Good morning all friends. I'll be speaking to you about healthy heart or you know lifestyle management to prevent the heart disease. So I'll keep it simple without much of a charts and the data and this is a lecture about you know baseline and indicative of how we should go ahead for individual person, individual you know assessment and treatments or the prevention methods are applied. So you know the heart disease, common heart disease we will be speaking that you know coronary artery disease means you know the supply of the heart has got three blood supplies in which if there is a block then we call it a coronary artery disease and blocking and by a blockage of it it causes you know heart attack or angina heart pain and we need to improve that situation that we call as treatment of the coronary artery disease. So we I'll just show you a few things about how do we treat mechanically and then go ahead with telling that how these things develop or what are the risk factor for it and how we can you know reduce those risk factors and buy healthy lifestyle or properly following the directions of a doctor. So this photo shows that on the top most left they chose the blood supply when you cut open then you see the blood flow is going very well and then in the left lower panel left side you see cholesterol, fat is depositing and the blood cells are depositing and it becomes a fatty block you know the fat deposition along with the cells and that right lower most show there is a blood clot in between.  So this is what the pathology again this is a moving diagram or moving picture shows that the black area is showing that there is a blood supply block there is a cholesterol fat yellow block on top of that suddenly the blood clot forms and then there is a heart attack you can see the black area expanding this area is getting damaged so sudden blockage of a supply leads to heart attack. So if you see coronary artery disease or the in common language the heart disease is a major health challenge in India we are already diabetic capital of India and hypertension and coronary artery disease also makes some in our country. It's lot of it is related to changes in lifestyle economic development apart from genetic factors decline in the west or stagnant in the west due to aggressive modification of lifestyle by entire population as well as they have you know done the you know formalization of health checkup at a periodic level so you cannot escape then you can detect the things much better. In India roughly you can say it's doubled in last 20 years and projected to increase more and more and there are no major data here in the sense that you know we don't have a nationwide data but you know few studies give you some such idea urban is you know more prevalence of this disease and rural is lesser although rural area also catching up there is no difference in north and south much it's based on the study only what's uniform all across India if you see the impressions of the doctor. For the coronary artery disease what we have the heart disease we as in you know South Asian people have a four times more risk than a white Americans of Caucasians six times more than Chinese and 20 times more risk than Japanese so as an ethnic group or a race we genetically are more prone for that and there are a lot of theories about it one is thriftogen theory where is because we had a lot of feminine and pestilence time so there will be a period of where it will be feminine and there will be a period where you'll have good food available so our body has developed genetic structure like that during time of good food availability the food the in forms of calorie and fat will be stored around the stomach and inside abdomen and during time of feminine it will be utilized but when we have round the clock around the availability of food in modern times and high calorie food this same genetic mechanism becomes deadly for us so Indians run the highest risk for heart attacks and especially the problem is we have more risk of heart disease in younger age group in 30s and 40s and the reason is that the thing is that the risk factors what are good for you know the genetic theory theory I spoke about that that comes into picture early in life and the risk factors the traditional risk factor which used to develop after 50s and 60s we are seeing them in younger population along with that this is in 30s and 40s are one of the most productive years of a person where maturity and you know is there plus you know working ability is there so our younger population is suffering more and this is one way of finding out the exactly there are so many ways to find out the exact coronary artery disease coronary angiogram is the most common one most of us know so I won't be dealing with in detail this is how we find out when there is a block be treated by angioplasty or a bypass if it is required otherwise medicines are the common treatment so in angioplasty we would put a wire and on top of that we put a balloon and open and displace and fracture the cholesterol block followed by to prevent it from collapsing you put a spring and then we give that is known as 10 we give good medicines to reduce the we blockages bypass surgery is a different option it is a surgical option where we put a small tubes taken from the body itself veins and arteries and bypass the graft so pre symptoms of a heart attack just to I showed you the treatment the disease now we just get an idea about you know many time people who are coming with heart attack many of them will show some science and symptoms in within last 24 hours up to 4 weeks so if they are you know assessed properly or understood by the patient or by the general public because of the education or the referring doctor who refers to the tertiary care then we can reduce the chances of heart attack worsening or coming up before major heart attack happens in small minor attack situation and stable angina situation only we can detect it and because you know sudden cardiac death is the worst manifestation of heart attack and many time people don't get the time to reach hospital that's one of the major reason we should you know diagnose the heart disease earlier reduce sudden death and reduce damage to the heart also so heart attack prevention or healthy heart is a myth or a reality as usual the truth is somewhere in between it's neither a myth but it's more close to reality where you can reduce the incidence and prevalence and severity of heart attack and heart disease you may not be able to prevent it all together so let's see what are the things which are causing the heart attack most of you will know what I'm talking about because in the newspaper, magazines, TV, it comes you I'll just present doctor's perspective on that as a cardiologist perspective so there are risk factors for heart attack your heart disease it falls into two categories one is non-modifiable and one is modifiable non-modifiable means you cannot change it like age sex families you cannot change it your age the sex you cannot change in a broader sense family history if you have severe family history of heart disease early you will not be able to change it there are modified risk factor which is a bad cholesterol and triglycerides if they are high smoking or tobacco in any form diabetes whether mild or severe same only long-standing diabetes has got more trouble high blood pressure obesity and lifestyle which is a stressful lifestyle these are common risk factors which we deal with that which we can prevent from causing its worsening so the lipid or cholesterol abnormality you don't need to remember all these things but what do you say when you do a check up you should make sure that your cholesterol by the either treatment of prevention remains in proper range just taking medicine and having a precaution is not good enough your values also should come down because these values are silent values they won't cause any symptom they will cause the disease and disease will cause a symptom so total cholesterol more than 200 not good LDL is a bad cholesterol if it is high otherwise it is required in the body more than 100 for most of the heart patient or there is high risk heart patient should not be more than 100 HDL good cholesterol less than 45 in general for it is not good and triglycerides more than 150 so you see that it's very well you know documented that what should be done now there is one lipoprotein A that is the one type of cholesterol this is genetically determined by birth and because of that your diet and all has got no change no effect on that and lipoprotein A more than 30 milligram percent increases the risk of heart disease by three times even if your other activities or other parameters are normal and if total cholesterol is high means normal cholesterol is also high than it 14 times it's a multiplicative risk you cannot change it and you can only you know there are few medicines which can reduce it but they are not the first line of medicine to treat that so you have if you have this is also high then it makes more sense to control your other factors so tobacco in any form especially smoking you know it accelerate heart disease by decreasing the good cholesterol that is HDL increasing the bad cholesterol that is LDL and triglycerides it increases blood pressure like people who smoke and come or take tobacco come you will invariably find BP sites well known that it promotes significant clot formation in the blood system because it causes the vascular the blood supply lining damage and it and reduces the response to hypertension medication you know BP medication if you take any keep on smoking the medicine effect also comes down this is apart from causing damage to the lungs and in smoking either you are a smoker or non-smoker there is nothing as such that you know less smoker more smoker it's a smoking years you should see and less smoker more smoker more comes out with a you know lung damage how much is it can cause so diabetes is bad in the sense that it chews up the whole body from top to bottom brain eyes heart kidneys legs apply it causes everything in the body apart from and you know you can say what not it causes so it causes increase cholesterol deposition in the blood supply lining even if your cholesterol is not very high because it makes it very sticky it's a general term I'm telling it also increases clotting in the body and the vascular supply and it causes increased hypertension by affecting kidneys also so it affects the cholesterol it affects the blood supply it affects blood pressure it affects the clotting or you know blood thinning in the body so now if you if you see the sorry if you see in smoking passive smoking is also hazardous and vaping that you know non-tobacco smoke is also not