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NASTAD Leadership Institute

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Title: NASTAD Leadership Institute


1
NASTAD Leadership Institute
  • March 9-10, 2009

2
Leadership Institute
  • Purpose to help new and emerging leaders develop
    critical skills necessary to lead HIV/AIDS and
    viral hepatitis programs in state and local
    health departments 
  • Participants New AIDS directors and senior
    program managers from select NASTAD advisory
    committees
  • Outcomes Participants will clarify their vision
    for leadership, programs and staff build media
    and advocacy skills, and develop a leadership
    plan to strengthen their programs

3
Agenda
  • DAY ONE
  • Pre-work/self assessments
  • Vision and Leadership
  • Advocacy
  • NASTAD 101
  • Understanding and working in bureaucracies
  • Supporting a diverse workforce
  • Peer Reflections on Leadership and Vision
  • Action Planning
  • DAY TWO
  • Mentor/Needs Identification
  • Media Training
  • Leadership Presentations
  • Next Steps

4
Pre-Meeting Work and Connections
5
What are your hopes and expectations for this
institute?
6
(No Transcript)
7
Public Health Leadership Competencies Self
Assessments
  • Visioning ability to cooperatively create and
    communicate shared vision and to express
    personal vision
  • Identify and reflect upon leadership style and
    skills weaknesses and strengths
  • Model and incorporate ethical standards
  • (Understand and) Communicate the role of
    government
  • Identify and communicate staff and organizational
    responsibilities within the context of core
    public health functions
  • Describe data utility (and use data) for
    application across issues

8
Public Health Leadership Competencies Self
Assessments (2)
  • Strategic plan development with measured impact
  • Evaluate and communicate policy choices
  • Policy translation to programs, organizational
    structures and plans
  • Application of federal, state and local
    regulations
  • Budget strategy
  • Coalition building and advocacy
  • Develop and implement policies for professional
    diversity
  • Create safe space for staff and community
    communication
  • HR practices (recruit, hire, terminate)
  • Apply human relations skills to organizational
    management, motivation and conflict resolution

9
(No Transcript)
10
Proficiencies among Us(Limited Knowledge)
  • Creating shared vision
  • Leadership style identification and reflection
  • Role of public health government
  • Regulations and policy application
  • Advocacy coalition building
  • Resource Advocacy
  • HR/Recruiting, hiring, training
  • Strategic partners
  • Creating a safe space for staff/community
  • Describing strengths and weaknesses

Institute Knowledge Exchange
Mentoring Opportunities
11
What is your drag queen leader name?
  • First or last name of the first leader you ever
    learned about (whether you liked them or not)
  • First or last name of the leader you would most
    like to emulate

12
Leadership and Management Qualities
  • Highest rated qualities among J/J survey
    respondents
  • Vision
  • Persistence
  • Confidence
  • Leadership Themes
  • Leadership as distinct from management skills
    you need both, but not necessarily in the same
    person
  • Different models of leadership exist (and should
    be recognized)
  • Leaders have a responsibility to staff to lead,
    inspire, empower, impart knowledge and
    experience, etc.

13
Public Health Leadership Competency Framework
  • Core Transformational Competencies
  • Political Competencies
  • Transorganizational Competencies
  • Teambuilding Competencies

14
Core Transformational Competencies
  • Visionary Leadership
  • Sense of Mission
  • Effective Change Agent

15
Vision and Leadership
  • The importance of vision
  • Clarifying your vision
  • For your leadership
  • For your program
  • For your staff

16
Importance of Vision
  • Leaders have a responsibility to staff to lead,
    inspire, empower, impart knowledge and
    experience, etc.
  • AIDS Director, J/J study
  • Leadership is the capacity to translate vision
    into reality.
  • Warren Bennis

17
Vision Defined
  • The act or power of imagination
  • Mode of seeing or conceiving
  • Unusual discernment or foresight

18
Vision is the art of seeing the invisible
  • Jonathan Swift

19
Case Study Lena Marcos Vision
  • How did Lena Marco establish herself as a leader
    when she became the new Division Director?
  • What are Lenas opportunities to change the way
    she is perceived?
  • How can Lena establish and communicate her vision
    effectively?

