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  • 2 - Preparing for a Consultant - Working with Consultants
    to efficiently expand it If it is broken do you know what the causes are Or are you hoping a consultant will help you identify the causes It s not uncommon when defining a project to mistake the symptoms for the problem This kind of misidentification can send your consultant down the wrong path resulting in an unnecessary waste of his or her time and your money Taking the time to really think about your problem can make a huge difference For example We need a new executive director is one problem We need a new executive director within ninety days while at the same time resolving the communication and conflict problems on our board that led to the departure of the last three directors and we need both of these things done for less than 10 000 is another problem entirely These two very different projects would require different sets of skills Another important consideration is to determine whether you can legally hire a consultant for the project For example in many states it is illegal for a consultant to fundraise or collect funds for you unless they are a licensed solicitor It would not be a problem however for them to train your staff or help implement policies which could increase your fundraising capability It may also be worthwhile once you ve fully defined your project to once again ask yourself if hiring a consultant is really the right choice Could this work actually be carried out in house Will hiring a consultant for this project be a valuable investment It s important to realistically estimate the costs of hiring a consultant To estimate consulting costs break the project down into elements and make an estimate for each one These can include Consultant fees Overtime pay for in house staff Photocopying Supplies Equipment Events Seminars Although consultants may be expensive this shouldn t necessarily deter you from hiring them Letting a problem go unfixed can be an even more expensive proposition When you determine which consultants you might want to work with you ll receive estimates from them for your project Consultants charge either a flat rate for a project or they bill by the hour They may be open to working under either type of fee system depending on your organization s preference Their rates will reflect their level of expertise and experience as well as how readily available that expertise is in the marketplace For some types of projects a consultant might offer to work based on a commission such as fees that are tied to success in helping the organization raise funds However this is considered highly unethical A reputable consultant will not work on commission Compensation should always be directly related to the services the consultant provides paid as hourly or flat rates or be reimbursement for travel and administrative expenses If the estimated consultant fees are more than you can afford there might be ways to cut costs For instance you may be

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  • 3 - Selecting a Consultant - Working with Consultants
    no professional accreditation for consultants as there is for nurses or lawyers Anyone can hang out a shingle and call him or herself a consultant To make sure you re dealing with a competent professional you ll need to do your homework Avoid these pitfalls when selecting a consultant You need Adobe Flash Player to view some content on this site A request for proposal gathers information from potential consultants When you take the time to write and send out a request for proposal RFP the proposals you receive will be in a similar format and will address the same questions and issues Therefore when you make a short list of candidates you ll be comparing apples to apples instead of wildly dissimilar sets of information The RFP describes the project in general and outlines exactly what services you hope the consultant can provide Consultants are instructed to outline the strategy they would use to find a solution not their solution to the problem It also invites them to submit an estimate or describe their pricing policies In essence the RFP asks consultants to show why they would be a good fit for your project Use the RFP Elements document and the Sample RFP to learn more about RFPs Click the RFP Elements document and the Sample RFP to learn more about RFPs You need Adobe Flash Player to view some content on this site You can make a short list of candidates based on the proposals received Once you ve received the proposals solicited by your RFP it s time to narrow down the list of candidates You ll want to consider not only their qualifications and experience but also their ability to take on your assignment Do they have the available time to meet the deadlines Are there any conflicts of interest Will the work they do for you affect their relationship with other clients Is the consultant a former employee Will the solutions they present affect their ability to win other contracts While these factors aren t necessarily deal breakers it s important to take them into consideration Another important matter is whether or not a consultant can operate legally in your state or the states where you work This may seem like an unusual issue but depending on the nature of the project there may be fees or registrations required for a consultant to play the role you want Taken together all of these considerations will help you narrow down the candidate pool Further short list creation should be based on the candidates skills experience and the quality of their proposals Ideally your final short list will contain two to five candidates Conduct interviews with the consultants on your short list The next step is to conduct interviews with all candidates on your narrowed down list If at all possible hold in person interviews This is especially important for long term projects or those which involve a great deal of interaction with staff Consultant personality and