good it's bad for lungs and it still can cause heart trouble so whenever a person is not a smoker we pay attention that a patient is a passive smoker because that is at least 50% of the risk you inherit of a smoker because you are in between the smokes. Hypertension is a usually is a combination of genetic and lifestyle so if your parents are hypertensive your higher chance of being hypertensive despite of the best of the prevention but lifestyle is also equally important because you know overweight smoking excess salt intake these things will cause high bb and a combination of you have risk factor like high blood pressure and cholesterol it multiplies the risk it doesn't like 2 plus 2 doesn't become 4 it becomes 22. Obesity let's see its simplest thing is more than 20% of over ideal body weight is obesity. Obesity it increases bad cholesterol decreases good cholesterol it causes high blood pressure because weight increases blood pressure increases it causes increased glucose levels impaired glucose tolerance and finally leads to clear cut high sugar levels and central obesity is much more dangerous that is you know obesity around the waist and it is measured by waist hip ratio which in Asians is much better indicator than bmi so waist is ratio is more important body mass index is another major to think to measure the obesity it's not truly indicator because even muscular patients can have high bmi and ideal keeps on changing in you know 20 to 25 was the earlier definition it keeps on changing to you know 18.5 to 24.9 but above 25 standard your overweight obesity above 30 and above 40 extreme obesity there are formulae to calculate it there are apps you can calculate your body mass index so now if you go for the you know how to prevent your risk factors are developing or how to reduce your risk factors from creating trouble become going out of control so lifestyle is the last thing we see and then we'll go on that so lifestyles it doesn't cause the disease on its own but it increases chance of having disease if you are already having risk factors so stress at work increases the blood pressure mental stress leads to more bad hormone production and causes you know stress on the heart and it can precipitate unstable situations like you know angina rhythm disturbances and stroke and heart attack so alcohol another this thing alcohol is another risk factor if it is not in moderation mild alcohol use is safe but heavy drinking frequent drinking can cause increase in hypertension impaired clotting ability leading ability of the body and it can cause fatty liver and it can lead to you know trouble so in moderation it's fine so risk factor modification let's see quickly smoking or tobacco in any form is absolute no no you should cause stop complete sedition there is no half smoker or half tobacco use this is a you know misconception that if you reduce your smoking the risk comes on no if you completely stop smoking or tobacco it takes two to three years to reduce the risk to a level of non-smoker provided you already have not developed heart disease which may be silent or not silent blood pressure simplest is below 140 90 preferably keep below 130 80 because simply taking the medication is of no use you need to keep on checking it so that your medicines are working to bring it down below the target so most now the most of the patients it's easy to have a home vp instrument which is in electronic which is very simple it gives a good value and it gives a correct value in most of the situation you should need not worry about that over to obesity you should maintain ideal body weight or within plus minus 5 kg of that this is what is the required everybody cannot maintain ideal body weight so let's see how do we do these things cholesterol is not always drugs you know drugs come into picture when diet and exercise fail in some situation like acute heart attack and all we need to keep the cholesterol level artificially low so that's why we reduce the this thing by medicine only because the only by diet and exercise you cannot reduce to a very low levels so all three are important just because you are taking the diet for the cholesterol medicine sorry medicine for the cholesterol doesn't mean you can stop diet and exercise that should not happen so now we go to just simply guideline for exercise exercise means people think oh some great thing no any form of activity is an exercise the simplest one is walking a brisk walking people can jog they can cycle they can do aerobic activity by seeing youtube videos which are for 15-20 minutes is more than enough if you do high intensity interval training to do medium intensity 30 minutes is fine so it should have five to seven sessions per week five is ideal total 150 minute per week of moderate intensity activity is good enough if you are doing a heavy activity like you know HIIT and then running in very heavy sports single like tennis then 75 minutes per week is also enough duration average if you divide it it comes 20 to 30 minutes per session but if you don't have time people have complained that I don't have time 30 minutes so you can do 10 10 minutes of three session in a day if if you don't get time at one point of time you know in one session or 15 minutes of two sessions in a day whenever you get time now what how do you know now that nowadays you know you have lot of apps which guide you there are a lot of youtube videos if you don't have apps but if you don't have anything and you just want to know what should be your target level so usually 70 to 80 percent of target heart rate you should have when you are exercising and you can just check by pulse also you don't need a smartwatch and all so how do you calculate your target heart rate it is 80 85 percent of maximum heart rate for your age so if you use you reduce your or subtract your age from 220 that comes you know maximum heart rate 85 percent of that is that your target so is very simple if you have if you are confused you should make if you are not very old and frail then around 120 to 130 is a very good option for most of us or 140 to 150 is very reasonable option for us now what is the like I chose three sessions training each also now weight training also should be done intermittently because only aerobic exercise with will not strengthen your muscles that much and muscles are very good fat and sugar burner so they act like insulin so if you do weight training your muscles come into picture and then you burn more glucose and fat and also you don't get injury because unless you do muscle and weight training you will get a lot of injury if you are doing only aerobic activity so twice a week average or twice a week you should do unless you are a professional trainer and you should do rotate all muscles and joint groups like one day you are doing upper upper limb or you know hand and chest then other time you should do legs then third time you should do back and abdomen it's like that you know body upper middle and lower and if you want to repeat exercise for any the part like upper body you want to repeat so wait for at least 48 hours simple now what happens that if you are walking brisk walking you don't want to do a fast jogging or any other activity so how do you decide you are walking briskly not very slowly because whenever we walk after some time you will come back to comfortable position without knowing it you know your speed will automatically come down so keep it up the definition of brisk walking is that when you walk brisk or do any activity briskly you should be aware that your breathing is become much faster but higher so you should be aware that now you are breathing more than normal but you should not be you know you should be able to complete a simple sentence like hello how do you how are you without any breathlessness if you are not able to complete a single simple sentence because of breathlessness it means you are doing very heavy activity you can do it but you know that this is going beyond control so this this is the definition of a mild to moderate aerobic activity and whenever you use a weight to lift like an amateur if you are not don't have trainer like dumbbells on other things so if you do any group exercise or any muscle group exercise usually between 8 to 12 repetitions you should be able to do without any difficulty when you do first time if you are not able to do even 8 repetition first time and you try with that weight it means too heavy and if you are able to do more than 15 repetition very easily without getting any trouble it means pretty low for you so you should be able to do 8 to 12 repetition in the beginning with the weight whenever you use a weight in the beginning or you change a weight and then you can go on and you do three sets overall for each muscle group this is a very simple one without any trainer you can do that so now when other rule of exercise is always warm up and cool down so in 30 minutes exercise in 5 minutes you take to warm up and then 5 minutes you take to cool down and 20 minutes is the medium intensity you can do avoid extremes of heat and cold like a lot of people have this notion if I don't sweat very heavy it means I have not done very good exercise no the sweating is a mechanism to cool down your body if you are perspiring very heavy and you because you think sweat is good and you are not using a fan if you are using at home or in the gym there is not proper ventilation it means your body is not maintaining its you know cold and heat balance properly so you should have either fan or you should not have excess sweating without any reason you know you should have a proper sweating that's what you should train regularly avoid excessive peaks you know you can't compensate by doing only weekend exercises for the whole it will cause it will not give that much benefit it will lead to more injuries and there are sayings that you know no no gain without pain no the pains are not good for joint and for the muscles it means you know there is something wrong is gone so you have to report all symptoms to your doctor if you have muscle pain because muscle injury can be very nasty then last thing which people forget is that stretching you know you do exercise but you don't stretch before and after stretch exercise you should do all muscle activity this group stretching there are good videos video video for two minutes and five minutes you can do that without stretching you will have more injuries and less benefit diet this is an ending topic and diet is each time things apart from the basics there are a lot of concepts keep on coming a lot of information keep on coming so I'll be talking about general thing for the specific thing people should always take the health profit dietitian you know just don't eat this