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Transforming Installation Management through Integration of Sustainability and Well-Being into the IMA Strategic Planning Process SECURE THE MISSION – SUSTAIN THE FUTURE

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Title: Transforming Installation Management through Integration of Sustainability and Well-Being into the IMA Strategic Planning Process SECURE THE MISSION – SUSTAIN THE FUTURE


1
Transforming Installation Management
throughIntegration of Sustainability and
Well-Beinginto the IMA Strategic Planning
Process SECURE THE MISSION SUSTAIN THE
FUTURE
Our Mission - provide equitable, effective and
efficient management of Army installations
worldwide to support mission readiness and
execution, enable the Well-being of Soldiers,
civilians and family members, improve the Armys
aging infrastructure and preserve our
environment. Leading
Change for Installation Excellence
2
PURPOSE
Introduction to the IMA strategic planning
process and the integration of sustainability and
well-being concepts
3
AGENDA
Strategic Planning Sustainability Well-Being

4

IMA CORPORATE MANAGEMENT PROCESS
MISSION Provide equitable, efficient and
effective management of Army installations
worldwide to support readiness and execution,
enable the well-being of Soldiers, civilians and
family members, improve the infrastructure,
preserve the environment.
  • Soldiers
  • Civilians
  • Family Members
  • MACOMs
  • SMCs / ICs

Our Customers
Strategic Goals
Old (Under Revision)
  • Develop a dynamic cadre of IMA leaders to
    orchestrate excellence in installation
    management.
  • Manage installations equitably, effectively and
    efficiently.
  • Enable the well-being of the Armys people.
  • Practice sound stewardship and improve resource
    performance.
  • Deliver superior mission support to all
    organizations.
  • Develop and sustain an innovative, team-spirited,
    highly capable, service-oriented workforce.

Corporate Management
Sustainability Mission Execution
Well-Being
  • Readiness
  • Winning GWOT
  • Transformation

Outcomes
Our Stakeholders
  • HQDA
  • IMBOD
  • ACSIM
  • Congress
  • Citizens

New/7
5
CORPORATE MANAGEMENT PROCESS
Strategy Driven
Customer Oriented
  • Continually refine agency strategy
  • Translate strategy to organization performance
    and individual performance plans
  • Generate resource requirements to execute
    strategy
  • Fund programs and requirements
  • Set performance targets

Resourcing Requirement / Resources
  • Deliver products and services
  • Measure and report performance
  • Communicate with customers
  • Improve internal processes
  • Improve service quality and delivery
  • Generate efficiencies
  • Improve effectiveness

