So we built a simplified robot that mimics the belly crawling of an infant. So as the baby is crawling, the hands are stopping on the carpet and the torso and legs are sliding along the carpet. And what ends up happening is that those contacts between the infant and the carpet generate different removal forces on that act on these deposited particles. So these removal forces could be aerodynamic stresses, so lift and drag. It could be electrostatic refulsion. It could be vibrational forces and all these forces act to detach that particle from the carpet fiber, release it into the air. That's something that has never been studied for an infant. Essentially that's what was simulated with the robot and it's something that's very unique. So the movement dynamics of a crawling baby are different than that of adult that's walking across the carpet.


Hello and welcome everyone. Thank you for joining us today. We're excited to have everyone on. My name is Erica and I work on the content team here at GitLab and I'm joining you from Chicago today. We'd love to hear where everyone is tuning in from so if you feel so inclined please use the chat function to tell us where you are in the world. Also joining us today is Lee Matos a support engineering manager at GitLab and Dan Gordon from technical product marketing who will be on hand to do some technical tag teaming with our presenter Cindy Blake who is the product marketing manager for security. We're going to give people a few more minutes to get locked on so while we're doing that I am going to launch a poll that you can take part in if you would like to do so. Today's webcast will be going over our latest release 11.1 and we'll focus primarily on our security products and the poll is out there into the world so go for it. All right so as people continue to join I just want to thank everyone who participates in the poll and before we get started I'm going to cover a couple of housekeeping items. First feel free to ask questions throughout the presentation. You can use the Q&A function at the bottom of your screen to do that and we will also have some dedicated time for questions at the end of the presentation and demo but you can go ahead and send in your questions as you think of them and we'll make sure to get to them at the end. If you're experiencing any technical difficulties you can use a chat function to get in touch with the moderator for help. Now I'm going to turn it over to Cindy. Great thank you Erika. So as you know GitLab enables concurrent DevOps by providing a single application for the entire lifecycle accelerating development and delivery by as much as three times by sorry by three times and as much as 30 times and security is really a key part of this capability. It's going to be the primary focus of today's webinar and I'm super excited to share with you how you can have both DevOps speed and deliver secure applications but first let's look at a couple of other highlights in the release 11-1. So the first is we're going to cover advanced search syntax, the redesigned MR widget and the MR panel in the web ID and then we're going to dive deep into security. Before we do though I just want to mention this is our 85th consecutive monthly release and we are so proud to be able to launch every month. You know in addition to these more significant updates we push between 40 and 100 code changes live every day. We use our own product and it empowers us to move quickly and enable our business agility. So we're excited to be able to empower you all as well. So let's look at these three release highlights briefly and you can see even more at the link here at the bottom, the 11.1 release in the blog. So advanced search syntax. As teams generate large amounts of source code continuously searching through all that code can really be a challenge. So having great tools to manage and in particular search for all that code is critical. With this release we are introducing new advanced search syntax options allowing you to nail down your code search with three more granular filters. So now you can filter by file name, file path and even file extension when searching through repository code resulting in more targeted search results. So these filters are available in both the web UI and the API. The redesigned merge request widget. So in GitLab MRs and in particular the merge request widget is a powerful feature showing you many integrated and relevant information points and functionality. So as such we want to constantly evaluate the design and ensure that the information presented is easy to consume and most useful. So in this release we've tweaked the design of the information and pipeline sections making them easier to consume by breaking them slightly away from the rest of the widget content. We've also added the merge request panel in the web IDE. So when working on a merge request or reviewing an MR it can be it can help to refer back to the description for why the changes were made and for more context. So with this release instead of having to switch tabs you can now open the MR description side by side with the code directly within the web IDE. But now I want to get into security. I mentioned that we use GitLab to run the GitLab business. It's really the secret behind our superpowers.  And last month my colleague John Jeremiah presented this slide for the 11.0 release. He reminded us of some quotes from Mark Andreessen such as software is eating the world and cycle time compression may be the most underestimated force in determining winners and losers in technology. You know we've heard these quotes before and there's no doubt the future of business is software and competitiveness really depends on how fast teams can deliver code which translates into customer value. But when you think about security how does application security keep up using tools that were developed for the way software was built 10 years ago or even more. You know software development is moving much faster than application security and the shift is really punctuated by DevOps. So I was researching this a little bit in terms of some quotes and so forth and Jeff Williams who's one of the OWASP founders shared his thoughts on this topic way back in 2014. He said the goal is unprecedented real-time visibility into application security across an organization's entire application portfolio allowing all the stakeholders and security to collaborate and finally become proactive. He further predicts that what's needed is application security technology that will scale massively. So clearly even back in 2014 he saw that the existing application security tools and approaches couldn't keep up and the problem has gotten worse since then. So applications are prime target of cyber attack. We can point to lots of breaches that were application focused. Application tools are expensive and they require integration of both technology and processes and how do you test all the code when code changes faster and faster and we've got incremental incremental changes. You know as software gets more and more automated and tools like GitLab and GitHub and Jenkins, Jira, Chef, Puppet, New Relic all of these different tools come to bear how do you test your applications for security vulnerabilities? Do you have people who sold job it is to integrate and maintain the tools that are used to create and deliver software? If so, you're not alone and you're probably frustrated by this overhead that instead of focusing on creating business value. So you weigh the risk of testing against the cost and speed of doing so and as coding becomes more iterative you struggle with do I test every minimal viable change in the code or do I wait until there's enough substance to justify the cost but at the same time risk a costly rollback if severe vulnerabilities are found. It's a real dilemma. We've known that shifting left is important and that it can be less costly to find vulnerabilities early in the life cycle but doing so is really hard and there's going to be winners and losers in this and the winners are going to create business value and the losers are going to become a business inhibitor you know if you can strike the right balance you can avoid being defensive about one or all of these things you know risk, cost, agility but doing so is really going to require a different approach. You know one of my favorite quotes is from Albert Einstein he says the definition of insanity is doing the same thing over and over again but expecting different results. It doesn't take a genius to see that our existing app set tools are really colliding with modern development methods. So what if you could make a wish and scan all code every time seamlessly for development using fewer tools not more with dev and security on the same page instead of adversarial. You know we believe that GitLab security products can help you get there. In addition to finding bugs you know tools must take into account the demands on the developer's time. Any interruption generated by automated tools forces the developer to switch away from their primary objective of developing code. So the successful security tools are going to add high value while minimizing the distractions for the already busy software engineers. With GitLab all of these tools are automated into every merge request. You no longer have to choose between risk, cost, and agility because there is one tool for the software development lifecycle you can use it on every code commit. All of these tests are run automatically. The GitLab app creates a complete review app so dynamic testing can run on this working code as well all very early in the development lifecycle. There's no need to buy separate single solution tools and if you already have the robust SAS and DAFs tools that have been around for a long time you can reduce your costs of using them by using them more sparingly and using GitLab for every code commit. GitLab is turning secure DevOps on its head. It's not about making those separate app set tools more integrated and trying to fit that square peg into a round hole. It's all about DevOps. It's about using the tools that developers use to create and deliver more secure applications. What good is the best buggy whip if the world is moving towards cars? You get the picture. You've got to have a different way of doing things. Now before we get into the security demo I think it's good to level set on a couple of things. We've been evolving so fast at GitLab things can take 10 steps forward in the blink of an eye and I hear you might be saying you know I understand what GitLab has security for security but I think it's worth recapping because I'm willing to bet you're going to be surprised by something on this list. Now first I think it's important that we are all on the same page with regard to the scope of what we're talking about with security. So GitLab is a secure application and we've got a CISO Kathy Wang that's responsible for the security of the GitLab application and you can find more here at slash security. In addition to that we help our customers