don't eat that will never work properly for most of the patients you know if you want a target of the proper weight proper your blood parameters for sugar and cholesterol you will need an opinion of a dietitian at least once so that you understand what's going on so we all know that plenty of fiber rich foods whole grain vegetables are good lot of salads and seasonal fruits are important you should not take fancy foods seasonal fruits are more than enough the oil we should use one table spoon for oil for per day for each person is good enough but if you want seasoning you can use little bit of oil tea coffee you should keep in moderation if you want to take more you should you can use unsweetened fruit juices in limited quantity because they are also not you know free of calories the now if for non-veg there are so many instructions and advices but I'll keep it to the very simple usually if you take chicken lean portions are good and the skin less egg white is very good except we have you know when your proteins are restricted like kidney disease but egg whites you can take whatever how many quantity you want if you want full full egg most of the heart patient can take whole eggs per week I mean this is rough indicative about old American studies but we also can take it those who are not having cholesterol or healthy people they can take one whole egg per day that's not a problem fish usually for healthy eating twice or twice a week is good enough ideally not fried in oil but if you want to fry it it's less is much better and as far as oils are concerned always common query no oil single oil is complete you should rotate two or three oils in a year like two months one oil and then I've changed it two or three months like that so two or three oils in a year you should change there are a lot of concepts about mono unsaturated fatty acids saturated poly I think the general public may not need to go into that details good oils have bad oils earlier concept now the bad oil concept is not there the so-called bad oils are not very desirable oils were coconut palm oil and this dalda hydrogenate fat the oils which at room temperature become solid are usually full of saturated fats earlier they were strict no no and this includes ghee but now the concept is in limited quantity occasionally you can use it it gives you a saturated fat but which is required in body but not in too much of quantity it should be sparingly used the good oils are mustard sunflower safflower so having canola olive rice bran ground nut oil so olive oil one thing is there by you know we should have a most of our cooking is you know the what you call beef frying that should not be the use of olive oil olive oil is mostly for seasoning in the salat or shallow frying very less heat you should use it and one thing is there do not repeatedly use when do not use the oil again and again what you are used like morning cooking cooking oil what you left over should not be used for the evening cooking because repeated use of the same oil portion generates trans fatty acids trans fatty acids are much worse they are hydrogenated oil they're usually found in your our fast food like you know samosas pizzas burgers and all fast food cooking has a lot of trans fatty oil and so trans fats they are the one in even limited quantity can cause significant cholesterol deposition in the body and can cause trouble so that's why the fast foods you know they are not that great in terms of you know cholesterol control alcohol same again you know big topic ideally avoid alcohol it's better said than done you know it's not possible so a lot of people ask there is a wine red wine is good protective shall I take it so we say if you're not taking alcohol or wine as such nobody will give you a prescription or a advice of take red wine and then your heart will become okay no if you're already taking alcohol then stick to the limited quantity and if you're happy to take wine then red wine is has slightly protective effect overall on the heart and so many things so maximum safe daily allowance is indicative only it doesn't mean you can take daily like that if people are taking whiskey is around 60 ml per day beer 700 wine 120 ml for women half of this is safe the liver has a capacity to metabolize and this is what it can metabolize regularly and more than that will lead to more calorie intake and more damages to the an overall body system people should be very careful that okay you are taking alcohol but the heavy snacks along with that will give you a lot of calorie salt and cholesterol and sugar so the snacks should be very very careful in that and mostly salads or after meals if you take these are cold it is much better so you avoid double whammy so if I summarize very quickly that 035140530 it's just a simple mnemonics and given 0 means no tobacco 3 means walk 3 kilometer average per day or 30 minutes of moderate activity five is the portions of fruits and vegetable per day you can mix and match 1 for 140 is your upper limit of the systolic blood pressure and if you forget 530 is given for the same to remind you so these were the you know tips to reduce the chances of the heart trouble and maintain a healthy heart not only healthy heart you can maintain healthy kidney and healthy liver also an early brain along with these things so as they say in Bhagavad Gita chapter 6 you have to rise by yourself as yourself is your friend and yourself can also be your enemy so you have to choose that for your healthy heart you want to be your friend of your enemy so thank you very much thank you doctor for your wonderful talk any questions yeah so I like every exercise most of the yoga exercise in older form are very good you know flexibility and core strength and you know breathing exercises and few exercises are more calorie burning like Surya Namaskar and all so brisk walking is an aerobic activity you can combine yoga and brisk walking both are complementary to each other they are not substitute for each other in yoga you can have a lot of flexibility and core muscle strengthening and less of a calorie burning but Surya Namaskar type of exercise give more calorie burning also but brisk walking only burns calories and improves your joints that's all only one question I got so if you feel breathlessness while climbing stairs it can be either because your stamina is less or you have some problem so first of all your doctor can tell you that you know is because of the low hemoglobin or high BP or heart weakness or lung weakness so first we need to make sure that you are not having any disease who which is causing your breathlessness once it is sorted out it only requires repetitive performance of exercise to improve stamina so if your BP is not when controlled suppose and you walk your BP will increase it's a hypertensive so even people who are fitter BP increases they can't walk they get trouble so you and if those things are not there then practice and exercise will increase your stamina and you will see in 4 to 6 weeks you will be able to do that now otherwise who's already smoker wanted to quit any suggestions yeah so one of the most difficult thing alcohol addictions are real trouble and many times we are not able to do so the two things are very important one is your willpower if you if you don't decide nothing can help you and if you decide then your support system should be there that's a second point so your family should help you in that along with that you know and if you are not able to do that then there are de-addiction centers which are you know very well run they are not like shady centers a lot of our tertiary care hospitals where psychologists are running a psychiatrist and physicians are running the addiction program so that will help you you know using there are so many things you know nicotine patches nicotine gum they can help you so you need to take a professional help you should not shy away from that then one is there I've got it any advice for people with sedentary lifestyle work from home IT employees yeah it's very easy to slip into a sedentary lifestyle all of us mentally physically are tuned to that so and there is a lot of patients have come to me after lockdown weight gain that we can't go outside and do that yeah but then what you do you people will have terrace they're drawing room any place you should find out 10 10 minutes to do exercise and as I said just see on youtube you will get medium intensity exercise high intensity exercises you do 5 10 minutes in two three sessions it will improve your exercise capacity and there is no excuse for it nobody will come and tell you because nowadays when you are working from home you have access to internet and youtube and other things you can always see and just do it so that's what it will be there and of course you have to take care of your right so munching in between snacks are the deadly thing so you want to take any snacks are all working from home please choose salads and fruits it will always give you better does eating white rice causes high risk of heart disease no high white rice by itself is not a risk factor for heart disease white rice is a especially polished one they are very quick source of carbohydrates so if you take white rice and most of the time and increase carbohydrate you know diet then you can have diabetes and heart disease in moderation and it is it is of no major issue if you take as a part of the balance type especially in the daytime very less chances of causing it problem although if you can shift to brown rice and unpolished rice they are better because you know when you take refined carbohydrates the peak of sugar goes very high it's a quick peak and the body has to respond by insulin creates a lot of stress on the pancreas so chance of developing diabetes is much higher so part of a balanced diet white rice is okay another question is any relationship between patients with PCOD having heart disease per se no but many of them will have impaired sugar so and overweight so those thing you have to take care PCOD is a syndrome so by itself it doesn't cause but associated overweight and impaired sugar can cause that so you follow the same advice and usually for PCOD a lot of patients are getting metformin which is very good in weight reduction and reducing the risk factor for heart disease does acidity hard one mean weak heart if it is diagnosed acidity hard one it doesn't mean weak heart simple you have something any more questions on that in that never I think some question about the one which I missed so I think these are very good questions of day to day this thing another one any vegetarian food for improving heart health the you know it is a myth that this vegetarian food for food will improve this non-veg you will be no you should