first month

Definitely, we do a maybe, maybe not second month we're more familiar, we feel more comfortable. The third month you'll probably feel like, oh,

Actually that isn't giving me the results. I need or the data I need. And so I want to change it. After that third month that way you have a level of consistency is in it. This is something you're going to talk about maybe in the board reports.

That way they don't feel like we're talking about something different every month there's there's no level of consistency you want to say okay for three months we will

Have that information and then we will make a change. Well, at the end of the three months will say, hey, what of that was beneficial what wasn't beneficial. Let's make a change. Let's make an update.

Melissa Waters: Perfect. We did have somebody asked if the link included the slides to today's presentation we will include the link the slides and the recording and a follow up email, along with Kyle is information if you don't get that today, it'll come out first thing tomorrow.

Yes, I also for the template for the link that you shared. Is there a certain period of time that they'll lose access to it isn't something that you know if they want to digest what you talked about today and then look at it next week, will it still be available for them.

Chyla Graham: Yes. The link will still be available. So no worries there.

Melissa Waters: Awesome. Wonderful. And right now, those are all the questions I had so I'm gonna leave it open for just a second, to see if you do have any other questions, remember you. There's a question and answer panel and your portion and your control panel that you can submit or through Chat.

And while we're waiting for that and we JM T consulting are always looking for experts speakers like Kyla to join our in

Our environment. And we have a call for speakers. So if you are interested in sharing your industry best practices or case studies success stories, tips and tricks.

With the nonprofit industry. We have about 30,000 nonprofits that are in our audience and we would love for you to be a part of that. And if you are, you can go to JM T backslash CFS, which stands for call for speakers. We would love to have you.

I don't see any questions coming in. So, Kyla, I'm gonna let you add say some final remarks and then I'll close this down.

Chyla Graham: Yeah, so this was great. Thank you all for putting in your questions to get that we get the most when you send in things, even if they send them in advance. And one thing I want you all to be mindful of.

Being able to track it over several periods of time will let you know how well

Your fundraiser might be doing. I saw that was one of the comments that came in is, like, is this a good return on investment.

You. It will take time you and you also need to factor in the expertise of the fundraiser so

A lot of this is about being able to have those conversations with the board to say, Are these expectations that we've laid out realistic for this person in this role.

So that they can be as successful as they need to be, and making sure that there is a good plan to say, Okay, this person is going to get the training to make them successful so

Take that take that to mean

There will be progress being made. We are currently in a new shift of what does this look like what does giving look like now that so many things are virtual now that there are so many concerns. There's so many restrictions in place.

So you might find that this year looks unlike any other.

Surprise. So just take that to me. Okay. We just need to track it. And no, we will we'll see the fruits of our labor at some point.

And understanding that conversation conversations takes take years to turn into something, but that's why you keep people in your follow up. Q You continue to nurture those relationships.

Because you want people who are going to partner with you the vendors, the collaborators, the connectors, the clients you all, they're all partners and they are not just to the left side. So thank you all for showing up.

Melissa Waters: Wonderful, thank you again for joining us. We hope that you all found this presentation helpful and we hope that you have a great rest of your day. Thank you.

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CATEGORIES: Expert Speaker Series