secure and manage their software development lifecycle. So features of GitLab like two-factor authentication and and auditing and so forth help you protect your software from unauthorized access. So those two things are really important. Now what we're going to focus on for the rest of this webinar though is the security products and which we're now calling secure and how we can help our customers create and deliver secure applications and so this is all about application security testing for the most part today. Now I mentioned we move fast so if you miss just one monthly release you may have missed a whole capability of what we have to offer. GitLab started its security vision with the launch of SAS static application security testing in December of last year and is added capability in scope with every release. So earlier this year we added DAST and container scanning then purchased gymnasium incorporating its capabilities for dependency scanning and more. Then in the spring we added dependency scanning enhancements interactive security reports and most recently here license management and the security dashboard that we're going to talk about here for 11-1. Now the security dashboard represents an additional persona amongst our target users that of the security professional. So historically we've been focused on the developer and even the interactive security reports resulting from a merge request are intended to help the developer identify vulnerabilities and quickly evaluate them. But the security dashboard is really intended more for the security professional to view vulnerabilities across a project. So today's capabilities represent our minimal viable change version one but you'll see from our track record of enhancements that we quickly evolve and enhance what the GitLab application can do. Now I want to remind you of some security resources that are available. You can find these with these links or just google them. We have a security deck and that deck goes into the security features that we've had prior to 11-1. So SAS, DAST, license management, all of those things are part of that security deck. I would encourage you to go out and have a look. There's some screenshots there and links to user documentation and examples. But now let's focus on what's new with 11-1 around security. So one thing that's important is we continue to add supported languages. So this month we added Node.js to our SAS capabilities. Node.js is an open source cross-platform JavaScript runtime environment that executes JavaScript code outside of the browser. Now SAS allows you to spot code vulnerabilities as soon as your changes are committed to the repository. With the information, with this information available in the merge request, you can fix vulnerabilities so they don't land in production. This is all part of the shift left. You don't need to change any setup in your Node.js project with 11.1. The new language is automatically detected and tested by the SAS job. The other point here is that security reports in the merge request are useful to spot new problems that are introduced by new code even before the code is merged into the master. This is really shifting left here, guys. But since the vulnerabilities can appear even before a merge request is created, sometimes developers need to know the security status for a specific branch in a specific moment. 11.1 completes the set of security reports shown in the pipeline view, adding both container scanning and DAS. Simply review the reports tab to access all security information and take the proper actions. And this is a screenshot here, but I'm going to show you a live demo here in just a minute. They're responsible for. And even after the code has been merged into a stable branch or deployed to production, they need to be able to continually monitor and jump into any problems that could affect security. So in order to make life easier, GitLab 11.1 introduces the security dashboard that reports the latest security status of the default branch for each project. This gives a very accessible view to security teams that can easily spot if something is wrong and actions need to be taken. It's an interactive dashboard, too, so it can be used to dismiss false positives or create issues to solve existing vulnerabilities. And really, I think that this is probably best articulated in a live demo. So let me jump over here. I'm going to make this larger. Hopefully y'all can see that just fine. So this is the security dashboard. So let's say that the security team wants to see the latest status of the master branch of a project, or a project manager wants to assess where the project stands overall from a security standpoint. The dashboard can be found in the project menu up here, project menu of the project side navigation here. It provides a summary of vulnerabilities and other out-of-policy indications found in the project from all of the security tests run on each merge request. Here on the dashboard that includes SAS, DAS, container and dependency scanning. It doesn't yet include license management. That's kind of an open issue of whether or not license management should be part of the security dashboard or not. So if you've got some thoughts on that, feel free to provide some feedback here. Now it's an interactive dashboard, so the security pro can look at vulnerabilities where the developer may have been unsure whether to dismiss it or create an issue. So here, let's drill into one. One, you can choose to dismiss the vulnerability or create a new issue right from here. Now I can also drill down and see where the actual code is that has the issue. And this is really going to help with collaboration between the application security person and the developer. It's sort of the single source of truth. Everybody's looking at the same thing, right? Now the developer might use the dashboard, but it's really intended more for the security person. And the individual developer is probably going to use the security report that's in the merge request. So let me pop over to the merge request view and have a look at what the developer would see. So this is for a specific branch that they're working on. And one thing to note here, in terms of workflow, you could add a security person as an approver if you wanted. You know, our philosophy is that security vulnerabilities should not block the build. That may not be everybody's policy and direction. And so, you know, you've got the flexibility here to add a security prover if you wanted to. Now, excuse me, here you can see that 63 new vulnerabilities are detected. Now this is on a branch, so you would expect that the developer is going to see a lot of vulnerabilities and deal with them before it gets to the master. That's kind of the intent here. So I can see my SAS, my DAS, dependency, container scanning, and license management here from that individual merge request view. And again, once again, I can drill down, and as a developer, I can choose to dismiss this vulnerability or create an issue. So you've kind of got two lines of defense or process here, right? So the individual developer is going to look at the vulnerabilities in their merge requests and deal with what they can. Now, because security is not always easy, you've got the dashboard where the security professional can look at things that are getting merged into the main branch and look at that and decide if there's others that need to be dismissed or escalated through an issue. So with GitLab, you really can scan all your code every time. We make it seamless for the developer, and you don't have to buy a bunch of tools and integrate them. And everybody can get on the same page. So this is how you can scale application security for DevOps speed. It really is a different approach. We solve the problem not by throwing more tools at it, but making it a natural part of the developer's workflow. All these tests are automated with every merge request. So you no longer need to choose between risk, cost, and agility. And because it's one tool for the software development lifecycle, you can use it on every code commit. I know I sound like I'm harping, but it really is different because you can run it on everything automatically every time. So, sorry, I get a little excited about this. Let me jump back over here and see if there are any questions. So I think our moderators are looking for questions. I can jump in to zoom here and see if I see any questions. Okay. So while we're waiting to see if there's any questions, I'm going to mention on the poll results just for just a minute here. This was from the poll that was taken in the beginning with Erika. So 82% of you are not using SAS or DAS security tools. And 76% are using static. That's interesting. Okay. I'm not quite sure I'm clear on the results here. But if you're not using, if you're not using some of the more traditional SAS and DAS, GitLab is a really great way to jump in and start testing your applications very early on without buying additional tools that you have to babysit and integrate and maintain. Okay. Dan, you got a question? Yes. So video SQL, I hope we pronounce that right, is asking did we develop it from scratch? So by it I believe means the scanning security tools or did we use integrate user slash integrate well-known vulnerability scanning engine? So if you go to the, let me jump over here, if you go to the security deck that I mentioned, you'll see some more information there around how we are, what scanning tools we are using for each of the languages. So we're primarily using the open source scanning tools. In fact, it also, it has a list of the languages which might be useful too for, you can see for SAS and for DAS and so forth in terms of more details there about how we're doing that. And I, maybe I should have gone into that a little bit more because we have developed these things all so fast, but I hope that answers your question. Are there any other questions? So we've also got one that we did answer through text, but I think it's worth shouting out. So the question was security tests and so on can also be done with other software like SonarCube, Synopsys, Coparity. They have a neat function where a dev can check the results right in his local IDE. Is this possible in GitLab or is it planned? Can check the results in the web? I'm sorry? In the web IDE? I'm not sure if it's integrated within the web IDE. That's a good question. Lee, do you know? Hey there, this is Lee here. I threw a response to that one in. It's currently not integrated into the web IDE and there's no plans to integrate it into a local IDE yet. Kind of everything with GitLab, the intention is that it will start with the merge request. So for it to start at the local user's IDE is a little bit further to the left than we're not there yet. We're starting with everything in the merge request. So I don't believe there are any plans for that in the short term. But great question. Okay, do we have any other questions? Well, we're super excited that you all were able to join us today and be sure and check out 11.1.