have a balanced diet you can combine non-veg and veg and you can do that simple daily diet which make which contains of around 50 to 60% of carbohydrate the rest you know 10 to 15% of fat and rest is protein it's good having your vegetables dolls grains and salads and along with that you know only wheat and rice not people should live into millets also bajra ragi ragi you know limited quantity and bajra limited you keep on changing rather than just shifting to cereals like wheat and rice if you change in between and use millets also along with vegetables and the dolls then it is good in dolls also you can keep on changing to our moon you know and also you know channa lobia rajma and black channa chole so they have a lot of protein in that so so you have to have a balance and mix of that one single thing will not happen if hereditary see what happened strong family history of heart disease it means genetically people are prone to get it early small risk factor become amplified in the body so for prevention same thing works you don't have anything different from prevention so what happens if you follow the healthy lifestyle the same disease you may catch it but you may catch it later than what your parents or sibling caught it if they were not careful and the severity of the disease will be less and people with family history your health assessment should start early in mid or late 20s and it should be proper in the sense just not doing some blood test and doing you should be having a blood test risk factor assessment very very rigid so it will reduce that and it cannot prevent you know at some point of time and if not early later on people will get it but it depends upon how bad it will mild one nothing to bother occasionally if you are lucky you will it will prevent can you please elaborate how to identify silent heart disease illness general public cannot identify a silent heart disease and illness that's why it's known as silent regular health check and proper consultation with an specialist will help you out just doing a health check been a diagnostic laboratory with ecg and you know blood test and just echo as a part of health package but not taking a doctor's opinion will never identify that because you know a lot of people do ecg and the blood test and they don't see that there is already evidence of heart trouble there because they have not gone to a doctor to see that so that's what it is recording I'll have to just see our IT department if they can generate and put it on the website of the hospital then it should be the one we'll be able to do that have fun recording of this session what we will do is that we will try to put a short version of this on a on our hospital website no my excuse sorry one last question that these days blood pressure of 140 90s considered normal in this how can this vary no it's not normal in indians basically the definition of hypertension is kept on changing over a period of time so 140 and 90 above is certainly hypertension and between 80 to 90 there are a lot different classifications say high normal and all so 140 90 is surely a hypertension but in diabetics and kidney dysfunction there even the target is keeping below 130 by 80 so one is a diagnostic level that is 140 90 and another is the target of control that's what it is I think this is the last question of the session thank you so much for participating in this uh an informative event thank you so much doctor for the talk on healthy heart I hope all the questions has been thank you audience for joining I have a great day thank you


Alrighty, welcome everybody and thanks for joining us today for our webinar. I think we will get started. If we could just advance to the intro slide. And I want to welcome all of you joining us today as well as our friends here from Arcadia University. My name is Patty Deboe. I'm the president of Parsons TKO. But perhaps most importantly and relevant today, I'm also an alumni of Arcadia University. And so really excited to be here talking with and uplifting the great work of the team. Rashmi, rock and Lara. And so we're going to talk a little bit about how they are sharing data collaborating and really have come together with a quite audacious goal and roadmap for their Salesforce CRM and how they can really enable the kind of journey, sort of the full life cycle journey of folks from admissions through alumni status. Not only as an alumni of Arcadia, but I think this topic is really interesting to me because I actually play a number of roles with the Arcadia community. So obviously as an alumni, I get lots of communications from Arcadia. I also happen to have been on Arcadia's board of trustees for a number of years. And as a trustee emeritus on the President's Advisory Council at Arcadia and so sort of have this unique perspective of what does it mean to hold sort of multiple constituencies with an organization. And, you know, I think Arcadia already does a really great job of managing that but we're here to talk a little bit about how the infrastructure and data and tools and systems that you're using can enable sort of much more engagement with the communities that you interact with. So I'm really excited to have with us today. And Rush me right how to read how Rick Sean, sorry if I messed that up a little bit rush me. But Rush me is the chief information officer at Arcadia Rock Hall as the Vice President for enrollment management, and Laura Baldwin, the Vice President for marketing and communications. What's really unique today is having this really cross functional group of executives that are collaborating together on a roadmap for their CRM. And so I'm going to ask each of you to introduce yourselves briefly, talk a little bit about what your role at Arcadia is and you know the role you play in this roadmap overall so rush me if you would like to kick us off. Thank you very thanks for having Arcadia to join this conversation it's it's timely and a lot of us are talking about data and collaboration, and how to do more with less. I'm Ashmi Radhakrishnan, the Vice President and Chief Information Officer for it at Arcadia University. I've, my whole career has been higher at started as an admission as a student graduate assistant actually, and then never left higher education so there you go. I've been at Arcadia since 2019 started here about eight months before COVID so that was very interesting times. And I lead and sponsor the digital transformation initiative that is part of our Arcadia 2025 strategic plan. I look forward to the conversation today. Alright rock would you like to go next. Thank you very much. Good morning all my name is rock call I am the Vice President for enrollment at Arcadia University and the chief enrollment management officer. I've been at Arcadia, it will be three years officially tomorrow and time that's flown. Arcadia is my fifth institution within the will house of the university I guess my job is to create student cohorts, and so I guess if there was an elevator pitch. I say that my job is to quantify, qualify and diversify a talented student body and bring them to Arcadia University in the hopes of creating legacy so no small task at all so I'm happy to be joined with both. Nice to meet you all. Right and Laura. Hi everyone. My name is Laura Baldwin, I'm the Vice President for marketing communications here at Arcadia, the chief marketing officer I had the pleasure of being at Arcadia for 16 years. And also working with Patty when you, when you were on the board here and then with the President's advisory council. I've been at Arcadia for that amount of time the first five years. I was in international education so doing the marketing for our College of Global Studies, and then moved to the institutional side so I've been working at the university side for the past managing communications, marketing, creative website, and the web experience and my role in implementing Salesforce and really integrating myself in as CMO working tightly with the CIO and with rock. So three of us building really a very strong trifecta kind of bond to implement this so we're excited to talk about that today because it really is critical right now in higher education that collaborative spirit, and making sure that that when you're implementing a CRM that it's a successful endeavor. Well, before we dive in, I wanted to talk a little bit about why this topic was so interesting to us at PTKO. If we could just advance to the next slide for a moment. So at PTKO we are a digital consulting firm that works with higher ed institutions nonprofits and mission driven organizations of all types. And, you know, we really focus on helping organizations get the most out of their technology and data. We have a philosophy we call engagement architecture, which for us says that you know your outreach platform is a very holistic ecosystem, it is not just your tools and platforms but it's also the people processes strategies, and types of engagement that you are trying to enable. And, you know, one of the things that we may touch on a little bit here today is, you know, the idea of selecting a tool migrating to a new tool can be seen as a bit of a panacea as that will solve all of our problems. And many of us know that that is not true and not the case and so, you know, our approach and philosophy to this is that it's as much about the people and processes as it is about your tech and data and that's part of why I was really intrigued by the approach that the Arcadia team has taken to this roadmap that they're building. So with that said I'd love to show you a little bit about the roadmap that the team has built and so we can pull up that visual. I wanted to ask if maybe Roshmi you could start for us and just give a little bit of an overview of this roadmap you know what is the holistic picture of what you're trying to build to integrate, you know really just about every department at Arcadia into your Salesforce plans. Sure. One of the first things that I was asked to do was to look at the needs of enrollment management because that's, that's where everything starts in a higher education so it could be seen as our front door. And we were using a really outdated CRM that was hammering the work not only the operational side but the entire marketing and the engagement strategy so one of the first things that I was tasked to do was to evaluate the needs and look at what would replace that. We took a slightly different approach instead of saying we are going to look at a point solution that will serve admission or a particular department we wanted to take a much more holistic look. So what we did was we had a session couple of sessions where we brought in stakeholders from the president onwards, and had conversation about the vision of the