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  • 4 - Hiring a Consultant - Working with Consultants
    the project coordinator and what are his or her responsibilities You may decide to form an advisory committee of board members and others who can lend expertise Or you may create a steering committee of managers In any case it s essential that all relevant parties know their responsibilities and how they will be held accountable A well written contract contains several key elements Good contracts address critical aspects of the nonprofit consultant relationship The key elements of a solid contract include the following Background provides general information about the organization and an overview of the organization s need for assistance Consultant Duties and Services describes contract start and end dates expected tasks and deliverables and deliverable formats and due dates Client Agreement outlines what information and systems the consultant will have access to who the in house contact person will be the organizations level of effort commitment method and schedule of payment and expense policies Contract Changes explains the process for altering the contract Contract Termination explains how the organization consultant relationship can be ended if necessary Confidentiality establishes what type of information should be considered confidential and for what time period Records and Ownership of Property clarifies who will own rights to specific material produced by the consultant during the course of the project Indemnity and Applicable Law specifies who will be liable under what conditions and for up to what amount and how indemnification will be handled Independent Contractor clarifies that the consultant is a contractor and not an employee in order to avoid conflict with IRS policies Non assignment ensures that the consultant you hired is the person actually doing the work More detailed information on each of these contract elements is contained in the document Key Contract Elements Download this document by clicking on the

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  • 5 - Managing a Consultant - Working with Consultants
    a tour of your facilities including any off site locations which may be relevant Help the person understand the services you offer what your market is and who your key stakeholders are Much of this can be communicated through materials you already have such as strategic plans budgets policies annual reports or promotional literature Even if the consultant will be working primarily off site have the person spend some time in the office to get an idea of how you organization operates The more a consultant understands about your organization the more the individual can customize the work to truly meet your needs Check in regularly Even if the consultant is working with a number of staff members the lead contact is still responsible for being the official liaison monitoring progress and ensuring that the project is on track Holding regular meetings is a great way to keep on top of potential issues before they become real problems Be sure to be an active participant rather than switching off during meetings and simply assuming that the consultant knows what he or she is doing Even a good consultant can fall into trouble spots without realizing it It s the job of the lead contact and the management team to keep the consultant on track The lead contact should also make sure that other involved staff members are not procrastinating If a consultant is waiting for a decision or more information before moving forward you could be wasting the person s time and therefore your money The lead contact should check in regularly to make sure the consultant is on target and that staff members are holding up their end of the deal Pay attention to warning signals In the often busy nonprofit world you may not be motivated to deal with consultant issues that seem small such as late interim reports or the consultant appearing distracted at meetings However these issues can signal the start of larger problems which could threaten the success of your project It s important to trust your intuition when there are consultant actions or inactions that make you uneasy Potential signs that something is going wrong include Projects falling behind deadline Staff or board members not wanting to work with the consultant Confidentiality being breached Poor quality of work Consultant avoiding contact or not wanting to work with you If you have a hunch that something is amiss with your consultant communicate with this person promptly and directly You may discover that everything is fine or you may catch a problem and resolve it before it becomes serious Evaluate at several points in the process Evaluation should happen at the end of the project as well as at regular periods through its duration By evaluating as you go you can keep the project on track and recognize shortfalls in the consultant s work or in your organization s contributions However remember that it can be easy to get false positives when it comes to evaluating

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  • Summary - Working with Consultants