Good day everybody. This is Dr. Sanjeev Sanyal Professor Department Chair. This is a supine getover. We have opened up the abdomen, removed most of the contents. I'm standing on the right side. Camera person is also on the right side. So this is going to be a demonstration of the pancreas, the surrounding structures, the vascularity and a few clinical correlations. So this structure that we see in front of us, this is the entire pancreas. So let's trace the whole pancreas. This portion that you see here, this is the outline of the head of the pancreas, and down below, this is the insinuate process of the pancreas. And that is covered by the supine-mesentric vein, the supine-mesentric artery. Then we have this portion, this is the head of the pancreas, which is continuing with this narrow portion, which is the neck of the pancreas. Then we have this whole portion, this is the body of the pancreas, and right at the end is the tail of the pancreas, which aborts on the spleen, the hilum of the spleen, and the spleen is down there in the left hypochondrium. So these are the parts of the pancreas. Now in order to understand the pancreas better and look at the blood supply, we have cut out at the neck of the pancreas, and we have reflected it. So we shall come back to the pancreas just in a little while. As I'm turning it, we are looking at the under surface of the pancreas, and we can see this groove here. This groove was formed by the splenic vein, which I shall demonstrate just now. So let me put the pancreas aside. Now let's take a look at the neurovascular structures which are in relation to the deep surface of the pancreas. The main point of the pancreas is that side, the neck, and the monocentric process is on this side. So now we can see the structures here. What do we notice? First of all, this is the supine-mesentric artery, and with all its branches. The supine-mesentric artery is arising from L1 level of the aorta. Just to the right of that is this structure here. This is the supine-mesentric vein. The supine-mesentric vein is being met by this long vein here. This is the splenic vein, which is coming from the spleen. And we can see that's the spleen down there. And the two of them unite behind the neck of the pancreas. That's the reason why we cut out the neck and removed it. And normally the splenic vein is supposed to receive the inferior-mesentric vein. But in this particular canaver, this is the inferior-mesentric vein. And we can see the inferior-mesentric vein is opening into the supine-mesentric vein here. This is the inferior-mesentric vein. It is opening into the supine-mesentric vein. And after the supine-mesentric vein unites with the splenic vein, we can see this continuation here going upwards and to the right. This is the portal vein. So this is one of the constituents of the extra hepatic portal triad, which I shall mention just now. Now let's come to the other parts of the extra hepatic portal triad. We can see this structure here. This is the common hepatic artery. It is coming from this celiac trunk at the level of T12 from the aorta. The celiac trunk gives the common hepatic artery. It is giving rise to this tortuous artery. This is the splenic artery, and it is giving rise to this artery deep inside. This is the left gastric artery. So let's focus on the common hepatic artery. The common hepatic artery, as it goes up, it becomes the hepatic artery proper. This is the other structure in the extra hepatic portal triad. And the third structure in the extra hepatic portal triad is this one here. This is the common bile duct, this green colored structure. So therefore these three structures, the duct, artery, and the portal vein, these three together constitute the extra hepatic portal triad. These were all enclosed by the hepato-deodenal ligament, and they were extending from the upper surface of the deodenum first part, which is here, to the portal hepatitis of the liver. And I'm going to put my hand behind, and you can see my hand is in the epiploid foramen of Winslow, and we can see the other end of my hand has come out here. So this is the epiploid foramen of Winslow, and this extra hepatic portal triad structures constitute the anterior boundary of the epiploid foramen of Winslow. So coming back to the vascularity of the pancreas. The pancreas is supplied separately. The head of the pancreas has got a different supply. The body and the tail of the pancreas has got a slightly different supply. So let's take a look at it. This is the head and the insinid process, as I mentioned in the beginning. And we can see the blood supply to the head of the pancreas is coming from this artery here. This is the gastrodeodenal artery, which is dividing into the superior pancreatic odeodenal, anterior and posterior. The right gastropyploid has been removed when we remove the stomach. So the superior pancreatic odeodenal, it makes an arch like this, and it supplies the upper half of the head of the pancreas, and then below we can see this artery here. This came from the superior mesentric artery, and you can see the opening where it came from. This is the opening where it came from. We have cut it to separate it out. This is the inferior pancreatic odeodenal, which goes from below up, and this supplies the head and the insinid process of the pancreas along with the odeodenum, the C loop of the odeodenum. And incidentally we can see a branch here. This is something equivalent to the supra odeodenal artery of Wilkie, which supplies the first part of the odeodenum. So this is the supply of the head and the insinid process of the pancreas. The body and the tail of the pancreas are all supplied by the splenic artery. And we can see the splenic artery is very tortuous because it forms part of the bed of the stomach, and it is giving out these branches. We can see two big branches. These are the dorsal and the greater pancreatic arteries. These run on the posterior surface of the pancreas. The dorsal one divides into a transverse and a descending branch, inferior, and they form an anastomosis with the greater pancreatic, and finally there is a small branch called the caudal pancreatic branch, which also comes from the splenic artery. And these three arteries, the dorsal, greater, and the caudal, they supply the body and the tail of the pancreas. Now let's come to a few clinical correlations. We can see that this pancreas has got a slightly different appearance compared to what we normally see. It has got this orangish, yellowish covered structures. These are actually what are known as seponification. This is a case of alcoholic pancreatitis. In alcoholic pancreatitis, the pancreatic enzymes they leak out, especially the lipase, and it digests the peripancreatic, the retroperitoneal fat, miscentric fat, omental fat. And after they have been digested, they are broken up into the triglycerides are broken up into acids and ethylene glycol. The acids, they react with the calcium in the body and they form these calcified deposits which are called seponification. The process is similar to the formation of soap. That's why it is called seponification. So we can see these deep deposits here. These are all seponification of pancreatitis. Two weeks after an attack of pancreatitis, fluid can leak into the portion, a space in front of the pancreas, which is actually the portion behind the stomach. That is called the lesser cycle, the omental bursa, and can lead to a swelling called pseudo-pancreatic cyst. That's another important point. So these are related to this particular cadaver where we can see alcoholic pancreatitis. Carcinoma of the head of the pancreas is not very uncommon. So is periambulary carcinoma, where the common bile duct unites with the pancreatic duct and opens in the diodenum in the second part here. In such cases, we have to do a very major surgery which is called Wipple's pancreatic diodenectomy because of the common blood supply. That is another point. Really, the ulcerate process of the pancreas, when it is developing from the ventral pancreatic bud, it can form a piece from in the front and it can form another piece behind. And the two of them can encircle the second part of the diodenum to produce what is known as annular pancreas. That will be seen in newborn and next day we will see a gas bubble on the stomach and a gas bubble in the proximal part of the diodenum, which is called the double bubble sign of annular pancreas. So these are some abnormalities or the clinical correlations pertaining to the pancreas. Before I conclude, I want to draw your attention to the full extent of the splinic artery. And for that, I have lifted up the spleen here. And we can see very clearly this is the splinic vein. It is breaking up into branches at the hyalum and this is the splinic artery. And we can see coming out from the splinic artery these branches. These are the arteries which I mentioned. This splinic artery is the largest branch of the celiac trunk and it gives the dorsal greater and the caudal pancreatic arteries and it also gives the posterior gastric arteries apart from ramifying inside the spleen. And here also it gives the vasobrivia and the left gastroepiploid artery, which we cannot see in this particular dissection. So this is the full extent of the splinic vein and the splinic artery. The point to be remembered is the splinic vein runs posterior to the pancreas while the splinic artery runs along the superior part of the pancreas. So therefore the splinic vein does not form part of the bed of the stomach but the splinic artery does form part of the bed of the stomach. So these are the points which I wanted to show you in this particular dissection. Thank you very much for watching. Dr. Sanjay Sanyal Sanyal, Sherwin Weeks is the camera person. If you have any questions or comments, please put them in the comment section below. Have a nice day. Please like and subscribe.


The time to get you shifted. 40 inch vert used to be up, now it's 50. No ceiling, assembly, raise the floor, change perspective, I got limitless potential, soaring over expectations. Look at me now, I'm raising potential by raising my floor, no one want it more, gotta be patient, my energy stored, live in the moment, no moment to do it. Today I wanna give you one huge shift to completely change your perspective on training and give you the best chance at a 50 inch vertical. Let's go, happy dunk tip. Wait, dunk tip two up, dunk tip Tuesday, yeah. Wait, I don't hear it, dunk tip Tuesday, yeah. All we do is dunk, dunk tip Tuesday. Boys, you don't wanna jump, dunk tip Tuesday. Don't mind what's going on, dunk tip Tuesday. And I do it for the love, dunk tip Tuesday. And I want to do it for myself, dunk tip Tuesday. And I can never get enough, dunk tip Tuesday. And I ain't never given up. So the shift is from ceiling to floor. Stop trying to reach your ceiling and start focusing on raising your floor. So what I mean by that is when we're trying to reach our ceiling, we're trying to hit a new goal, we're trying to hit a new PR, but we're just building a shaky foundation, we're just doing whatever we can to achieve those goals. When in reality, if we focus on the floor, raising that floor, we are building a foundation that is not only stable and able to be built upon, but as we raise the floor, we actually raise our ceiling. We raise our potential. So instead of trying to just grasp at a new height, raise your floor so you can effortlessly reach that new height and increase your potential and continuously exceed your limits. So this foundation is built by letting go of our goals and committing to progress. And I know that might sound crazy, but let me explain.  For example, if you wanna say, hey, I wanna lift a 400 pound squat in six months, no matter what you do, when you get there, you can't just go under 400 pounds.  So there's no point of setting that goal. But goals are great to keep us focused, to help us dial in and as a framework. Yes, we might wanna hit that 400 pound squat in six months, but all we can do is the best we can do every single day. If we start sacrificing our form or sacrificing our sleep or doing these things that are not building the foundation, we're building on shaky ground. That's a shaky foundation because our progress is set on that goal. So if we don't achieve that goal, a lot of times we quit and we feel bad about not achieving that goal. And on top of that, we don't learn as we go because we're so focused on that goal. We're not learning in the moment, which means we're not getting in tune with our bodies. And the best athletes are the ones that are most in tune with their bodies. They're able to push themselves, rest when they need to, and I have a whole course on body awareness if you wanna get started on that. But if you see any great athlete, they know their body so well that they can get it to respond exactly how they want and continue to build upon that.  Now letting go of time is one of the hardest things to do, but ask yourself, what is the rush? Why do you want that progress so badly now? What if you had more potential than you ever thought possible if you just worked day in and day out? Greatness takes time. When you're trying to build a freaking empire, a monument, a temple, would you rather build the fastest castle or would you rather build the strongest, most solid foundation castle that can weather any storm and you can continue to build upon it? So our goals are the same. We wanna be the best we can possibly be and the best way we can get there is doing the best we can right now.  And if you're making progress, no matter how small, in fact, the smaller the steps, the better because you're laying a brick of foundation every single time you make progress and you will continue to raise your potential. The road to 50 is so long, nobody's really that close to it without a lot of training that the only way to get there is to build a solid foundation that can withstand all that training, all that jumping. And it's crazy that we're going for 50 now.  I've, some people have measured 50. I mean, they're really close even if it's not official and they're getting 48, 49. That is crazy close. When I started, 40 used to be an insane elite goal.  When you shoot for 50, the foundation, the mindset, all the skills you learn through the process is gonna help you in every aspect of your athletic journey, not to mention your entire life. Now I want you to really think if you don't do this that you will regret not taking these steps in six months, one year, five years. If you look back and you tried all these different things and you didn't focus on progress every single day, five years down the line, you may regret not taking the necessary steps to build this foundation. But if you look back five years from now and all you did was progress every single day, no matter how small it is, even if it's just stretching, even if it's just working on your freaking toes, those steps of progress will add up to be an elite athlete. Not to mention you'll develop a patient mindset, you'll develop resilience in your body, you'll develop all these skills that help you with any goal you want to achieve. All of it was said in my few bars in my rap, so you don't even have to watch this video, just listen to those couple bars. That's the beauty of music, the power of music. It speaks to your soul, it just comes out of me right to you. So commit to progress, forget your ceiling, let go of your ceiling, stop trying to reach the ceiling and start raising your floor, start raising your potential and that way you can be limitless. 50K era, thank you all so much and I'm gonna make a video about my entire journey so far on YouTube, how you guys can express yourself the best, how to make the best content possible, something I'm so passionate about because this has transformed my life so much. So if you're into that, stay tuned for that. 50K, thank you guys so much, it's pretty wild and I'm excited for the journey going forward up an atom, limitless potential, raise the freaking floor. My floor is now at 50K, that's what I'm saying, my floor is now at 50K, that's nuts, I love you, let's dunk.