university. What is our culture, what are we trying to build in the three to four or five years, whether it comes to admission or our current students or alumni. And what emerged from that is that as nonprofits you know we are all doing more with less. How do we still maintain that personal relationships with different stakeholder groups, if we all have different solutions and we have, you know, not enough bandwidth to corral all those things. And that's how we selected after very collaborative process sales force as our engagement platform because that's exactly what we wanted we wanted that connected fabric throughout a student's life cycle at Arcadia. So, you know, everything else started from the point of creating that vision. That's fantastic. And one of the things that hopefully people are picking up looking at this graphic is the team has a really ambitious plan to integrate just about every department's data here from admissions and enrollment to active students and they're both academic and nonacademic student life data, your marketing outreach, operational data advancement alumni fundraising. There's quite a lot that's going into this over time and so can you talk about whoever wants to chime in here like, how did you kind of build that ambitious plan and then very specifically how did you decide what order to work in here right you can have a very intentional kind of order of what data you're going to bring on board first and. Yeah, I can probably speak more to the why, and I think Laura and Russian you could probably speak more accurately to the architecture and the how, but I think the whole intent of this roadmap, as you said, was to create an enriched student engagement I think the broad conundrum within higher education is this idea of how do you not only capture but retain student talent. On the front end that's recruitment we had to better understand the gaps rush me said it best. Where's the data, how well was it kept is it accurate, you know, is it disaggregate can you bring it together. I ended maybe a year, a few months after rush me did and very much the same phenomenon. I say that I was very much feeling around in the dark trying to identify data buckets to see where the gaps were, and how to create stronger fidelity within those systems. I think on the front end we've kind of solved a lot of that conundrum we're attracting a better student, we're yielding a better student at a higher rate. And then we have a lower attrition rate than we had in years past. You know your first to second year retention is a good sign of the health of your university. Our first to second year retention has grown because you better understand the stop gaps. As we progress the idea is to grow with Salesforce understand it better. And then in a perfect world as they graduate, they become those alumni, like you patty, who come back and give their time effort resources, and also create the legacy that we speak up in Arcadia so the whole idea of the roadmap was this idea of being student center meeting student where they are but more importantly, creating a holistic experience from first contact to graduation. And can any of you speak to, you know where you are today in this roadmap and just sort of generally how long this is intended to take because it's ambitious right it's, it's a lot of not only tactical data but also kind of adoption and and change to support the way to actually get to that, you know, number one roadmap. I want to first speak to this visual itself and it clearly says phase one because we are already shifting things. So, what we, this is our original face but I, you know, we knew going in none of it is going to be linear or and that phase one so what we are right now is in phase five. That's where we are not phase five step five, but we've also jumped around in six. We've also gone all the way to eight like Laura said in the beginning started evolving. What you don't see is the College of Global Studies and so where we are at this point is sort of really looking at our roadmap. And we realize that there is such a demand that you can't really take a linear approach so we've taken a very much simultaneous and adaptive, just a very agile approach to this entire scanning for opportunities and integrating Salesforce in there. But the roadmap hasn't changed too much because it was intentionally meant to touch about every office at the university whether this is their primary source of, you know, record or not. I was just going to add to that too because taking that enterprise approach to it when we started was so instrumental into how this roadmap was built. And I mean I think it was visionary at the time because you know we had to start with admissions. We had a CRM that wasn't going to make it too much longer. The roadmap had to start there, but really having that foresight allowed us like Rush me was saying to, to be able to pivot if we needed to or go backwards a few steps if we had to work and learn and make things better. Yeah, that's fantastic and I one of the things y'all had mentioned to me before that I would love you to share with the audience today is, you know, as you were the origins of this project as you were sort of building that enterprise there was some pressing need on the enrollment side, but you actually went out and sort of got inputs from pretty wide swath of the university community could could one of you talk about that process. I'll start and then rock wasn't there at that time but that we have sort of continued that sort of collaborative. And I think that's a really good approach to this particular project, including one of our very important grant work where we incorporated this work into that grant for student success. What, while we were building this plan, what we also know that, you know, like any other nonprofit especially higher at this time, resources were going to be a major issue so there was a lot of conversation about reallocation so how do we get started I think a lot of organizations get stumped at the first steps like how do we get started because it's not a small undertaking whether in terms of commitment to time. Money, just not just getting started like how do you sustain it and what we did was we took that as an opportunity to engage other senior leadership and saying, you know this is not just about admission the foundation has to be so strong that we can scaffold, you know all the other areas and was amazing under our president's leadership was people came with not just ideas and input but with the money from their budget so it was truly a remarkable getting off the ground experience for me to get the tone for how we're going to move forward. And without the input of resources and other support from across the board from the provost to different areas. We couldn't have started and rock, we move things around between admission and it, we just built such a much stronger bond, because of that. So, you know, it was an interesting story but you know it means it sounds in hindsight something that is like great but at that time it's very stressful it's like how are we going to make this happen. Yeah, the question of funding is is one you've mentioned a couple times or me but I think probably when people are very interested in, you know, all organizations are cash strapped right now, and you know I think through the pandemic that has also been particularly in the institutions and additional burden on people's budgets and resources so I imagine there was a lot of work to talk about the value in the ROI of this project, you know, to get people to sort of willingly see parts of their budget which is kind of an amazing accomplishment so it does when you want to talk a little bit about like how you did build that that business case and improve that ROI to your peers. Even after I landed, you know, I was asked to kind of give a broad assessment of where or what the largest gaps were. And, you know, from a data perspective, I think, you know, we had to better understand our acquisition cost and what it meant to acquire a student. I often said that to recruit a student it takes about 18 months, about $1500. If you get it right, you do it one time. If they stop out for any reason, you have to then start the process to recruit them again, while recruiting another class of students to come in. And so that push and pull on resources that's the first thing we had to figure out. Why were they coming and leaving so early and what can we do to change the trajectory of that. We understood that through some of the data disaggregation that year to one to two, maybe they just didn't like us, you know, for whatever reason they wanted to go back home, want to see a different university the fit wasn't right. If we got them to stay past year two, we knew year three to four it was more of a financial argument, maybe always say a kid is one medical bill away from dropping out a kid is one car bill away from you know taking a break. And so we understood that part of it and so then we were able to look at our financial aid leveraging model and packaging in a different way to where we didn't front load age so much to get them in the door and hook them, but we spread the same amount of aid out over 40 years, and it allows them to endure continue. So that kind of approach to reading the data understanding the data, implementing changes to our processes in real time. I think that's what really helps us understand. You know the healthy ecosystem of the university.  Right now, I think within higher ed and this is just my opinion, not the universities. I think there's a certain level of disruption that's taken place. That's causing not only a paradigm shift, but also a shift within automation and technology. And I think it's difficult for universities to really say on the front cusp of that. But like Rush me said, she and I. I mean technically she recruited me here. And so she and I have a great relationship, and immediately we understand the importance of connecting down silos creating synergies, essentially stronger fidelities within the system to allow us to pivot in real time. I think Arcadia, the biggest Achilles sale when I landed was and I told the president are really time is too slow. Think of it like Uber compared to taxi.  