    to learn about Working with Consultants Invest careful thought and planning in the decision to use a consultant Determining whether or not to hire a consultant is an important decision for your organization Consultants can help nonprofits expand their organizational capacity and assist with identifying and solving problems Although consultants can be used for almost any purpose you can imagine the decision to invest in a consultant must be carefully made Nonprofit managers can avoid the common pitfalls involved in using consultants by taking a proactive approach When you define your purpose develop a list of potential candidates carefully interview and select a good match and manage the consultant as he or she works the investment can have a significant pay off for your organization Here are some helpful resources about working with consultants The books listed below provide more information about how to identify hire and work with consultants Lewis Howard Choosing and Using Consultants and Advisors A best practice guide to making the right decision and getting good value Philadelphia PA Kogan Page Limited 2006 McGonagle John J and Carolyn M Vella How to use a consultant in your company a manager s and executive s guide Hoboken NJ John Wiley Sons 2001 Newman David The Manager s Pocket Guide to Using Consultants Amherst MA HRD Press Inc 2007 Perchthold Gordon and Jenny Sutton Extract Value from Consultants How to Hire Control and Fire Them Austin TX Greenleaf Book Group Press 2010 Scanlan Eugene A Fundraising Consultants A Guide for Nonprofit Organizations Hoboken NJ John Wiley Sons 2009 Below is a list of online articles about working with consultants Partner with Care and with a Prenuptial Agreement Nonprofit Risk Management Center Melanie Lockwood Herman http www nonprofitrisk org library articles consultants06292002 shtml Succeeding with Consultants The Foundation Center

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  • mind Plan 4 Purpose Identify prospective partners and create a strategy to approach them Strategy E learning lesson with work assignment prior to in person training webinar Details Assign participants to review the e learning lesson and complete the document Who to Partner With downloaded from Chapter 3 Prior to attending the training or webinar ask them to write a one page summary of their potential serious partners potential minor partners and potential alliances In addition they should tailor a case for partnership for each potential serious partner Ask them to bring their work to the training to be shared and refined in participant pairs or small groups During the training you might explain that doing a cost benefit analysis can help organizations decide whether the benefits of forming a partnership are likely to outweigh the challenges Provide a simple format for doing a cost benefit analysis and suggest they do this analysis with others in their organization for each of their potential serious partners Training and TA Plan to Complement DEVELOPING A PLAN FOR OUTCOME MEASUREMENT View this e learning module Plan 1 Purpose Identify a program that needs evaluation and develop outcome statements Strategy E learning lesson with work assignment prior to in person training Details Prior to training have learners answer the questions and respond to statements in Chapter 1 Getting Started text These questions will ensure that learners come to your training having thought through what program they want to measure why they want to measure it and what resources they have at their disposal to execute the initiative Ideally they will have reviewed the entire e learning lesson giving them baseline knowledge for the group training The instructor should review the concept of outcome chains or if then statements described in Chapter 2 Ask for a volunteer to share pre work describing a program he wants to evaluate and why Then collaboratively work through an outcome chain with this person on a white board or flip chart Elicit questions from the group Break participants into small groups and ask them to share which program needs evaluation and why Reconvene participants and ask them to work individually on an outcome chain for their programs The training facilitator s should float among participants coaching and offering guidance as they work Consider inviting a guest to your course who specializes in outcome measurement and has on the ground experience with nonprofit evaluation Plan 2 Purpose Select appropriate performance indicators to track and measure Strategy E learning lesson with work assignment prior to technical assistance TA engagement Description Have learners complete the e learning lesson paying specific attention to outcome chains in Chapter 2 and logic models in Chapter 3 Request that learners complete the logic model prior to your TA engagement and send it to you for review Prior to your meeting highlight areas on the logic model where you have questions or suggestions During your engagement ask the following questions to help your clients identify performance indicators that are measurable How could one see the change Through what kind of observation How could one hear the change Through interviews Focus groups How could one read the change Through surveys In records Do this for each area of change to help your client identify a complete set of potential performance indicators After this collaborative process ask your client to work with other organization members to determine which of these indicators to measure Suggest that they use this set of questions found in Chapter 3 of the e learning lesson Do your indicators make sense in relation to the outcomes they are intended to measure Are your indicators directly related to the outcome Do they define the outcome Are your indicators specific Are your indicators measurable or observable Can they be seen i e observed behavior heard i e participant interview or read i e client records Is it reasonable that you can collect data on the indicators Who is the appropriate party to collect the data You Others in your organization A third party Is it within your resources to have data collected Training and TA Plan to Complement ESTABLISHING COMMUNITY PARTNERSHIPS View this e learning module Plan 1 Purpose Plan participation in interagency organizations Strategy E learning lesson with work assignment prior to in person training webinar Details Prior to training assign participants to review the e learning lesson Ask them to complete the Joining Interagency Organizations worksheet from Chapter 1 During the training create pairs