It was an extreme honor actually to be in the presence, first of all, of PM Moody G and also to have a Prime Minister who is so approachable and who is so willing and who is so willing to really raise up the film fraternity, to lend a helping hand and to give us his support. And it was just a real honor and a privilege to be in his presence.


Ukrainian fighters have surrounded Russian army soldiers who suffered serious losses as a result of a fierce battle and retreated, taking shelter in a bunker. Approaching the bunker, Ukrainian troops surrounded the invaders but faced resistance. Russian soldiers opened fire at Ukrainian fighters with small arms. However, the projectile fired from the drone at the entrance of the bunker helped to break the invaders' resistance.


Alright, I think we're ready to get started. I want to start off by thanking everyone for joining us today. This is going to be a good chance for us to start to close out the year and think about what we have coming up in the next year. We're going to kick off our presentation in just a few moments here. As we go through, we're going to be talking about Giving Tuesday, the big marathon fundraising event that a lot of our organizations have gone through, and we'll be thinking about the role of Giving Tuesday in an overall engagement architecture. And as we continue through that, we'll talk about the campaign context for Giving Tuesday, what it takes to run a Giving Tuesday campaign, and we'll proceed into lessons learned from this year and years past and talk about practical steps in terms of improving the outcomes of future fundraising efforts, in particular, thinking about the platform implications of that. So as we begin, I'll introduce myself first. I'm Stefan Byrd Krueger. I'm the head of the data strategy practice at Parsons TKO. We look at organizations and we look at their audience engagement capabilities. And a big part of that is understanding how we can use data around those capabilities. And that's a big part of what we do in our consulting work. In our consulting work, we help these organizations understand what those audience relationships look like at scale and often through a data lens. Joining me today, we have two of our consultants, Kimberly Rollins, who comes to us with a wealth of background, having spent years as a major gift officer in the nonprofit sector, and as well as John Harrison, who leads some of our largest consulting projects, including and especially with development clients on development projects. So as we get their perspectives, we're going to talk a little bit about the major context for fundraising efforts, and particularly the Super Bowl of fundraising that is giving Tuesday. I'll talk first a little bit about what that looks like and where it fits in an organization's broader context. And then we'll hand it off to my co-panelists and we'll end with a little discussion around that. So I think when we talk about having giving Tuesday retrospectives, the retrospective itself might just be a moment. We're going to talk about the process of bringing your team together and thinking about how that team surfaces insights and sets goals for the future of their work. But a big part of this and why we are making such a big point of having this kind of look back is to extract long term value from your campaign. And that is a major goal for us. We focus on improving organizational capabilities. And we do that through our company lens that we call engagement architecture. And so as we look at organizations, we think about the overarching and holistic and comprehensive set of capabilities that they have to drive audience engagement. And that's the sum total of the technology, the platforms, but also the people in that organization and the processes and how they work together, those workflows that help them achieve their strategy, create positive experiences for audience members that drive the key engagement touch points, which can be donations, but also extends to a lot more than that. It's about the long term relationships that we're forming with our donors, the opportunities to volunteer, the content that they consume. And through all of that, there is this thread of data that flows. So that's a big part of our perspective is that that data can be used as an input into the rest of the architecture and use it to improve those experiences and improve the long term engagement. So when we talk about giving Tuesday, giving Tuesday is really but a moment in the long term and year round cycle of audience engagement. But that moment is one that we have to seize and we seize that moment with the capabilities that we have developed. And that process of developing those capabilities is not instantaneous. We don't start working on giving Tuesday the morning of. It is a long process and people work through many phases, both in the weeks before, but really the years before each giving Tuesday and the context of that is really important as to whether or not giving Tuesday is successful and whether we are able to extract that long term value out of giving Tuesday. And this is the context of thinking about that, understanding that how the day goes depends on how well prepared you are. A lot of organizations will spend weeks, if not months, ahead of giving Tuesday, making sure that they know what their approach is going to be. They have the resources in place. Sometimes organizations will even staff up for all of the back and forth and the conversations that they're going to spark around giving Tuesday. And a lot of those capabilities, what ambitions you have for your giving Tuesday campaign are going to be constrained and empowered by the underlying donor engagement capabilities that you have as an organization. And those capabilities are years in the making. And that's going to be a big focus of ours today is figuring out how we can use each Giving Tuesday to improve those underlying capabilities. But again, giving Tuesday is that moment, but the relationships that we spark there should not end by the Wednesday after. So every Giving Tuesday campaign is an opportunity to start long term relationships and the tone of those relationships are set in the weeks after. How do you follow up? Is there a phone call that goes out to new donors, for example? And how is all that managed? How do you keep track of that? And the importance of this is the years of potential for a long term supporter experience. And if you can get it right the first time around with the flood of new donors you might get on Giving Tuesday, you're setting yourself up for recurring revenue, but also long term supporters. New volunteers, new constituents, perhaps. And depending on the work that you're doing, this is a real chance to expand the reach and engagement of your entire organization. Now when we think about Giving Tuesday, it's important to consider the context for running a campaign and the different steps that you have in running a campaign to improve the quality of that campaign. And then more broadly to improve the quality of long term campaigns. A lot of times when we think about campaigns, we are looking at the first three steps of this campaign planning process. How do we actually do the planning? How do we come up with the strategy? Consider the experiences? Think about the goals of the campaign. And then that second step in targeting is really understanding how we use our tools to achieve, to actually succeed in that plan. How do we create the segments that we're going to be sending appeals to? How do we decide what channels we're going to be on? And how to reach our target audiences on those channels? And really thinking about those precise mechanics of getting our message to the audience and capturing the audience that is right for our organization. And then the third thing that we can do to improve the outcome of any individual campaign is that optimizing a step, which is as it's happening. Do we have the flexibility? Do we have the governance in place to actually change what we're doing if we find that one of the parts of our strategy aren't delivering? And we can reallocate efforts in real time to improve the outcomes of that. It takes a degree of sophistication and I think more important discipline of a team to be able to recognize that, understand what is and isn't working in real time and make those choices. Those are all things that you can do for any one campaign. But I think for this topic of retrospectives, it's almost more important to think about what happens after the campaign has concluded. And so that's where we're talking about these steps four, five and six. The evaluating step where we actually sit down and think about what we've done, think about what we've accomplished and gather the lessons learned from our team. The step of demonstrating is also very important. Can we tell the story of what we learned and communicate up to leadership and even out to peers and partners, demonstrate how successful we were in achieving the plan of a campaign? And then last but certainly not least, recording. How do we help the organization actually keep track of the relationships that we formed so that they can be followed up with and engaged holistically in the future? And those four steps are the major domain of the retrospective and what we're going to dig a little bit deeper in today. And as we talk about those major steps, I think just a couple other examples and quick tips and things to focus on. When you're talking about evaluating a campaign, this is what it should look like. It's how do you bring your team together and actually make the time and preserve the time to have that conversation and extract those lessons learned? You know, I always encourage people put the retrospective on the calendar for your campaign even before it begins. It's very easy to skip this step because the campaign is done so you can't change the outcome of it. But this step of having the retrospective is how you get the value, the long-term value out of the campaign is by making sure that you look back and guard that value and find ways to preserve it. And so things you can do here just really help to democratize hypotheses, if not also the analysis. Your team who execute the campaign have the best seat in the house for understanding what happened, what worked, what didn't work. And so getting their questions, getting their responses is really important. And it's also a chance to look for the small data rather than the big data surprises. Are there really detailed and nuanced, you know, perhaps one particular Twitter thread that went wild and brought new attention? These are things that you're not going to notice in the long term and, you know, in an abstract, you know, overall campaign impact report. But your team will see it while they're actually in there looking back at everything they just did. This is a great chance to notice those. And those are a lot of the best lessons are hidden in those moments. And just jumping to that last step of recording, figuring out what you remember about your audience will help your organization ensure that your audience remembers you. And so being clear about what you want to do with your data, how are you going to use it again in the future? How might you use it again in the future if it's properly preserved? And this is a chance to really empower your organizational memory. You know, anyone who's in development work and, you know, particularly your major gifts, we depend on our brains, on our relationships, everything that we curate as individuals. But when you're talking about Giving Tuesday and you're talking about individual giving and the scale that you have there, your ability to record that data is really your organization's institutional memory. It's how you remember relationships