If you go to Uber app, you have a swarm of cars within 10 minutes, they get to you. I've argued that sometimes it benefits us simply to be first and out the gate as a small university surrounded by a number of bigger universities. It was very much a David legalized situation. I think a lot of our success last cycle, we get out first, we got out better we understood the data, and more importantly, our relay and response time was so much better than our competitors, even the bigger ones. It allowed us to win the race so I think collaboration in that regard is just, you know, non negotiable, it has to happen and hopefully you have the kind of relationship that the three of us have where it's fairly seamless, even when there is no money on the table, you make it work. Yeah, and to that point to, I think, to rock's point about being a small institution for us to be able to pivot together and realize what some of the resources were that we, we really weren't accounting for some of that happened to be you know there's a learning curve to a new CRM. There's skill sets that you need to put in play that go between it has to be kind of cross functional between the teams. There were times that we had to look and say okay who's responsible for what how do you build that as part of the roadmap. So a lot of those conversations from the very beginning, although we had to start it for admissions. You know the reality was, we could look at it holistically and say, Alright, how is this going to benefit us in the long run. And then how are we going to afford step 347 as we move forward. That's a really good point and the question of funding is sort of particularly tied to this one of ownership and responsibility like you mentioned Laura right like, so maybe you can speak a little bit to, like, where you all landed on that in terms of ownership and responsibility I think Salesforce is often seen as you know something that people who send email will use and that often can land in the marketing department or maybe the advancement team. So, so how does that kind of governance work at Arcadia. That's a great question and I think the, the traditional tension is between control and enablement right when you look at the, at the units like Laura and mine. We are working an entire organization. And while we want to make sure that we are streamlining those efforts and have consistency. This is also not about control. So the approach we took at Arcadia was one of the enablement so knowing that somebody embedded in rocks team are the most knowledgeable about admission who can anticipate the need better than they would ever do within it right same with the with the lowest team so and with student success. The leaves the functional leaves are the ones who are going to make or break the project sure it is important. You know marketing is important, but the functional units, their leadership is incredibly important and there is a lot of meetings. And you are you also discover as you go through the processes that are stakeholders you never accounted for. And some of them are the ones that we need to bring in because there is being no conversation about data there are data black holes. And to create that holistic profile, you really need not only to bring data and you need to people and process to be wrangled and brought in and have this conversation about why, how, and what the accountability is. It's really a culture shifting process it is is not I would not call this implementation if anybody has gone through any your implementation. It is just as intense it is very turbulent at times. It's very important that we were inclusive around the decision making and a lot of the decision making that you know we were looking at it may look like it falls to marketing like do we go with marketing cloud or part dot, but the reality was it has implications with all of us and our teams and the resources that we needed. So, you know, implementing the layers that come with Salesforce also was something that we had to get through together to ensure that there was full workflow continuity and consistency as we were implementing. Great. And one of the things that you all did that I think is really impressive and sort of speaks to that enablement and empowerment of the end users is come up with a new model for data governance. And that's actually public so we'll have someone share that in the chat so you all can go take a look at what the Arcadia team pulled together. But can you talk a little bit about like how this governance model came to be and how that's you know kind of enabling collaboration across the teams. Absolutely I can talk about data all day long so. So can we so let's do it. Yeah, I have a rabbit hole somebody has to pull me out. Just like the CRM. There are other origins there are few origins is few fires and data was one of those fires, and it was closely as also associated with risks to the institution. So the governance became very critically important before you can even start a really good information security program. But beyond that, if you look to two years down the road you in order for us to ever mature in the data analytics sphere you really need the governance you need the trust of the community. Otherwise you can build great dashboards and data systems and the community will never trust you and won't trust the data and there's no point to it. So we started our data governance similar to how we started our Salesforce project to white stakeholder engagement we interviewed about 25 different stakeholder groups individually and created this very expensive report about data assets and who the key players are, and then had a core group so the way we are organized as we have a core group which is very representative of the major folks like admission registrar etc who are the major contributors and and holders of data, and we call them the data. Yeah, you know they are the core group. And then we also know that there are people in each of the units who knew the best and the most about their data and where we're sort of accountable to maintaining that today that's our data stores circle and then there are people who actually interact with data and input data but are not the ones who makes decision on the process and ultimately responsible for data for their unit. But at the very top, we need a data trustees we needed the senior leadership to take ownership of the accountability of the fact that they are responsible for the data security, and the, you know the data integrity for their data is not that every vice president is going to go and look at what's happening, but they, they, they can at least know who the data stewards are in this area and be supportive of it so it has been an incredible process that is the area where we have an incredible director of institutional research, you know, who, who co chairs there so you know sometimes we bring people from other areas along with the IR to, to lead the process. And what, what has happened in the last three years is we've really grown in our maturity, and we're doing our assessment right now so move to the next maturity level, but we've created data assets data dictionary, and sort of been very very helpful as we move through the project because we've added data stewards divided by brand new data assets we've added to the data assets, and we can finally say that we now have a student 360 profile of data, but if anybody's interested in more details on on the governance, sort of how to get started or what works or didn't work, happy to talk about that. That's fantastic. I think, you know, this comes back to the point I made at the beginning that you know the tool is not going to solve all your problems and so both like this culture shift you all have done around data and I really love the kind of very clear roles and the different layers of roles that you've identified for the folks that are working with data whether they're the day to day users the data stewards or the executives responsible. That that certainly is going to enable something like Salesforce or whatever tool you're implementing to really give you much better information. Right. We know that we have a handful of the departments represented here and maybe we want to speak a little bit about some of the others but I wondered if we could talk a little bit about like, what are the biggest benefits or opportunities you see for each of the university functions in terms of building this 360 degree view of a student. You know, I think it's very different when you think about what is enrollment get from it versus advancement versus it or, you know, student success teams. So maybe we can kind of think about this in order of the roadmap and rock if you want to start and talk about, you know, what do you hope for for your team. I think you know as far as why I said, it's that classic conundrum of strategy the culture, and how do you have them kind of support each other. Oftentimes when people hear that that catchphrase that term, you know, strategy culture Trump strategy every time or culture eats strategy for lunch.  So I think within this enterprise within this effort the hope for me is to have the data and the strategy help inform and shift the culture to make it better. I think within this leadership, you know, you're lucky when you have leadership like Laura that stable that represents the university and they have seen change come and go. And then you have leaders like me and rush me who kind of land and have to work with Laura to figure it out in essence make it better. And so you have to marry that idea of strategy and culture together and hopefully create a strong alignment and partnership on some fidelity that creates scalable change. I think higher ed again is in this tenure state of decline declension however you want to look at it, because we created these silos out of bad habits, turnovers and leadership turnovers within talent. I think it's forced people to retreat and play small. The idea of strategy new ideas new data new data buckets dashboards is to create transparency hopefully the transparency alleviates doubt and fear and opens up conversation, and then become generative I know that's a bit lofty. I'm the so Cal kid here who's new to the beautiful Commonwealth of Pennsylvania, but the hope is to create this idea of harmony between strategy and culture and create scalable measurable change that is student centered that helps create a healthy ecosystem within the university. That's fantastic yeah sorry Laura go ahead. Yeah no I was just going to kind of bounce off of what rock was saying because working so closely, particularly with his team and implementing the CRM through the IT team. You know, we were able to really optimize the customer journey so really looking at the user experience, holistically, and saying okay we were going through our rebranding and launching a new website at the same time so how does a CRM. How do we actually even test the messaging that we're working on it was such an incredible tool for us to get to learn. Once we got past the learning curve. We could walk through the entire system and and really evaluate the user experience of the brand from the very beginning when somebody's engaged we know that they're engaged. We were working all the way through what