Performance
Decisions Based on Facts
Results to Standard
New
6
STRATEGIC PLANNING FOR SUSTAINABILITY ABCDEF
MODEL
A Awareness
(Sep 2004)
WHERE WE ARE
B Baseline
WHERE WE WANT TO BE
C ClearVision Mission Goals
HOW WE GET THERE
D Down to Action
E F Evaluation and Feedback
New/8
7
IMA Strategic Planning Model
WELL-BEING
SUSTAINABILITY
WHERE WE ARE
A Awareness
WHERE WE WANT TO BE
B Baseline
C Clear Vision Mission Goals
HOW WE GET THERE
D Down to Action
E Evaluation
G Get Better
F Feedback (continuous)
8
8
IMA Strategic Planning Model and Process (cont.)
WELL-BEING
A Awareness
Planning To Plan
Training
Engagement Strategy
Leadership Commitment
WHERE WE ARE
B Baseline
Organizational Profile
Mandates/ Strategic Planning Guidance
Customer/ Stakeholder Expectations/ Needs
- Sustainability and Well-Being -
Baseline Document
Gap Analysis
C Clear
Vision
Goals/ Strategies
Mission
Values Guiding Principles
WHERE WE WANT TO BE
SUSTAINABILITY
D Down to Action
Targets Initiatives
Objectives Measures
Develop Action Plans
Implement Action Plans
BSC
G Get Better
HOW WE GET THERE
E Evaluation
F Feedback (continuous)
9
9
STRATEGIC PLANNING MODEL
SUSTAINABILITY
WHERE WE ARE
A
WHERE WE WANT TO BE
B
HOW WE GET THERE
C
Deployment
D
E
Measurement Reporting
F Feedback (continuous)
PMR
Balanced Scorecard Process
Performance Measurement Review
New
10
IMA BSC Strategy Map (Early Draft)
Customer/ Stakeholder
Superior Mission Readiness Execution Support
to Customers Worldwide
Equitably Resourced Communities of Choice For
Americas Armed Forces
Sustainability in All Operations
ENDS
Sustain the Environment While Enabling
Effective Training
Support Transformation To the Modular Force
Internal Processes/ Business Practices
Execute Requirements Of Our Army At War
Enhance the Well-Being of Our Community Members
Seek Highest Performance at Best Cost/Value For
Customers
Execute BRAC/IGPBS Re-Stationing Actions To
standard
WAYS
Readiness
GWOT
Transformation
Learning Growth
Employ Customer Relationship Management Processes
Promote Innovation and Empowerment
Lead the IMA Workforce to Excellence
Communicate Internally, Externally Continuously
Resources
People
Financial
Information Technology
MEANS
New
11
IMA Strategy Map (Early Draft) Examples of
Linkages
Customer/ Stakeholder
Superior Mission Readiness Execution Support
to Customers Worldwide
Equitably Resourced Communities of Choice For
Americas Armed Forces
Sustainability in All Operations
ENDS
Sustain the Environment While Enabling
Effective Training
Support Transformation To the Modular Force
Internal Processes/ Business Practices
Execute Requirements Of Our Army At War
Enhance the Well-Being of Our Community Members
Seek Highest Performance at Best Cost/Value For
Customers
Execute BRAC/IGPBS Re-Stationing Actions To
standard
WAYS
Readiness
GWOT
Transformation
Learning Growth
Employ Customer Relationship Management Processes
Promote Innovation and Empowerment
Lead the IMA Workforce to Excellence
Communicate Internally, Externally Continuously
Resources
People
Financial
Information Technology
MEANS
New
12
OVERALL SP/PMR PROCESS
Agency PMR/Region PMR
IMA Director
Region Director
Agency Strategic Plan
Installation Strategic Plan
Installation PMR
Operating Plans (Examples Real Property Master
Plan, Environmental Management Plan, Human
Resource Plan . . )
As defined by the Installation / Region
New
13
FUTURE AGENCY PMR VIEWS
AGENCY PMR COMPONENTS
Agency Balanced Scorecard
Common Operating Performance (METL)
Arrow shows trend from last reporting Red,
Green and Amber identify the level of performance
for the current reporting cycle Have ability to
drill into specific SSP
1.1 EEO Complaints
2.1 Annual Security Training
2.3 of MEVAs inspected
3.1 of unmatched outlays
4. 4 of completed work orders
5.1 Average Time to Fill
5.4 Net Income Before Depr
6.1 Work Requests Completed
6.4 Occupancy Rates
Service Performance (CLS)
PIR / Command Initiatives Tracking
Initiative
Value
Trend
Status
Milestones
Personnel and Community
Information Technology
Initiative 1
200K
Operations
Logistics
Initiative 2
400K
Engineering
Resource Management
Initiative 3
50K
Acquisition
Health Services
Initiative 4
900K
Command and Staff
New
14
FY2005 EXPECTATIONS - PMR
  • Continue to Use the Current PMR Framework
  • PMR Will Report Productivity Improvement Reviews
    (PIR) and Command Initiatives (CI)
  • Continue to Use the METL (Mission Essential Task
    List) As Defined by the Garrison Commanders Task
    Force
  • Regions Will Direct What Measurements Are Used

New
15
BEYOND FY2005 - PMR
  • Prescribe Common Set of Metrics
  • Evolve PMR into strategic and operational views
  • Integrate with Common Levels of Support
  • Conduct a PMR minimum of twice a year
  • Annual Review of Action Plans, Objectives, and
    Goal Execution
  • 2 Year Agency Strategic Planning Cycle