to discuss their work Questions to guide discussion might include What are the advantages and disadvantages of joining each of the interagency organizations on your list Of the organizations on your list to which one would you give top priority and why Training and TA Plan to Complement IDENTIFYING AND DEVELOPING DONORS View this e learning module Plan 1 Purpose Create a prospective donor list and donor record Strategy E learning lesson prior to in person training webinar followed by phone conference Details Assign participants to review the e learning lesson In the webinar or training event review the ABC and three tier approaches for mapping networks and identifying prospects highlighted in Chapter 2 Give participants a post training task encourage them to work with their organizations to identify and research new prospects and complete the Master Prospect List and Prospect Record forms from Chapter 3 Schedule a post training conference call to check on participants donor identification and solicitation progress You might use this blended strategy in combination with a previous blended strategy see Creating Your Sustainability Plan Practice how to ask for donor support Plan 2 Purpose Generate ideas for donor recognition Strategy E learning lesson prior to webinar Details Ask participants to review the e learning lesson and pay special attention to methods for recognizing and appreciating donors discussed in Chapter 5 Direct them to Chapter 4 of another e learning lesson Planning for Securing and Documenting In kind Donations which also focuses on ways to acknowledge donors Conduct the webinar and display photos and screenshots of donor recognition methods used by local national nonprofit organizations e g recognition walls newsletters thank you letters etc Ask participants to share the methods they currently use and identify new methods they d like to try out Training and TA Plan to Complement LEADING A NONPROFIT ORGANIZATION View this e learning module Plan 1 Purpose Assess your leadership strengths and challenges Strategy E learning lesson with work assignment combined with remote peer sharing and or in person training Details Ask participants to review the e learning lesson and complete the self assessment form in Chapter 1 Pair off participants and direct them to schedule a phone conversation with their partner to discuss the self assessment The self assessment form provides a structure for the conversation You might use this activity as pre work for in person training Ask participants to bring their completed assessments to class and form small groups to discuss the Next Steps portion of the assessment Prior to the training you might ask participants to post their response to Question 3 What is your single most effective team building practice tool or solution and related attachments to a file sharing site Sharepoint Wiggio free Dropbox free etc Plan 2 Purpose Assess your leadership style Strategy E learning lesson with work assignment combined with remote peer sharing and or in person training Details Ask participants to review the e learning lesson and complete the Leadership Style Assessment instrument in Chapter 6 Pair off participants and ask them to schedule a phone conversation with their partners to discuss the self assessment Alternatively during an in person session you might review the three leadership styles explained in the e learning lesson Then have participants complete the instrument and share their results followed by a discussion on the appropriate uses of each leadership style Questions to guide the discussion could include What are some circumstances in which an authoritarian style might be most appropriate What are some circumstances in which a participative style might be most appropriate What are some circumstances in which a delegative style might be most appropriate Plan 3 Purpose Evaluate team progress Strategy E learning lesson prior to in person training webinar Details Assign participants to review the e learning lesson focusing their attention on the issue of team management presented in Chapter 7 Download the Team Status Check In document from the chapter and make copies for your in person training event During a segment of your program give participants time to complete the form individually and discuss their work in small groups You might add an additional action planning step in which they identify two to three priority actions stemming from their team evaluation e g follow up measures employee recognition information sharing with team etc Plan 4 Purpose Create a fundraising plan Strategy E learning lesson with work assignment prior to in person training Details Direct participants to review the e learning lesson Ask them to begin work on a new fundraising plan using the six step model outlined in Chapter 5 Instruct participants to bring their work on Steps 1 through 3 to the in person training event Lead a discussion on the six step model including tips from your own experience and suggestions and questions from participants Training and TA Plan to Complement MANAGING CRISIS View this e learning module Plan 1 Purpose Develop a crisis response plan Strategy E learning lesson prior to in person training webinar with post work Details Assign participants to review the e learning lesson During the in person session review the key activities involved in crisis response planning e g SWOT analysis creating a communication plan etc Show an abbreviated crisis response plan that you prepared in advance as a sample Structure a post work assignment instruct participants to develop their own crisis response plans during a designated timeframe After the designated time period schedule a group phone conference for participants to discuss whatever stage of crisis response planning their organizations are in You might consider using discussion questions such as nbsp Since our training what crisis planning steps has your organization