was working what wasn't could we pivot. What's this messaging working was it effective. We've never looked at billing before. How was billing affecting how people were moving into the next level of where they needed to be. This is one of the main key indicators really showing through in the CRM so from a marketing perspective. It was that that ability to automate some of the things that we have been working on and working with the enrollment team on, but then also being able to say okay. This is what we know. This is looking at some of the behaviors tying it into the website. Now how do we take this data and have it paint a picture and tell a story. Build an algorithm so that we can say, hey this person is actually really engaged and we should really be focusing on them using part on Salesforce. Of course this roadmap, took time, and we did have to backpedal a couple of times, but the realities around my hopes for my team now, ours that we're far enough along to say okay we have this rich data. The next step is really putting that into action and as dovetailing right in with what rock was just saying. So things particularly for sort of your current students right that you're integrating all the students success content and registrar information. Practically what can students expect to be different or see different in the ways that they engage with the university when they're there. You know I think, I don't know if probably the experience is similar, no one person at the university so a traditional approaches one advisor one academic advisor sort of, you know, Israel is the one who contacts the students, you know, if there's an issue there. So what more and more of us are realizing is that you need a whole team approach you know this whole saying of unique needs a village. The thing is the villages were supporting the students but we never really articulated that in any system so we could track what was going on with the students but what we took up was a very holistic we call it the whole life advising this is one of the other things is we actually married the foundation of the technology that conduit of technology with the goals like with rock or Laura or other areas. So for student success, we started with the journey so once, once you're all excited about bringing a certain then what happens, you know, do they, do they carry that experience forward what is on voting feel like from a student perspective. Once they land here and you know what of first year is one of the most difficult years for students to assimilate into a new culture leave so many things behind and Kobe has changed so many things. So the student success hub comes in the approach we took was before opening it up to students to interact directly we wanted to make sure we had the cultural and operational pieces in place so that's what we're working on so when I talked about the data black holes. When you track the data black holes it will take you to operational and people issues and that that's really where we start we spent a lot of time in saying okay, what is the outcome you want you want this student to feel to have the most frictionless as they move through the life cycle and to create that frictionless experience are there are the points of conflict for the student is that at onboarding it's right before or is it through it all and who are the key players so all those things we are now actually enshrining within the CRM and also tracking what we're doing with them because one of the most difficult questions to answer, like rock said our retention improved. It does not contribute able to any one factor, but if you don't track what you did to intervene to make things better you never know what work or did work so you're always throwing things at the wall and hoping that it'll work. And we don't have that kind of resources or capacity so that's one of the approach we took we are still in the very early stages we are still looking at it from cohort to cohort. But we've, we've had to revise a lot of things and bring people in and culture is big I had to keep saying that but you need a willing coalition at the beginning of your project this complex for us to build on top of so that's what we've been after we've been after a willing coalition that is cross functional to be the early adopters and then we are learning and working with them to fine tune things and moving to the next group and the next group. And we will have to accelerate some of our moving forward but we at least have the foundational data and a lot of the processes figured out. We think I'm sure that when we summarizes. Yeah, and I would say and sharp compliment to that you know with the student population that we serve. We had to better understand mode of delivery. I think implementation of self force. It allows us to be more omnidirectional and stance and approach, we can communicate via email via a mobile phone, good old phone call to mom and dad. We've created engagement spaces for prospective students, current students alumni parents throughout the course of the journey. So again, getting back to this idea of this ecosystem and how can you best cut down on the relay time. I think this idea of mobility is really still in its infancy as rush me said we're learning as we're growing and we've been talking about this idea of game of finding the process in some regards you know when it comes to registration. You send out a blast to a kid and say hey, five questions and under 60 seconds you get three right, you'll get your registration materials. If you miss three you got to go to the office and meet with your counselor and really kind of incentivize and better understand students where they are. And know a lot of what we do it is that classic question you know the carrot v stick. I think old models are kind of the stick they kind of drive students to the end goal. I think with this idea of Salesforce mobility being omnidirectional, we have the ability to entice them a bit more, and in essence use the care to lead them and we think that's a better journey, and leads to better outcomes. And you all have started to touch on this but we've got some great questions rolling in that I wanted to share with you. And so one that I think builds on what rush me and rock we're just sharing is, what are some specific things you can do now that you couldn't before in fundraising admissions. How have things changed or do you expect them to change as a result of those capabilities and we haven't touched much on the fundraising and advancement side so I don't know if I know we don't have your colleagues there with us today but I don't know if any of you would like to comment on that. That would be great to. I know that rock speak to admission but I mean rock works very close rock team works very closely with Laura's team, and between the debt collaboration, I think, our capabilities in terms of like Laura said automating and reaching students earlier tracking what happens with the students is just many many folds better than what things were when we started. And this is true from the Student Success Hub. I was in a meeting with a number of stakeholders from from faculty onwards and they said oh my God I've been at Arcadia for 20 years I've never seen all the information on the student that I can act on on one even and you know that may be anecdotal, but it is such a validation of of what the power is of something like this. And in terms of advancement, they are not on Salesforce yet. So they will be the College of Global Studies and advancement will be the next group to go on Salesforce. There's a different CRM at this point so they, we want all of them, and they're very eager to get on Salesforce. I hope that answers that question. Yeah, I'm sorry, but the answer madam one of the specific things is our ability to automate our engagement strategy, Laura and rock steam came together to create these campaigns and set them going but they were also who could intervene and adapt very easily and the same with same with student success. What it gave us was a lot of flexibility and information of our fingertips so we could act with more confidence and sooner. We were also able to scale. Once we started to learn we can scale more quickly. So we were moving from engagement studios into nurture stream so when you know it's, it's when we're not disqualifying a lead but being able to build a stream to engage them and keep them active and actively moving at how they engage with the website, also social media overlaying all of the things rock was talking about that we send to them surveys, all of that it gives a really nice snapshot for our enrollment team. Yeah, that's fantastic. I have other questions that have come in one, Russian me maybe you can speak to who led this roadmap process I know y'all spoke about it being very collaborative. But there's a lot of tactics and implementing these things who's overseeing it facilitating keeping the collaborations moving. And was that your team in the IT department or. Yeah, I'm the sponsor for the Salesforce implementation, but you know, there's a very, very collaborative process like I would talk to the provost up to rock up to Laura. And not just at the senior leadership levels we had to go many, many levels and have that conversation we had workshops. Before we develop the roadmap, but yes I let the roadmap process with my team, working very closely with different groups. Fantastic. And another question kind of more on this culture change and change management side. I mean asks, you know these processes take time to develop, especially culture change. And what did you manage expectations were users patient with that process. And did people understand why you needed to invest in the process to get to the outcomes. So I'll speak from the from from always in a hot seat IT perspective. Now, people were not always patient. Yes, it takes time to set the expectations we talked about something like a platform, how it's different from a modular application you would just buy that is with these functionalities. So the platform essentially takes time to build and mature and the Salesforce platform, depending on how ambitious you are can take anywhere between five to seven years of this, the single evolution to really mature and everything matures at a different time how long you've been here and all those things. Others understand. I think what we tried to do was bring to the table what's in it for me conversation, very, very early on. So as we did our discovery. There was a lot of conversation about what's in it for you, and what's in it for me. It's still not easy. That's why I talked about the willing coalition because sometimes people are just looking to their peers and saying, Why do I have to do this feels like