at scale. And so thinking about how you manage the data around Giving Tuesday is very important. And being sure that you migrate that data into a system of record and a system of action, where are you actually going to use it again to do the segmentation, to have follow-ups. But it's not just about the data. It's, again, it's about the lessons learned. So from that retrospective, the conversation you'll have with your team perspective, where are you going to put the lessons learned so that they can be accessed again in the future? What is your institutional memory? Whether that's a wiki or, you know, minutes for a future agenda, an agenda for a future meeting. These are all opportunities for you to make sure that the lessons learned get surfaced again in the future. And with that, I will hand it over to my colleague, Kimberly, to talk a little bit more specifically and personally about experiences with Giving Tuesday and the kinds of lessons we can extract from it. Thank you so much, Stefan. And so as already mentioned, Giving Tuesday, probably about a decade ago, was novelty to us. We'd heard of Black Friday. We'd heard of maybe Small Business Saturday and even Cyber Monday. But this idea really came about to allow a universal focus on philanthropic organizations and, quite frankly, the global impact that organizations were having across the world. So for those of us that were already knee-deep in the trenches in development, some of us were met with a little bit of confusion on, OK, we've got our plans for the year. We know what we're doing. And here comes this global day where we've really got to stop and focus our attention in a way that sets really a path forward for the organization itself and not just thinking about this collective buy-in. But really, what does the voice look like for your Giving Tuesday campaign? So it's notable that we should mention that nearly 40% of all Giving really comes into most nonprofit organizations in November and December, which I think is oftentimes why we like to say that Giving Tuesday campaigns are sort of the kickoff to the Giving season and the Super Bowl, if you will, of philanthropic support. But one of the things that we want to talk about is that retrospective component. It's important to also think about what the activity is on that day and the significance. So for those that are really philanthropically minded, you may have donors that are giving to multiple organizations on that single day covering various interests. You may also have audiences that are new to you and have never been to your website, that have never seen your story. And given the strength that is hashtags as well as other campaigns, it really gives you an opportunity to expand your voice as well as your audience in a way that you might not have been able to do if you were more local or a regionalized organization. And so it's really important as you think about your retrospective to think about what are ways that donor patterns could have changed, both given things like COVID in 2020. We saw many new donors that showed up on Giving Tuesday's doorstep with an opportunity for organizations to share their stories and also grab in new audiences. But also Giving Tuesday can be a really unique opportunity to be thoughtful about what are the ways that your current donor base has been supportive of your organization. Is this the time that really you want to bring in volunteers and thinking about peer leadership? We can draw on a couple of examples of really strong matching donor programs that really provided a deeper impact for that single day, but really took months and months of planning to get that one donor who may, for example, have said, I'll do a dollar for dollar match up to 50,000. And all of a sudden, you're now entering a new territory where you're able to not only double impact for donors that might be giving much lower dollars, but also really raising the awareness as well as the significance of their gift impact by utilizing and playing on the strengths of board members or perhaps the much larger donors to your organization in the past that really can feel that their philanthropic support covers a much greater swath. So it's important to think about that. It's also important to think about what are the tactics? So sometimes you can come into Giving Tuesday, particularly if you're newer in an organization and newer to development and maybe say, well, what did happen? Were we making comparison notes from last year? Who came in during that day? I think it's a really good call out to also think about what were the splashier messages that got maybe higher gift amounts. And I think, again, the uniqueness of the short term campaign is that you can really call out and pull data specific to areas in which there was tremendous support or maybe a decrease, for example, in Giving. So really being able to track almost in a timeline manner is really important as you're thinking through the impact as well as the messaging that you're telling. And lastly, really thinking about what are going to be your top priorities on how you improve? So I always say, if it's not broken, don't try to fix it. But as a part of this evaluating and demonstrating and certainly the recording experience, it's really imperative that as you're looking at your Giving Tuesday activity, that you do think about what is the message and who is it resonating with, as well as think about your internal structure for Giving Tuesday and don't limit it just to your traditional fundraising team, but really thinking about if you have a programs team, if there are other areas within the organization, even from the leadership perspective, what types of voices do you want to emerge as you talk about the impact of the work that you're doing because truly you do have a platform in a very spotlighted way during your Giving Tuesday campaign activity? The next slide. This is one of my favorite sayings, plan your work and work your plan. I think it's critically important as we think about, again, a couple of key areas, not only just for Giving Tuesday, but as you're thinking about short-term campaigns, your target audience, it may change from time to time. It should stay core and central to your overall mission and thinking about where your messages truly can resonate, but really use Giving Tuesday as an opportunity to think about different types of segmentation. One great example of that and an organization that I worked for was we really leveraged a group of young professional volunteers and really empowered them with a toolkit as well as smaller training sessions prior to Giving Tuesday to really empower them to go out and share the message of the organization. And so it might just be that your segmentation might be younger donors. It could be that your segmentation is thinking about those that might have lapsed, which we call saibons that have given some years to your organizations, but not in other ways. Really thinking about important segments can also be a great way to guide and direct some of the work that you're doing as you look back in your retrospective of if you haven't segmented, what are some of the key core audiences that it might resonate with? The other thing I'll mention is current events. Are there things that are happening in your mission that are relevant? So whether you are working at workforce development and there are some things happening on the ground or the impacts of COVID have impacted the workforce, thinking about those segmented audiences of interest is also something that you can play into that. Your outreach strategy. So outreach is critically important. We know you have to also keep in mind that your audience is being bombarded with messages, right? Like this is not just another day where they're only getting a message from organization X. They're gonna get messages from about 20 to 50 organizations if they're really involved in 501C3s and other nonprofit activity. It's a lot to get head with. And so really thinking about your outreach strategy is important. And then the other area that I wanna mention is the storytelling with impact. Donors we know in particular thinking about older millennials, Gen Zers and really everyone for that matter. I think it's been a call out more recently about these are the audiences that truly, truly care about impact. And so you wanna get the story right on Giving Tuesday because if you're not demonstrating that impact you can certainly lose a donor or it might not be a donor that you keep. And we wanna be sure that we can have long-term strategies for keeping those donors that might show up on Giving Tuesday and really sharing that impact and storytelling. Also think about your voice, the voice that you want the messages to come from. Sometimes in organizations your leader is the only voice in your direct mail and sharing updates. Think about whether it's your board chair or maybe somebody that's been greatly impacted as a result of your nonprofit and think about how that voice might change or shift as well as add to and enhance the impact of the overall messaging. And lastly, creativity, right? Like we are oftentimes very reactionary in our organizations. We have a lot on our plates all year long. November comes along and maybe we forget the creative angles that we wanna take and the retrospective will provide you with an opportunity to set some time to think about what are the creative ways that you wanna do things differently? What are new things that you wanna try? And lastly, I say look to your left and to your right at your neighbors that are also doing the similar work because we know that as a campaign time this is the one time where every nonprofit in your area and across the country is sharing best practices. There are toolkits that are available. So really leverage that time and opportunity as you're doing those retrospectives to truly get creative and think about ways to maybe elevate your message while also thinking about long-term strategies for things that you might wanna change going forward. And now I will turn it over to John. We will talk about what you can gain from the retrospectives. Thanks, Kimberly. So I'm gonna go into some tactical elements about giving Tuesday retrospectives but I wanna sort of sell this idea on it first like why retrospectives are important. And I came from a nonprofit background and we didn't do retrospectives for a really long time. But once we started doing them it was an opportunity not just with giving Tuesday but with all campaigns to really kind of democratize the team cohesion that's happening to really hear from the folks that put in the effort that built the content that pushed out the landing pages that amplified things on social that did all the work to really make your giving Tuesday bring in the revenue that it did for your organization to really hear from them on what they thought worked what didn't work and things like that. It's really helpful to have the team hear about the effective tactics that they use so that they can be elevated. It's also great to hear about those key stories about the good work that your nonprofit is doing your mission-driven work to hear about the impact that it made on those particular giving Tuesday audiences. And then also identifying those top priorities for improving those capabilities. So it's really thinking about like this is what we did this year what can we think about this from the perspective of like shrink wrapping those things and putting them on the shelf so that when we come back six months, eight months, nine months, 10 months, 11 months to the next giving Tuesday we can look back at what we did. We have a good document in place. It's an institutional knowledge like Stefan was talking about really thinking about what are those things