New
16
WHAT IS SUSTAINABILITY?
12
17
STRATEGIC PLANNING FOR SUSTAINABILITY MANDATE
The Army will initiate an integrated planning
process that identifies objectives, initiatives,
monitoring and assessment tools while making the
necessary procedural changes to assure progress
toward its sustainability goals. - OASA (IE)
Sustainability, Well-Being and IMAs long-term
strategic planning efforts are inextricably linked
10
18
WHY STRATEGIC PLANNING FOR SUSTAINABILITY?
(significantly strengthened in 2005 APIC)
The case for sustainability
  • The Army is transforming partially due to
  • Resources continuing decline compromising the
    future ability of installations to sustain their
    missions
  • Demands continuing to rise
  • The interdependence and required balance of
    mission, community and the environment
  • Diminishing space available for training
  • Technologies expansion of operating footprints
    for Army units
  • Examples set by international organizations and
    governments
  • A need to sustain Soldiers and the Armys
    ability to operationally succeed in the long-term

Sustainability represents a major change in the
Armys way of thinking consistent with its
broader transformation
19
Not a new concept -
A Global Challenge
life supporting resources declining
consumption of life supporting resources rising
20
SUSTAINABILITY AS A SOLUTION TO
  • Strategic Level
  • mankind exceeding the earths capacity to
    provide resources and absorb wastes
  • Operational Level
  • decreasing access to natural resources and
    livable regions which will lead to greater
    potential for conflict and military deployments
  • Tactical Level
  • increasing encroachment pressures on our
    installations that threaten our ability to
    provide realistic, battle-focused training for
    our Soldiers

21
SUSTAINABILITY DEFINED
  • STRATEGIC LEVEL - United Nations
  • Meeting the needs of the present without
    compromising the ability of future
  • generations to meet their needs
  • OPERATIONAL LEVEL - Corporate Sustainability
  • A philosophical, alternative approach to the
    traditional growth and profit-maximization
    modelrequiring the corporation to pursue
    societal goals, environmental protection, social
    justice and equity, and economic development
  • (Ivy Business Journal 2003)
  • TACTICAL LEVEL - Community Sustainability
  • A sustainable community is one that is consistent
    with all of these dimensions of sustainability.
    ... We want to sustain communities as good places
    to live, and that offer economic and other
    opportunities to their inhabitants. We want to
    sustain the values of our society- things like
    individual liberty and democracy. We want to
    sustain the biodiversity of the natural
    environment We want to sustain the ability of
    natural systems to provide the life supporting
    "services" that are rarely counted by economists
    but which have recently been estimated to be
    worth nearly as much as total gross human
    economic product
  • (American Planning Association Website 2004)

22
WHAT SUSTAINABILITY MEANSTO THE ARMY
Sustainability a sustainable Army
simultaneously meets current as well as future
mission requirements worldwide, safeguards human
health, improves quality of life, and enhances
the natural environment.
  • A long-term commitment, to radically change the
    way we design, build, buy, transport, and
    otherwise perform our mission, as we transform
    our weapons systems, tactics, and installations
    over the coming decades.
  • Mr. Ray Fatz
  • Deputy Assistant Secretary of the Army
  • April 2004

16
23
SUSTAINABILITY IS ABOUT BALANCE
TRIPLE BOTTOM LINE OF SUSTAINABILITY MISSION,
ENVIRONMENT AND COMMUNITY.
17
24
ARMY CHALLENGES
17 million acres (includes Army owned land,
withdrawn, licenses, easements, permits,
leases) 4,162 installations (including
National Guard Armories and Reserve Facilities)
29 ammunition plants and arsenals
12,000 historic buildings 170
endangered species on 94 installations
2,500 environmental permits 53,000
archeological sites 36,000 cultural
sites 12,000 restoration sites









18
25
INSTALLATION CHALLENGES
  • Installations today face a variety of challenges
    that threaten the mission
  • Current installation plans are stove piped by
    functional area rather than using an integrated
    approach
  • Planning horizon for installations is linked to
    POM

26
INSTALLATION CHALLENGESWHERE WE ARE.
INCREASING PRESSURES
FREQUENCY ALLOCATION
27
INSTALLATION CHALLENGESWHERE WE ARE.
Frequency encroachment
Endangered Species
Urban Growth Air Quality Noise
READINESS
  • Available training area
  • Aging infrastructure
  • Use of resources
  • Well-being concerns
  • Increasing laws regs
  • Enclaves of preservation