20
To the person who does not know where he wants to
go there is no favorable wind.
  • -Seneca

21
YOUR Vision Defined
  • An ideal state that you wish to achieve
  • For yourself as leader What would your
    leadership ideally look like? Feel like?
  • For your staff - Staff composition, functioning
    together, culture of work, etc.
  • For your program

22
Your ThoughtsVision for your Own Leadership
  • Being fairly democratic able to engage and
    motivate others communicate theoretical and
    concrete ideas effectively adapt well and easily
    and allow others freedom to move forward without
    constraints.
  • Innovation that provides concrete means for
    attaining goals and objectives
  • Competent, thoughtful, effective, trustworthy
  • Promote an efficient and productive work
    environment to free more time to implement
    activities resulting from a "bigger picture -
    more proactive perspective instead of
    reactionary, "fixing" activities
  • To develop competencies in the range of areas
    that the HIV/AIDS Office oversees to work in
    partnership with senior staff to articulate core
    tenets of the HIV/AIDS prevention and care
    services we fund to reaffirm the commitment to
    responsive services throughout our direct care
    efforts and to integrate our work in a public
    health framework in a way that engages multiple
    stakeholders and collaborators.

23
Your ThoughtsVision for your Own Leadership (2)
  • Build and/or maintain a quality state HIV/AIDS
    Program with maximum community input.
  • Provide the best possible atmosphere for staff
    development, innovation and enthusiasm for
    implementation of all HIV programming efforts.
  • Assure data-informed policy development and
    advocacy with all audiences, including department
    leaders, the Director and Governor's office.
  • Work to improve personal skills in strategic
    planning, time management and specific database
    programs.
  • Stay abreast and update analysis of the ongoing
    political process at the community level,
    department level and legislative level.
  • Identify the individual strengths of my staff and
    the needs within the program to delegate
    responsibilities accordingly. To be self aware
    enough to know my strengths and weaknesses so I
    can utilize my staff to best complement those
    strengths and weaknesses so the program does not
    suffer.

24
Your ThoughtsVision for your Staff
  • Rewarded, competent, productive, happy,
    effective, flexible
  • To be experts in HIV Prevention and in their
    individual components of the prevention program.
    To feel comfortable providing TA to our
    contractors and information to the community at
    large.
  • Working with my staff to find their strengths and
    weaknesses and helping them rise to being the
    best they can be.
  • Development of core management and organizational
    skills to enhance skills and prepare them for
    upward mobility.
  • That they enjoy coming to work, and have the
    opportunity to develop expertise in a particular
    service area. That there are consistent
    mechanisms for staff to work across program areas
    to ensure service coordination and develop a
    broad understanding of HIV prevention and care
    services.

25
Your ThoughtsVision for your Staff (2)
  • Highly motivated, competent people.
  • Multicultural composition
  • Training, enrichment and best practice
    opportunities are shared and encouraged
  • Provide moral and practical support for staff
    fairness in consideration, and sensitivity on
    issues of working conditions, work/family issues,
    etc.
  • Cohesive work team and work environment
  • Each member will maximize his/her potential and
    move the program forward towards its goals with
    resources available.
  • Staff members will feel gratified by their work
    with a sense that they make significant
    contributions, along with their peers, and they
    mostly have a good time doing it!

26
Your ThoughtsVision for your Program
  • Sustainable, high quality model for other HIV
    Prevention programs.
  • One that CBOs and other organizations trust and
    look to for partnership as well as funding and
    technical assistance.
  • Pushes and leads its Prevention providers to
    become sustainable organizations without the
    Prevention program.
  • Attracts and grooms the best minds in HIV and
    public health
  • A comprehensive prevention/service, organization
    equipped to managed and provide exceptional
    services and deliverables.
  • Effective, efficient, proactive, and responsive
    to HIV/AIDS prevention and care needs of
    residents
  • To run in accordance with CDC guidelines, making
    a discernable impact on the spread of HIV in our
    state

27
Your ThoughtsVision for your Program (2)
  • Marry the concepts of passion, advocacy and
    science to assure best practice in HIV prevention
    and care programming and surveillance excellence.
  • Assure collaboration and cooperation with other
    Infectious Disease units (STD/TB/Immunizations)
    other parts of department, and other state/local
    agencies to reduce new infections, reduce
    disparities and increase the number of people in
    care, with known HIV infection.
  • Consistently involve, uplift and facilitate
    empowerment of people directly affected by HIV in
    advising and evaluating program activities.
  • Be a recognized leader in the state in reducing
    (and keeping low) HIV/STD and Hepatitis infection
    rates.
  • To develop a continuum of clinical and
    non-clinical services responsive to geographic
    and population level influences and needs.
    Leverage existing capacities and resources within
    the care system, while sustaining a level of
    readiness to integrate cutting edge prevention
    and care approaches as they emerge and are proven
    effective.