that we can take off the shelf and revisit for the next giving Tuesday. So that's really what we gain from retrospectives. I'm gonna delve a little bit into some of the tactical things in a minute here. So this is really to know where you've been to know where you're going. You really want to assess like what went well to keep doing these things what could be improved so what could be done better what went poorly, don't do these things again and what did your aspirational peers do? So I think it's really important to give your team especially the folks that contributed to giving Tuesday activities to really think about these kinds of things. Treat your campaigns as an opportunity to develop long-term strategies and enhance and build upon that culture of philanthropy at your organization. So on the next slide, I have a simple retrospective agenda and this really you could really dive in deep into retrospective depending on the time that you have with your team depending on how many folks might have contributed to the campaign from a content perspective from an outreach perspective from an application perspective. But I think at the top level the three most important agenda items would be number one, what went well. So think about what the things that you did that you should continue doing. Number two, what could be improved? And so those are the things like what are the things we should do differently? And that might be really obvious you might hear from the team right off the bat around the things that are improved that you wanna improve. And number three, what things should we stop doing? And you can go a level deeper so you can sort of build upon the fidelity depending on the time that you have with your team. So think about like, where should we invest our money or time next year if we stop doing things versus doing what we're doing this year? As far as like what went well like were there pleasant surprises? Did something do really well because of market conditions because of current events like Kimberly was talking about earlier? Like what were the pleasant surprises that something did a lot better than you thought this year? As far as like on the improvement angle like do we have the best information and data to make future decisions? I mean, that's a huge one. Like if you don't have a way of tracking some of the some of the touchpoints perhaps or some of the platforms or some of the channels that you're promoting or giving Tuesday work through like maybe that's something to think out for the future so that you have better data insights into that work. And lastly, about the things you should stop doing perhaps do you anticipate challenges that for next year that you can proactively address? So you can kind of refine this agenda if depending on how much time you have. On my next slide, I have a huge list of questions that you can go deeper if you have the time with your team to really focus on this during your retrospective and these are very tactical. So start with your high level questions start with those high level questions and you can increase the fidelity and detail of your inquiry as you listen and learn from your team. You can make adjustments based on how things went but I would start up here at the top ask your team like what was done differently this year from last year's? How did each outreach channel do? So if you're using social to amplify things obviously your website, email marketing maybe you're using a new social channel this year you know, TikTok, Instagram maybe that's something you haven't done in the past maybe LinkedIn for business is a new one. Maybe you've done something different with direct mail this year. How do things do this year? Okay, so you can start really high level you can ask questions about a particular thing that you might have done differently like in this example I've got did we increase budget or effort in a new area like for instance, advertising perhaps and depending on the amount of time that you have you know, where can you dive in and go a level deeper? Like do we have any results that can validate some of these assumptions that we had going into the Our Giving Tuesday campaign? Like for instance, did we intentionally attempt to optimize or improve one of our approaches compared to last year? Did we amplify a specific channel? How did each touch point fair this year compared to last year? And as you start to talk through this you know, this starts to point to why having a good platform in place with data allows you to make some of those comparisons year over year. If you're looking at something like an advertising budget like you might go a level deeper like how did our ads perform in general? What ad placements for the most successful and why? Was it the content? Was it the budget for those ads? Did the matching gift ads perform better than the non-matching gift ads? So you can really increase the fidelity of your retrospective questions, you know, with your team. You can choose to dive into particular areas that might give you some insights for the coming year. And as you move through this, you know, make sure that we're documenting this. Make sure that you're building that institutional foundation so that you can go back and look at your retro, you know, nine, 10 months from now so that you can start planning for your giving Tuesday, 2023. One thing to think about too that has come up this year that always should be considered when you're thinking about talking about a retro is platform changes are inevitable. So this year you may have done something a certain way. You know, there's no surprise if you're paying attention right now to Twitter, for instance, like, you know, nonprofits have a lot of reliance on Twitter and have in the past, but that reliance is starting to decrease over the past few months. So we've got advertisers that are leaving the platform and other platforms are stepping up. You know, you've got LinkedIn for business, there's Mastodon that's appearing. So there's a looming question out there that we, you know, nonprofits and mission oriented organizations should start thinking about for giving Tuesday, 2023. It's like, well, Twitter be around next year or will we use it in the same way we're using it this year? You know, if you've used Twitter this year for amplifying your giving Tuesday appeals, it may be worth thinking about plan B. You know, what would you do with that time and effort next year? How are you going to pivot? When do you need to make a decision? You know, these things are happening fast but they may take time to unravel. You know, you don't have to have the answers to all the questions in the retro but they're definitely next steps to begin discussions and planning around. You know, another consideration too that's not mentioned here is your platforms contain your donor information. So if they're set up to cultivate and document your most valued, high value donors, how are they configured to track giving Tuesday donations? You know, we've worked with a lot of nonprofits who have like a CRM system that is set up in a way that the CRM is capturing their high value donors. But it turns out a lot of high value donors have contributed to giving Tuesday, whether it's a $50 donation or a $2,500 donation. So these are valuable data points for philanthropy teams who are on point to manage and cultivate those relationships with high value donors to be aware of that, you know? So definitely think about how your data and your platforms can be more actionable and can be optimized in a holistic fashion around giving Tuesday as well. All right, so I'll pass the next conversation off to Stefan who's gonna talk a little bit about our February webinar. Thank you very much, John. This is just a quick highlight. We do have another webinar coming up that extends some of the topics that we, you know, have just covered and talked about today. I think in particular, the idea of understanding the role of our platforms, how all our platforms get stitched together, and we're very excited and proud to announce that we're gonna be partnering on this upcoming webinar in February with Civis Analytics. Civis manages a platform that is exceptionally tailored to that goal of ingesting huge amounts of data from lots of different places in a complicated campaign and allowing you to study it, analyze it, and perhaps most importantly for operating at scale, giving you the power to manipulate and then reinsert it back into your systems in ways that can be used in the future. And so I think in this upcoming webinar, this is our February webinar, we're gonna get a chance to talk about what that looks like. And it's particularly important in a year like this. I mean, every year is different than the last, but we are facing an era of pretty unprecedented change. You know, we have a high, record high inflation, like we haven't had in decades. We have a looming, you know, the threat of a looming recession. In being able to look at macroeconomic context like that, cultural context and changes, and being able to decide how are you gonna change your strategy based on that? It requires both a nimbleness and a creativity, a foresight, but then also the platform ability to act on those insights and act on those decisions. So this follow on webinar where we're gonna get more into the operations and tactics of the lessons that you'll learn from doing your retrospective. How do you put them into practice? That's gonna be the topic of this upcoming one, not our next one, but the one after that in February. And I think we, yeah, if you look in the chat, you should see a link to register for this webinar to make sure that you don't miss it. And I think with that, we're probably ready to go into questions. If anyone who's followed along so far has anything that you'd like to hear us discuss, please go ahead and throw it into the chat and we can take a look at that. I think I wanted to start off though, but I'll take the opportunity while I have the mic to ask a question of the group. And I'm not sure if this is more for John or more for Kimberly, but John, you made that comment about when do we need to know what's happening in the landscape to decide what we're gonna do with our platforms. And I thought that was a really, really good point. And to me, it spoke to the importance of governance, knowing when do we make decisions? What is the process? Is there a particular meeting? Is there a particular person whose job it is to make these decisions? And how do you keep track of that? Where do you manage the authority to change tactics? And I'd love to hear either one of you talk a little bit about what that looks like, both theoretically, but also just from your own past experiences. Yeah, that's a great question, Stefan. I would say it's definitely important to hold yourselves accountable as leaders and non-profits and mission-driven organizations like with this Giving Tuesday example in particular, like if you're gonna do a retrospective and you're going to hear about the things that worked well, the things that didn't work well and think about the potential landmines that are coming up for 2023, it's definitely a point of like at least team governance or self-governance over the Giving Tuesday campaign planning process, I think would be to go ahead and set a date on your calendar. When you start doing those initial planning efforts for Giving Tuesday for the coming year, get ahead of it. You may wanna think about getting inputs from the same team that provided the retro. Just some things to think about. Definitely want to get that date on the calendar as soon as possible so that you don't forget about it and make sure you bring that documentation, that institutional knowledge that you've gathered from your retro to that meeting so that