SROC Concerns
Source SECDEF Senior Readiness Oversight Council
(SROC) Report to Congress 2001
28
HOW DID WE GET HERE?
  • Issues of sustainability are not unique to the
    Army
  • Population is growing (affluent society, more
    disposable income, more leisure time)
  • Increasing everyones personal ecological
    footprint
  • Natural resources are rapidly being depleted
  • Advances in technology increase training
    footprints
  • Initial strategy to environmental protection was
    to stop the bleeding

29
WHERE WE WANT TO BE
  • Sustainability, fully integrated into the
    installation strategic planning process/model,
    ensures
  • Long-term viability and mission integrity
  • Reduction of environmental impacts
  • Realistic training environments
  • Minimized resource requirements
  • Robust and sustainable infrastructure
  • Strong military and civilian community
  • partnerships
  • Enhanced well-being

23
30
The Path to Sustainability
HOW WE GET THERE
Army installations need a long-range strategic
plan to achieve the desired end- state realistic
training, combat readiness, mission success,
enhanced well-being, and a protected environment
  • Sustainability is about radically changing our
    mindset
  • Defining links between the mission,
    environmental, and community challenges
  • Identifying long-term challenges that face the
    installation and its surrounding communities
  • Providing a framework for long-range installation
    strategic planning and management systems

31
EVOLUTION OF ARMYSUSTAINABILITY EFFORTS
2000-2004
  • Sustainable Design and Development (SDD)
  • Sustainable Range Plan (SRP)
  • Sustainable Range Design R D program
  • FORSCOM adopted sustainability and moved forward
    resulting in Installation front runners in
    Sustainability
  • Army Sustainability Working Group (ASWG)
  • Army Sustainability Videos
  • Army Sustainability Big Picture Posters
  • Office of the Director, Environmental programs
    (ODEP) recognizes that sustainability is not just
    an environmental program and funds IMA to
    integrate the concept of sustainability into the
    installation strategic planning process
  • Army Strategy for the Environment

32
ARMY STRATEGY FOR THE ENVIRONMENT
  • Sustainability a sustainable Army
    simultaneously meets current as well as future
    mission requirements worldwide, safeguards human
    health, improves quality of life, and enhances
    the natural environment.
  • GOALS
  • Foster a sustainability ethic
  • Strengthen Army operations
  • Meet test, training and mission requirements
  • Minimize impacts and total
  • ownership costs
  • Enhance Well-being
  • Drive Innovation

The Army will initiate an integrated planning
process that identifies Objectives, initiatives,
monitoring and assessment tools while making the
necessary procedural changes toward its
sustainability goals.
33
EVOLUTION OFIMA SUSTAINABILITY EFFORTS
IMA Strategic Planning for Sustainability
Workshop September 2004 resulting in strategic
planning model/process
  • Applying collaborative process
  • 50 reps consisting of planners,
    environmentalists, MWR, HR and PW from across
    IMA, ASA I E, ACSIM, Army National Guard and
    Reserves
  • Using straw man strategic planning model as point
    of departure
  • Resulting in final strategic planning model
  • Compilation of team efforts
  • Incorporates concept of sustainability
  • Applies balanced scorecard architecture
  • Simple ABCDEF format

34
INSTALLATION SUSTAINABILITY
35
INSTALLATION SUSTAINABILITY
  • By definition the installations ability to fully
    execute its current mission without compromising
    its ability to accomplish future missions
  • Again, it is a Concept not a Program, Process
    or System
  • Focused on balancing mission, community and the
  • natural and built environments, and includes
  • Lands Management
  • Operations
  • Infrastructure
  • Cross functional approach involves all
    stakeholders

36
Integrating Sustainability and Well-Being
concepts into the installations management
process and installation strategic plan is not
just an Environmental, DPW, MWR or DPTM
Responsibility.It is theGARRISON AND
INSTALLATION COMMANDERS RESPONSIBILITYfor it
will only work when they champion it.
LEADERS CHALLENGE
ACSIM, SUSTAINABILITY DIVISION
30
37
SUSTAINABILITY IMPACTS ALL AREAS OF INSTALLATION
MANAGEMENT
Facilities Infrastructure
Mobilization Deployment
Transportation
Base Operations
HR
Operations Training
RDTE
PAIO
Systems Acquisition
Logistics Support
Force Structure Readiness
Industrial Operations
MWR
Health Medical
Public Affairs
Environment
Resource Management
Contracting
31
38
INSTALLATION STRATEGIC SUSTAINABILITY PRIORITIES
- Encompass all core business processes
  • Facilities meet LEED standards
  • Energy renewable, secure energy
  • Water reduce use, improve quality
  • Strategic and Functional Planning joint
    regional planning, planned development/growth,
    compatible land use, regional education
  • Procurement completely cyclable non-toxic
    materials, no waste, local sources
  • Military Training/Land Management optimize use
    of existing training lands, create
    easements/buffers around fence lines
  • Transportation convenient (reduced congestion),
    reliable, clean (emission-free), renewable fuels