taken if any If no steps have been taken what are the barriers to crisis response planning Regardless of the stage you re in how can you create or maintain momentum for crisis response planning in your organization Plan 2 Purpose Refine your employment interview questions Strategy E learning lesson with work assignment prior to in person training webinar Details Prior to the in person training event assign participants to review the e learning lesson with special attention to the document Sample Interviewing Guidelines found in Chapter 6 Ask participants to bring in a list of questions for an upcoming interview or a standard set of questions used by their organization During the in person session review the material in Sample Interviewing Guidelines Provide time for participants in small groups to compare their currently used questions against the legal guidelines and sample questions refining their own questions in the process Training and TA Plan to Complement MANAGING PUBLIC GRANTS View this e learning module Plan 1 Purpose Review the fundamentals of public grant management Strategy E learning lesson with work assignment prior to in person training or webinar series Details Assign participants to review the e learning lesson Instruct them to keep a running list of any questions they have related to the following sub topics addressed in the e learning lesson What are the responsibilities of being a grant recipient How do we ensure compliance with the grant agreement What is the process for receiving and distributing Federal funds What are the reporting requirements administrative financial audit How are grant funds requested and received What is the process for budget changes What are the most frequent causes of noncompliance What are the remedies penalties for noncompliance What is the process for continuation funding What is required for grant closeout Ask them to bring their questions to the training session or to send them to you in advance Build your in person training around a deeper discussion or clarification of the topics listed above Training and TA Plan to Complement ONLINE TOOLS FOR DATA MANAGEMENT View this e learning module Plan 1 Purpose Assess data management needs Strategy E learning lesson with work assignment follow up phone conference and peer support Details Assign participants to download the Comparison Table spreadsheet document from the Overview section of the e learning lesson Ask them to highlight the tool features that are most relevant to the needs of their organization and write a statement about each feature that explains how they envision it making a difference in their data management initiative Facilitate a group conference call to discuss their work At the end of the phone conference form pairs or small groups that combine people who are interested in similar tools Ask them to serve as informal technical support groups that offer mutual assistance as members move through tool adoption and the usage learning curve Purpose Advocate for data management tool adoption Strategy E learning with work assignment and follow up remote peer review Assign participants to download the Report Card and Comparison Table spreadsheet documents from the Overview section of the e learning lesson Ask them to use the information to select the data management tool that may be right for their organization Assign them to draft a memo to an appropriate target audience executive director board of directors funder explaining how the features and benefits of the tool will help to address an existing need or problem and the value of adopting the tool Ask them to post their work to a file sharing site Sharepoint Wiggio free Dropbox free etc Create pairs for peer review by phone The goal is for participants to give and receive feedback on each other s pitches for the adoption of a data management tool Training and TA Plan to Complement PARTNERSHIPS FRAMEWORKS FOR WORKING TOGETHER View this e learning module Plan 1 Purpose Start the process of partnership development Strategy E learning lesson prior to in person training with follow up remote peer support Details Assemble a group of participants who are either considering forming a partnership or who have recently formed one Direct them to complete the e learning lesson and also identify before coming to the training one or more organizations they re considering approaching about a partnership arrangement or have already approached In your training discuss the key components of successful partnership see Chapter 1 including some real world examples of effective partnerships Review the different types of partnerships highlighted in Chapter 2 and ask participants to define what category their proposed or current partnership falls into Distribute the Checklist for Starting the Process and the Checklist for Setting Up and Maintaining the Partnership Allow participants twenty minutes to jot down their thoughts in response to the checklist questions If they haven t formed a partnership yet they should record initial ideas For those who ve recently formed a partnership they should use this checklist to identify what key elements are in place and what remains to be done to get the partnership off to a solid start Either discuss their responses in the full group if small or break participants into small groups each with a mix of those who haven t formed partnerships yet and those who have You might ask them to discuss What are the benefits to the target groups of forming this partnership What are the shared goals and vision of the partnership If this isn t clear by what process will it be clarified What specific parties are will be involved and what are their responsibilities If this isn t clear by what process will it be clarified How will the partnership develop an action plan that sets out specific goals accountabilities and timelines What are the immediate next steps that need to be addressed to support