you can say, let's pick off where we left off last year, because as Kimberly was saying, Giving Tuesday, it's a one-day event, but there's a lot of planning that goes into it, so you can make this retrospective become part of what informs that planning. Now, I think those are all really strong points. I think the other thing to keep in mind too, again, for those of us that are more insular to specific development roles and development leadership that have to show up at the larger table, and thinking about how organizations are utilizing certain platforms and system tools, it's a great call out to have the data show the backdrop of where changes need to be made and why those changes need to be made. So I think it's really important as you're thinking about systems and framing or even thinking about staffing needs around certain times of year for development work, it also can really strengthen and support the narrative of what's needed to really impact deeper results and development. Another thing that's a little bit different from the question that was just asked that I would be remiss if I did not share, is as much as an ask strategy is important, a think strategy is also important. So how are we thinking people? So thinking about the larger stewardship components to campaigns, and it's something that I did not call out, but there's really great strong data that suggests the ways in which donors come into the organization is one thing, but how they sort of stay on the organization can really be reflected on this after piece. And so again, I think it really adds another bullet point if you will as to why a retrospective can be so important because we wanna make sure that those that have engaged with us, that have taken the time to go to the website, to click the link, and certainly to give and donate to the cause, also feel that they're embodied and felt their presence throughout the organization, not just for that day, but really, what's the thinking strategy and how are we utilizing those across organizations as well as other tools that can make that strategy very successful, but also very efficient and uniform across all the platforms. Excellent, excellent points, Kimberly. John, I think our next question is probably a good one for you. We've talked a bit about the kinds of platform changes, how do we evolve our infrastructure based on the lessons learned? I know you've worked on a lot of projects like this, particularly architecture enhancements, building new capabilities for organizations. Can you give examples of platform changes that you've seen organizations make based on lessons learned from the past? Yeah, I think one that we're working on with several of our clients right now across PTKO is like the Google Analytics for Migration, thinking that with Giving Tuesday, like if your website is a big driver of outreach and you've got data around how people are using your website, how they're interacting with your forms, how they're reading your blog content and your thought work, like really thinking about, okay, well, Google Analytics, that version is going away. There's a new version out there. And this is a topic that I know Stefan is very well in the know of, and we have a lot of thought work on our website about it, but just thinking about how does that, what does that mean for Giving Tuesday 2023? Like how are you gonna compare the Apple data to the Orange's data? It's in Google Analytics version four. Another thing that I've seen organizations think about adding to their platforms is often organizations will have a disconnect between their sort of their digital grassroots or low dollar donation fundraising and their high dollar donations and fundraising. And sometimes that can be tied back to a CRM or multiple CRMs perhaps. So we've seen some organizations that have multiple CRMs that they're using for the low dollar donations or the grassroots donations and there's a disconnect there between the digital side, the grassroots side, the low dollar side and the high dollar side. And often that points to that holistic need for an ideal contact model in organizations. So really thinking about how everyone within a philanthropy team or development team like should see the people that they engage with whether they're low value donors, whether they're advocates, whether they're plan givers, whether they're major gifts, donors. So really thinking about how the systems and platforms are capturing the data that is going to help you make better decisions in the future. I think there's also a component around like, just more like data privacy, there's suppression like how organizations are maintaining like opt-ins and opt-outs of email and direct mail and things like that. So really thinking through, is your platform set up in a way where if you receive a request to your website or through the phone that it's gonna end up in a place where the people that need it most can see it and can act upon it and do something with that data. Something with advertising I've seen is, folks have pivoted from Twitter advertising to LinkedIn for business. They're using Google search ads more.  So I've seen a lot of platform changes around more tactical things like advertising, social media and how that shows up as well on these backend platforms. Very good, Kimberly did you have something you wanted to chime in there on otherwise? My next question is probably best for you, Kimberly. We've talked a lot about the principles of retrospectives, that you sort of the theoretical value, the role of a retrospective and the campaign life cycle and how to build capabilities off of it. But of all of us, I think you have probably sat through the most retrospectives for Giving Tuesdays in particular. Can you give us any specific examples, tactical examples of lessons learned that you've seen teams take away from conducting a retro and then down the road how that actually gets implemented, how you've seen those lessons learned to put into practice? Yeah, sure. So the first thing I'll say is you really need one person in your organization, perhaps outside of your lead of development focused on Giving Tuesday. It can be a project that's doled out even if you have a really small development team. But what I found is the greatest success when doing a retrospective was there wasn't a core central person that could really target and think about all the things that go into Giving Tuesday, both the lead up, the actual action of Giving Tuesday itself and then certainly the after. And so thinking about that, I think that's one of the most important things to do. It's also important to look at, again, who gave during that period. And I think sometimes, again, in the busy nature of development, particularly in November, we sometimes forget to pause and actually look at who gave. But you can really unmind some really great donors that might actually be much larger donors that might have given a small starter gift, if you will, to your organization and come to find out, they're a good friend of a board member who actually has much larger capacity. So not looking at sort of the aggregate of who gave overall, but really breaking down the data right then and there to understand and gain a bigger picture of who actually supported the organization during that time. So that's been really important. The peer-to-peer piece was something that, again, at another organization was incredibly effective, but also really empowering as you think about what are the ways that you can bring your either volunteers or people that are huge fans of your organization into the work that you're doing by really leveraging their own social media platforms. And so thinking about, I think was mentioned earlier, how do you leverage them to support and utilize toolkits? When I think one year, we didn't have toolkits for the volunteers. And so I think while they did their own messaging, the next year we found exponential returns because we actually had set toolkits, we had timelines and conducted a mini training that really greatly empowered them, but also reduced the time, if you will, for them that they would have had to spend to try to find a really cool fact or a nice picture. And so those were some of the main highlights of some changes that were made. And lastly, the most recent Giving Tuesday was really the change of the voice. It really does matter who is doing the outreach on the other side. So even if it is ghostwritten by your development team, talking to people and using videos, again, maybe it's a day in the life of somebody that's been greatly impacted by your organization and they get to have your social media handle for the day. And it's really incredible to see, again, where that impact might reside versus your executive director or vice president of development saying, here's the impact that you can make on Kimberly versus Kimberly saying, this is so great because of this organization. I've had better education outcomes. These are the great work that I'm doing as a result of the support from this organization. And really putting the persona behind, again, where the donor impact goes. The last thing I'll say that was a big change for some organizations I worked for from year to year was on the Giving Landing page, making it simple to give, as well as having a section on that page that said, why do you give? And it allowed us as a team to then go back to those notes and say, okay, this person said that they gave because a family member was deeply impacted. When we give them a thank you call because we did that prior to sort of the advent of all the things that we do only electronically, we used to pick up the phone and call and say, thanks so much, Stefan, for your gift. We understand that your cousin was deeply impacted by this organization. Are there other things that you're interested in? And really, I think donors appreciate the fact that the extra step is taken to not only recognize their gift, which in many cases can be averaged around $100 or less on Giving Tuesday, but really understanding that maybe they wanna support the organization in other ways throughout the year. And so just that's another great way to personalize, again, the data and the segmentation and pulling of information to really drill down to who is actually giving on those days and during that campaign. Brilliant examples, love that, thank you. Thank you, Kimberly. All right, well with that, I think we can go to our final slide, which is just to say thank you to everyone. Thank you for tuning in and engaging in discussion and getting those questions in there as well. I think I wanna say from all of us, how much we appreciate the mission-driven sector, all the work that everyone has done over this year. And we hope each of your organizations felt duly rewarded on Giving Tuesday. Our way of giving back in addition to participating in the work that we do with our clients is to provide content like this. And so we really encourage everyone in the sector to look us up, come to our website, ParsonsTKO.com and we offer a wide range of content, written and video, a podcast and events like these and occasionally in person in select markets. And we really are looking forward to building the community of practice and helping to contribute to organizational capabilities with this kind of content. So thank you all so much. And we look forward to seeing you next time.


God is pissed.  The God's anger carried by Amos turns out to be directed at Israel, God's own people, maybe at us. Even your sacrifices and your holy days, the things you claim to do for me, I'm not interested. Not when you oppress the poor and exploit those in need. So what does God want? Instead, I want to see a mighty flood of justice and endless river of righteous living. Until then, expect exile.