39
INSTALLATION SUSTAINABILITY SUCCESS STORIES
  • Facilities Goals
  • Renewable, Secure Energy
  • Build to Spirit Standards
  • Water Goals
  • Reduce Use, Improve Quality
  • Regional Goals
  • Joint Planning and Outreach
  • Procurement Goals
  • Recyclable Materials, No Waste
  • Transportation Goals
  • Clean and Convenient
  • Military Training Goals
  • Better Land Use On and Off Post

32
40
ADVANTAGES OF IMAS INTEGRATED APPROACH
  • By integrating sustainability into the IMA
    strategic planning model, sustainability is no
    longer a stand alone effort
  • This approach results in a corporate strategic
    planning model for all installations and will
    thus set a planning standard and provide
    consistency throughout the agency
  • The Train the Trainer approach will develop
    installations capability to conduct their own
    workshops
  • The Installation Strategic Planning Process
    groundwork reduces the number of workshops
    necessary
  • This approach unifies current stand alone
    installation strategic planning process with
    installation sustainability planning process

41
WHAT ISWELL-BEING?
36
42
WELL-BEING DEFINED
Army Well-Being is the personal physical,
material, mental, and spiritual state of
Soldiers (active, reserve, and guard, retirees,
and veterans), civilians, and their families
that contributes to their preparedness to perform
and support the Armys mission
AR 600-20
37
43
WHY WELL-BEING?
Army Posture Statement
People are the heart and soul of the
ArmySoldiers, civilians, family members and
retirees. Our readiness is inextricably linked
to the well being of our people. The Army
Family, for both the Active and Reserve
Component, is a force multiplier and provides the
foundation to sustain our warrior culture."
2004 Army Posture
Statement
38
44
WHERE WE WANT TO BE WELL-BEING END-STATE
  • An integrated system that
  • Recognizes that the institutional needs of the
    Army cannot be properly addressed without
    fostering the self-reliance and meeting the
    personal needs and goals of its people
  • Designed and resourced to successfully account
    for the dynamic nature of the Armys operational
    challenges and Americas societal changes
  • Maximizes readiness, retention, and recruiting
  • Contributes to an institutional strength that
    enables the Army to accomplish its mission

WELL-BEING IS ABOUT BALANCE
45
WELL-BEING THE INSTALLATIONS VIEW
Well-Being is actually a condition resulting
from the effects of a system of individual
programs, policies, and initiatives.
Well-Being represents an installations
coordinated efforts to integrate programs,
policies, and initiatives into a holistic and
systematic framework (strategic plan) that
supports mission preparedness as well as
individual aspirations