the development of this partnership Form pairs who will schedule phone conferences with each other during a designated post training timeframe The purpose of the pair conferences is to discuss progress made on partnership development and serve as mutual advisors Plan 2 Purpose Build collaborative work plans Strategy E learning lesson with work assignment and follow up one on one technical assistance TA Details Ask your client to complete the e learning lesson and download and fill out the Collaborative Workplan Worksheet from Chapter 5 Ask her to send you the completed worksheet before your scheduled technical assistance meeting Use the meeting to help your client think through the best strategies and next steps for ensuring their partnership has a feasible collaborative workplan in place Schedule a follow up meeting to check in on progress to date and offer additional suggestions Plan 3 Purpose Explore frameworks for partnership norms and communication Strategy E learning lesson prior to webinar Details Instruct participants to review the e learning lesson prior to the webinar with special attention to Chapter 4 which focuses on partnership norms and communication processes Prior to the webinar familiarize yourself one of the communication frameworks identified in the Chapter 4 text e g Fierce Conversations Difficult Conversations etc Include in your webinar a discussion of the Partnership Norms Template Chapter 4 download and one of these communication models using nonprofit examples throughout the session Build in multiple opportunities for the participants to ask questions and share experiences Training and TA Plan to Complement PLANNING FOR SECURING AND DOCUMENTING IN KIND DONATIONS View this e learning module Plan 1 Purpose Explore resource information on in kind donations Strategy E learning lesson prior to webinar training Details Ask participants to review the e learning lesson prior to attending the webinar or training Familiarize yourself with the resource websites identified in the e learning lesson Summary e g the Foundation Center website Idealist org etc Reference additional websites from your experience that you would recommend

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  • Building Multiple Revenue Sources
    use a revenue source from someone else Enhance an existing revenue source Enhancing an existing revenue source involves applying resources of money counsel and time to improve upon one or more revenue sources that already exist within your revenue generating portfolio If you have direct mail you might add a new program to further sort your file of donor names to get a higher yield from certain portions of the file If you regularly solicit foundation grants you might add staff or a consultant to bolster research or inquiries or follow up on turndowns Start a new revenue source Starting a new revenue source involves applying people money and expertise to initiating and sustaining a new source of income An organization might start a major gifts or planned giving program create an institutionally related foundation start an endowment or create a sister corporation to launch a business All of these would be in addition to existing revenue efforts and would therefore require additional resources to implement Form a partnership to share an organization s revenue sources By entering into an alliance or partnership your organization can benefit from another organization s monetary source in a way that is beneficial to both entities The success of a partnership or alliance for sharing revenue sources lies in a well thought out plan that is documented within a formal agreement Form a partnership with an organization to acquire in kind resources By entering into an alliance or partnership your organization can benefit from in kind services by developing an agreement where the value of time and services materials space or other in kind contributions meet a cost share As with developing partnerships to share revenue sources the strength of a partnership or alliance to share in kind resources depends on the strength of a documented formal agreement Weigh the strengths and weaknesses of each income strategy When deciding whether to enhance an existing revenue source start a new revenue source or form a partnership to share revenue sources or in kind resources you ll need to consider a number of criteria including Investments required Risks Organizational culture Staff resources Timelines After weighing the different strategies and criteria your organization can prepare to identify an income strategy by prioritizing the criteria that is most important to you CHAPTER 4 Select an Appropriate Revenue Source Once you reach step three you have done your homework and used a SWOT analysis to focus your goals and prioritize your income strategy to provide direction to your revenue development process The next step in the revenue development process is to select a revenue source To do this you will need to review the fifteen revenue sources and consider the features of each source as well as potential suggestions for enhancement Consider your revenue source options The task of selecting a revenue source will require you to revisit the fifteen different revenue sources and consider Funding uses What sort of programmatic or organizational efforts does this revenue source support

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  • Interactivites
    above for additional instruction Overview None Revenue Sources Consider your options for fundraising online Consider your options for fundraising online Download the Web 2 0 Report Card Text version of audio here Assess Goals and Resource Capacity Explore the elements of a SWOT analysis Explore the elements of a SWOT analysis Text version of audio here Identify Your Income Strategy Pick an income strategy that works for your organization Pick

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