MIB International is the latest in the series of men in black films and the fourth installment into this franchise If you want to see this movie if you are a fan of the MIB series Then I would say go and watch it.  This is a fun film. There's a lot of action energy I'm Really predictable plot, but again B movie not the best plots in the world, so I'm not gonna really fault it there It's just a product of what style of film it is Honestly, I would recommend this solely on the fact that if you want to see a bunch of creative aliens Which that's something that MIB franchise has always done really well. There are a couple of nods to Like defer other MIB films especially the first one where it has the whole J saving the world with K thing as a picture and then it shows a picture of H and T saving the world as shown in the very beginning of the picture. Yeah, I'm not even gonna sugarcoat it Yeah, H is an agent and he has saved the world spoiler alert Yeah, I mean K had done the same thing in his time, too It's not like that wasn't a surprise to expand on what I said about the verdict the predictable plot Yeah, it is one of the most predictable film plots. I've seen in a while It literally starts off and I'm like, okay. Well, I can see how this is going to go And that's the road. We're going down. All right then So if you don't like predictability don't again I'm gonna keep going back to this the MIB franchise are B movies. They are not Supposed to be taking that seriously.  They're popcorn films. That's how I've always seen them I don't see them as anything else. I can't see them as anything else. So for me I can't be super freaking harsh on this because it's not really anything other than a B movie And it's not like it's trying to be so you know, I can't fault it for not having the best plot and Honestly, it doesn't have to it's fun. It's entertaining and that's all I wanted from this film Yeah, so I would say for me I would recommend this film solely on the fact that it's MIB and it's a B film And I love those if you don't like that I wouldn't recommend going and see it for me this foam roll to 14 highly entertaining to someone who enjoys the MIB series and likes creative alien crap like I do but not high enough that It doesn't warrant unless you really like this franchise like I do You probably aren't gonna get really any enjoyment out of so that's all that I have for now guys As always have a great day. Peace out


What up everybody, I'm Joe for Jaspy's case of breaks.com coming at you with a one-box random team break number 72 of 2020 21 panini immaculate basketball. Yeah, these guys All right, and a quick little one-box break From a fresh case big. Thanks to this group for making it happen Really appreciate the people who bought spots straight up and thank you to these guys for taking the risk on the filler And congrats All 30 teams are in let's roll it and randomize names and teams Four and a six ten times one two three four five six seven eight Nine and 10th and final time Got Daniel on the pole down to ed p in the 30 spot four and a six ten times For the teams three and 10th and final time after 10. Good luck everybody rockets down to the Brooklyn Nets All right, Daniel you got the rockets Bobby with the Nugget Zach with the Hornets nice Alex with the wizards Daniel with the Bucks Bobby with the Spurs Donald with the Kings Bobby with the Warriors and the Sixers Daniel with the Gris Bobby with the Jazz Steve Birch got my Lakers Elliot with the Hawks Steve Birch with the Raptors Zach with the Celtics Donald with the Cavs Steve with the Sun Simon with the Mavs Alex with the Pells Daniel with the Heat Steve with the Thunder Roy with the Bulls Alex with the Knicks Nicholas with the Trail Blazers Steve with the Magic Ed P with the Clippers Alex with the Pacers last spot mojo Daniel with the T Wolves and the Pistons and Ed P with the Brooklyn Nets All right, we're gonna pause the video when we come back We're gonna see if there's any trades in this quick little one-box break and then we'll have the break itself stick around BRB All right, welcome back ladies and gentlemen trade window closed So no trades the list remains the same D Lo is here. There's Daniel Who's got the gris who's got the T Wolves my kingdom for an ant man or a jaw an Ant-man an ant man my kingdom for an ant man. All right Good luck Daniel and everybody else. There it is 20 20 2021 Immaculate basketball it's regular hobby edition five boxes fresh case Let's see what we got So we got five boxes We're gonna roll the die one two one two three four five just straight top to bottom One two three four five obviously if I roll the six I'll just roll again One top box Easy All right now these other ones will mark RT so no they're for the random teams The next one box break is in the store right now So we're planning on X amount of fill full spots I think 12 12 12 spots 14 spots straight up and then we're planning on two fillers But as always if the full spots are moving quickly We can cancel a filler add full spots back in like we did with this break actually And we can do it that way All right. Good luck. Just a quick little box Quick little break But since we split this team up into a random team break the per spot is not Not as crazy as it would be price-wise if it was a full Pick your team full case random team break or a one box pick your team The fillers will help you be able to win Spots at a fraction of a price as well Which is always nice We got the blank side of this card to hide the hits good luck everybody we have We have Kevin Durant 81 out of 99 Brooklyn Nets Ed P With Brooklyn the Nets aren't like a three or four game winnings tree We've got Kevin Durant's former teammate Steph Curry 36 out of 99 Low world champ hangover, maybe Warriors have started off the season a little slow I mean they looked they looked great last year and They look great at times but But they've been struggling this season some of the guys. I think they expected to do well Have have not done. Well James Weisman isn't struggling greatly We'll get it We'll click we got Anthony Edwards a big piece of his jersey Six out of 50 That's a great-looking patch there jersey numbers patch rookie jersey numbers patch That's for Daniel and the T Wolves Think it was that preseason prism Dan. What's up? I hope so as a Lakers fan I hope AD goes off tonight, but Is Robert Williams back? Yeah, this is pretty cool Yeah, maybe that preseason drama between Dramon and Jordan pool did that just set the tone for a weird season? Maybe Another one. Here's our first auto of the box Glenn Rice 42 out of 99 signature moves Charlotte that's it. That's actually pretty cool design right there. Let's bring that back Zachary with the Hornets with Charlotte with a spot that he won in the filler Got randomized the Celtics or sorry the the Charlotte Hornets that is Going to you so you think silly us? I mean, that's that's one of their better rim protectors, right? Anthony Davis should be able to feast all right They have past and present signatures Mike Conley 78 at a 99 Utah Jazz Bobby with the jazz Jazz started off the season really nicely. They're hovering around 500 often I think don't expect them to after moving go bare and Mitchell playing some good team basketball All right Final one here. It is whoo Hall of Fame inductions 17 out of 25 The big Aristotle the big diesel Shaq daddy Sheriff O'Neal Shaquille O'Neal Lakers Steve Birch Who won that spot in the filler got randomized my Lakers and ends up with Jack? Nice on-card auto from him too. He's looking good there. He's happy Like the like the old Hall of Fame great autograph here. Got the number inscription up in this too Out of 25 Can you dig it? Shaquille O'Neal nice one and that's that boys and girls Some nice stuff here, but we did not see a big rookie name So Jasper's case breaks calm We've got another just one little it's a nice old snack little one box break loaded up Check it out on Jasper's case rakes calm and I'm Joe and I'll see you next time for the next basketball break. Bye. Bye


So my name is Bernadette Hendricks. I have been a nurse since 1984. I have been a CRNA since 1994. I am the director of the nursing anesthesia program at Goldfarb School of Nursing at Barnes-Jewish College. I serve in that role, but I also serve a second role. I'm the director of CRNA education and research for Washington University Department of Anesthesiology in St. Louis, Missouri. And I do practice one day a week, still in the operating room, providing anesthesia. So how do I choose which organization to make a donation to, a monetary donation? It's something that I'm very passionate about. And the patient safety movement is something that I'm very passionate about. I want to say that we never, as healthcare workers, we never cause any harm to our patients. Unfortunately, we're not there yet. I think awareness is the key, but we want to keep continuing that goal of saying no errors will occur while somebody is in the hospital. So the Institute of Medicine put out their report a long time ago about how important it was to be aware that medication errors are occurring in the OR and medical errors and that we need to strive to decrease those medication errors. I think now it's even more important to take that message from the patient safety movement and say, let's have a goal of zero medication errors. We don't want anybody to be harmed when they come to the hospital for surgery or for addressing any illness they have. We really need to say, this should be a safe place. They should get the care they need and return home. When I became the program director of the nursing anesthesia program, I've had students in the past make medication errors. And so I decided that each year I would give a presentation to them on medication errors before they started in the operating room. And the interesting thing is they're all ICU nurses before they start our program. So they're familiar with medications, giving them they're familiar with, that make sure you check patient medication amount, time, route before you give any kind of medication. But it just seemed like each year I have at least one person who makes a serious medication error. So I put together a presentation on reducing medication errors. And I talk about how we all always give IV medications in the operating room in our role as a nurse anesthetist. And we've got to be careful because we have a bigger impact. And I talk about statistics and about one in 130 anesthetics that we give, we tend to make a medication error.  And so, unfortunately, we still have students that make medication errors. And so I saw an email from the ANA that asked about CRNA that might be interested in participating in a patient safety movement on medication errors. So that's when I signed up to be on a committee on addressing this. Our goal as nursing is to take care of these six sick people when they come to the hospital, they're vulnerable, they're ill, they're, or maybe they're not ill, they're just nervous about having surgery. I was a patient one time and had surgery, I had a scope on my hip when I injured my hip. It's very frightening to come into the hospital and to have this done. You don't know people, yet you're putting your trust in them that they're going to look over you and take care of you. And especially when you're put to sleep for surgery. And I think we have to just make sure that we can say, we are going to take the best care of you while you're under anesthesia or while you're in the hospital. And we will look over you. And I always say, give anesthesia to a patient as if it were my daughter or my son or my mother or my father. And do the best you can while they're in your care. And that's important for people to trust you while they're in the hospital. And we should be doing that with every single patient. I am just shocked that there's still so many medication errors occurring. And even, I give this hour long presentation to the students, I give examples. So I touch their heart. I go over the statistics. So they know the statistics. I tell them, triple check, you're giving IV medication in fact, you can't take back once you put in the IV. Yet still, I think there was one class and since 2004 that did not, none of the students made a medication error. The rest of them, there were at least one if not two or three in each class. And I just, it just breaks my heart. It's like, why does this still occur? But a lot of people have no idea of the harm that is occurring in the hospital. So I think awareness is important. And then also just making providers be more cautious. I think it's important to donate to this movement, patient safety movement, just so that we have money to send the message out there. Anything you do costs money. And so we need to really strive to say no medication errors. And we need to have everybody involved with that, whether you're an anesthesia provider or a nurse or a physician, any kind of worker in the hospital needs to be aware of this, just to try to say, okay, let's not, let's be aware of this and be very cautious and try to decrease that amount and have a goal of zero medication errors.