40
46
HOW WE GET THERE
The Path to Well-Being Army Well-Being Plan
Strategic Goals
Personal Enrichment An environment that allows
Soldiers, civilians, and their Families to enrich
their personal life by achieving their individual
aspirations Pride and Sense of Belonging A
unique culture, sense of community and a record
of accomplishment that engenders intense pride
and sense of belonging among Soldiers, civilians,
and their families Standard of Living A
competitive standard of living for all Soldiers,
civilians, and their families Opportunity for
Service The opportunity for meaningful service
and personal development in a disciplined
environment
47
WELL-BEING ARCHITECTURE
Leadership Leadership Human Relations
Professional Conduct Workplace Environment
Workplace Modernization Workplace
Maintenance Family Member Education DODEA
Schools School Liaison Education
Transition Family Programs Deployment Support
Family Adaptation Child Development
Programs Youth Services Exceptional Family
Member Support Family Advocacy Welfare
Safety Community Protection Relocation
Overseas Support Risk Reduction Legal
Services Transition/Retirement Final
Honors Community Outreach
TO LIVE
Values Army Values Religious
Support Training Leader
Development Training Personnel Management
Leader Development Esprit Tradition
Camaraderie Job Satisfaction Life-Style
Satisfaction
TO GROW
Citizenship Religious Programs Voting
Assistance Community Involvement Financial
Readiness Personal Financial Management
Financial Training Education Assistance Family
Member Continuing Education Family
Member Employment Spouse Employment Recreation
Community Recreation Sports Fitness
Armed Forces Recreation Centers Pet Services
Libraries Information Services
Pay Compensation Base Pay Allowances
Incentive and Special Pay Other Compensation
RC Employer Support Finance Processing Health
Care Preventive Services Patient Care
Dental Services Customer Service Health
Care Infrastructure Housing Family Housing
Barracks Complexes Army Lodging Continuous
Learning Continuing Education
TO SERVE
Soldiers - Active - Guard - Reserve -
Retired - Veterans Civilians Family Members
TO CONNECT
New
48
LEADERS CHALLENGE
  • Commanders and leaders at all levels will
  • provide an environment that contributes to the
    physical, material, mental, and spiritual
    dimensions of the lives of their Soldiers and
    their families as well as members of the greater
    extended Army
  • family, including veterans, retirees, and
  • civilians.

AR 600-20
42
49
SUMMARY
SUSTAINABILITY
STRATEGIC PLAN
  • Long-term viability
  • and mission integrity
  • Reduction of
  • environmental impacts
  • Realistic training environments
  • Minimized resource
  • requirements
  • Robust and sustainable
  • infrastructure
  • Strong military and civilian
  • community partnerships
  • Enhanced well-being

WELL-BEING
RESOURCING
MISSION EXECUTION
CONTINUOUS IMPROVEMENT
PERFORMANCE
50
SUSTAINABILITY ONLINE
Army www.sustainability.army.mil (under
construction) OACSIM www.hqda.army.mil/acsimweb/fd
/linksSDD.htm USAEC www.aec.army.mil/usaec/suppor
t/sustainability00.html DENIX www.denix.osd.mil/d
enix/DOD/Library/Sustain/sustain/html USACER www.c
ecer.army.mil/SustDesign SERO
www.envquest.com Fort Bragg www.bragg.army.mil/su
stainability Fort Lewis www.lewis.army.mil/publicw
orks Federal Network www.federalsustainability.or
g White House www.ofee.gov/sustain/sustainability.
htm Fed. Workgroup www.eere.energy.gov/femp/techn
ologies/sustainable_workinggroup.cfm Natural
Step www.naturalstep.org/learn/principles.php Mil.
Partnerships www.ofm.wa.gov/sustainability/panel
.htm
44
51
WELL-BEING ONLINE
Army home page http//www.army.mil/ then
http//www.army.mil/WellBeing/default.htm The
Well-Being Liaison Office (WBLO)
http//www.armyfamiliesonline.org The Army
Vision http//www.army.mil/vision/index.html The
CFSC website http//www.armymwr.com/ Deployment
Cycle Support (DCS) http//www.armyg1.army.mil/de
fault.asp?pageid101f RR Leave
http//www.odcsper.army.mil/Directorates/wb/RRLeav
e/index.htm Army One Source (800) 464-8107
http//www.MyArmyLifeToo.com
45
52
REFERENCES
  • National Military Strategy (2004)
  • Quadrennial Defense Review (2001)
  • Presidential Management Agenda (2002)
  • The Army Plan 2002-2017
  • Army Campaign Plan
  • Joint Vision 2020
  • The Army 2020 (2003)
  • The Way Ahead (2003)
  • The Army Posture Statement (2005)
  • The Army Strategic Planning Guidance 2006-2023
  • AR210-20 Master Planning for Army Installations
  • AR 200-1 Environmental Stewardship and
    Sustainability
  • Army Sustainable Range Plan 2003
  • Army Strategy for the Environment (2004)
  • ACSIM Sustainable Design and Development (SDD)
  • AR 600-20 Army Command Policy
  • Corporate Sustainability (Melbourne Principles
    for Sustainable Cities, The Natural Step, World
    Business Council for Sustainable Development)

46
53
Sustain the Mission Secure the Future
QUESTIONS?
ARMY INSTALLATIONS - RELEVANT AND READY
47
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