extra work. Why aren't they doing it. And by it sometimes the message is much better than they receive it from their peers, then it feels like it's coming from top down. These are some of the approaches that we check but by new means is this easy. There are definitely one on one conversations. There are times when I had the intervene and said let's cool down let's take a step back. Let's talk about it because listening becomes really, really hard. Real listening becomes really, really hard when temperatures are that high. On that topic, are there particular lessons learned maybe we could do a little round robin with all of you like what are some of your lessons learned from from this process. I'll just throw a real quick one and then I will there are many, many lessons, but the first thing I would say is don't underestimate the time data will take from me this project. So one of the first groups that went live on submission, and they are especially tricky because they have a lot of outside sources of data, which would be similar to advancement alumni as well when we get there. They bring in data from a lot of different sources, but not only once it's a repetitive process and we had to always keep it updating so the data integration having a strategy for data integration with internal and external sources and I know this may sound very technical, but maybe not for this audience, but it's incredibly important that you, you have everybody understanding that you have to crawl walk, run in this process and crawling may look very manual in the beginning. And it is not that panacea everybody expected out of implementing something new, but that will come if we are patient with the crawl and walk, as long as you can communicate very clearly what the first face looks like the second face looks like, you know, multiple faces So that would be my advice. And I think that the time frame is really important communication and making sure that we're communicating all along the process. I think this advice really would be to be open minded, and to be able to collaborate you have to let your guard down you have to let the silos down, and, you know, be able to question each other and be able to ask for help when you know that you need it, and like again there is a skill set learning curve there is decisions that maybe you made that you have to revisit and and that was one thing that we had to do as we got to kind of number three. We realized we didn't build in a lead component, and we actually had to go back to number one to reset what we were doing and it took about three months but the willingness of all of the teams to really identify that we didn't need this, and to go back and to do a rebuild which took time out of this whole roadmap, but we were open with each other, and we were able to realize and make the business case as to the why, and what the ROI would be in the long run. And I would say, you know, I agree with both Rashmi and Laura. I would add you know you have to to a certain degree program failure into the process. Again, when you have strategy be culture, both sides kind of know they're right from their side and I think Rashmi said beautifully earlier, as a leader, especially, you know, when you're kind of viewed as high in the totem pole. I think your ability to listen dispassionately to people who've been on the ground for a number of years is key because those frustrations are them really communicating things that they've witnessed and seen before, and then your job is to better understand it with the data. And within that process, things will go off the tracks. People would not meet your expectations, you might mishear something and go in a different direction as a leader. Show grace, show patience, commit to the process, get up every single time and keep going, you can figure it out. Those are fantastic lessons. Thank you all. One question because you all spoke a bit about the timeline here. When did you all begin this process. We started looking at, we started evaluating right after I landed. So we started this process around October of 2019. We decided to use Salesforce in the February of the following year. And then we launched the project right after COVID, beginning of April of 2020. So that's when we started. It's helpful because I think, you know, a lot of people are wondering what does this look like and, you know, you're going on three and a half years now and roughly halfway through this but as you've said you've had to go back and iterate and change the plan so not not a quick and easy process. Sure. Right. One other question that someone asked was what tactics are now in place to deal with data quality and data standard issues that arise when integrating data from multiple divisions and sources, who's accountable for this of Arcadia. Yeah. Alejandro, is it like I'm hoping I'm telling you're saying your name right. People kill my name all the time so we, we sort of look at this as a simultaneous process in terms of data quality and data standards, and that's where the data governance having a formal data governance framework wasn't probably critical for us. Understanding how data speaks to different systems, we have five main sources but we have at least 25 different sources of data that actually have to all come together to create a holistic picture. So we were dealing with multiple point solutions in terms of integration, and that didn't leave anybody happy because my team is pretty new, and we sometimes didn't even have the source for for these integrations. What what we did was we, we didn't took an inventory of all the integrations and like I said we did an inventory of data assets, the data quality and the data standard for in terms of integrity was created holistic pretty collaboratively by the data stewards, and the data governance committee, it didn't come from any one source so you know after multiple times of meeting people decided this is how we handle data this is what the data quality needs to be this is the standard. How do we maintain data hygiene integration is a whole different animal because you then have to say okay do am I going to invest in these point solutions. How do you scale your operations when you're still working with point integrations for all these different sources. So what we decided to do given our resources was to invest in a integration as a platform solution. And who's accountable for it, I think the data integrity. I mean overall I'm responsible in terms of chief information officer in terms of the data itself. But the people who are accountable or the data stewards data gardens and data trustees that's where our framework comes in. So in terms of the integration, we work very collaboratively with the source unit and the destination unit in terms of what data is going. But we also have a data warehouse. So it's a very different question about who's responsible for data issues and who manages the integration. But that's a different question about data warehouse. Thank you. And we've just got a few minutes left so I'll ask one final question that someone shared with me via email in advance. So, when different departments, you know I think if it is the central owner of a system or the guardian of it as you said rest of me. I would be asking for different demands of your department and in some cases more than what you can provide. I think there can be a particular layer of some departments seen as revenue generating like enrollment or advancement and others seen as more kind of loss driving or budget using. How do you kind of balance that and sort of manage what resources go to which departments and make sure that things are sort of, I don't know whether equitably or sort of appropriately distributed across the teams in terms of how much resource for the project goes to each one. That's, that's a constant struggle right we, we use our strategic plan and our institutional priorities as I'm not star. So, what, what is our priorities in the next 12 to 18 months, even if it always points to recruitment and retention. The players and the phases change so it could be that it is still retention but the focus is now on Laura steam. How do we now move up the funnel and use our application behavioral data that we never did before what needs to change at that point. So it becomes about conversation if there are conflicts which it always is because there are multiple people who want their needs to be prioritized for very, very good reason. We have a, you know, a roadmap of where things are, and then we have this conversation with them as to say, yes, we know it's important and this is where it could start and this is what we can do between now and then so that people are not competing with each other. And the, you know, what are the things that are sometimes we have to bump things off or less depending on what the urgency is, but often it, you know, we have this whole heat map of when things happen, so that we know that where we're going to put our resources. And then senior leadership, and the funding is another way of keeping some of these requests coming as well and there's only so many things you can do with the limited resources. I'm just going to add to that rush me because we talk a lot to also about bandwidth and what the team is working on what we're trying to do as an institution, the other goals that are in, you know, in competition with priority, but working together and being very open and honest about that has really helped us kind of set some of those priorities that might come in that weren't expected. Well, we are just about at time. And so I want to thank all of you for joining us. This has been a really fascinating conversation, I think, getting some insight into where you've been with this where you continue to go. I'm just really grateful for y'all sharing this and impressed by the collaboration that y'all demonstrate across all the departments at Arcadia so thank you for joining us. And for those of you that joined us to listen in today, we appreciate your questions and your engagement here. Please feel free to check us out at ParsonsTKO.com there will be a recording shared of this event. Very briefly afterwards probably within the next couple of days. But there's tons of other free content there, other event recordings, podcasts, videos, articles. So please feel free to check it out and get in touch with us if you like. And for the Arcadia team, if I know Rush will be shared your contact info in the chat, if others want to do so as well. If people have follow up questions, please don't hesitate to reach out. Yeah, thank you. Yeah, thanks guys. Reach out with questions. I'm happy to talk. Have a great day. Thank you. Be happy to connect on any kind of marketing or communications questions also. Thanks.