28
What are the differences.
  • Your vision
  • for your own leadership (or for you as a leader)
  • for your staff
  • for your program

29
Honing our Vision(s)
  • Individual Reflection
  • Large Group Presentations lunch tomorrow

30
BREAK
31
Advocacy and Advocacy Opportunities
  • Purpose
  • To build knowledge about talking with
    legislators, both in their state and in
    Washington, and build their skills and comfort
    level in doing Hill visits.
  • To build knowledge about developing advocacy
    coalitions and leveraging the policy environment

32
Case Study Lena Marcos Advocacy Activity
  • How did Lena fulfill her advocacy role?
  • What were the opportunities?

33
Advocacy What is your experience?
  • AIDS Directors said their staff were least
    proficient in advocacy (J/J survey)
  • Your experience with
  • State legislative advocacy
  • Congressional advocacy
  • Federal agency advocacy
  • Advocacy coalitions (developing, strengthening,
    participating in)

34
Your Role in Advocacy
  • Provide information on the epidemic and programs
    in your state
  • Paint the picture to justify increased resources
    for your programs or support for legislation
  • Build long term relationships with community
    advocates, legislative contacts and your
    Congressional delegation
  • Keep your Governors office apprised of
    legislative and funding priorities
  • Be a host to legislative and gubernatorial staff

35
Your Role in State Advocacy
  • Work with your community to add their voice
  • Educate about the policy process and how to add
    their voices
  • Raise issues to help collective planning and
    management during crisis
  • Provide information they can use for state lobby
    days
  • Budget forecasting
  • Epidemiology
  • One-page summaries that convey central messages
  • Encourage the community to develop the ask

36
Your Role in State Advocacy (2)
  • Clarify your role as a state employee and
    limitations on what you can and cannot do
  • Cultivate trusted allies
  • Be transparent when possible by keeping the
    community in the loop
  • Try to get the message far and wide among the
    community to avoid multiple messages
  • Create a mutually respectful relationship

37
Your Role in Federal Advocacy
  • Your are a public health expert
  • There are many voices with HIV/AIDS interests
  • Only you can provide Congressional staff with the
    state perspective
  • Establish a go-to relationship
  • Hill visits are opportunities
  • For information sharing
  • To provide expert and experienced knowledge about
    the programs needs
  • Staff want to know impact on state funding

38
Your Role in Federal Advocacy (2)
  • Take opportunity to visit your Governors office
    when in DC
  • Relationships can be maintained throughout the
    year
  • District office visiting hours
  • Town hall meetings
  • Mailings to share epidemiologic data
  • Updates on crisis situation if applicable
  • Phone calls or emails after awards to share how
    the state fared or impact of legislative changes

39
Congressional Visitsknow who/what you are
representing
  • Know the type of program you are advocating for
  • MandatoryIf you qualify for the program, you get
    the benefit
  • Medicare, Medicaid (ETHA), Social Security, Pell
    Grants, Farm subsidies
  • You have to pay for changes (Pay-as-you-go)
  • DiscretionaryCongress decides every year how
    much a program will get
  • Ryan White, CDC, HOPWA, NIH, etc.

40
Congressional VisitsKnow your message and how
you will convey it
  • Know what you want to say before you walk in
  • Review talking points on issues
  • Role play with tips to follow
  • Express appreciation for the support that
    Congress has given HIV/AIDS programs
  • Federal funding
  • Ryan White
  • Be succinct in your ask
  • Demonstrate that programs are effective and need
    to be continued and enhanced
  • If you dont have an answer to a question, say so
  • Opportunity for follow-up

41
Tips for All Visits
  • Thank them for meeting with you
  • Introduce yourself
  • Give staff your card
  • Quick overview of governmental public health
  • Quick overview of local epidemic
  • Make a few key asks

42
Tips for Visits Delivering Your Message
  • Hook Your ID Your name, where you live, the
    organization you are with (volunteer or staff),
    or the why and who you represent
  • Line Your Message A personal story, facts
    about the program or persons living with
    HIV/AIDS, etc.
  • Sinker The Ask Currently the ADAP Program
    receives no state funding. We are one of only 14
    states that do not provide state appropriations
    for the program. If given the opportunity, Will
    you vote to provide state funding for the ADAP
    Program in Iowa?

credit Pat Young, Iowa Department of Public
Health
43
Lunch
44
About NASTAD
  • NASTAD Leadership Institute
  • April 8-9, 2010

45
Introduction to NASTAD
  • NASTAD is a non-profit national association of
    state health department HIV/AIDS program
    directors who administer HIV/AIDS and viral
    hepatitis prevention, care and treatment programs
    funded by U.S. state and federal governments.
  • NASTAD was established in 1992 as the voice of
    the states.
  • NASTAD is governed by a 20 member, elected
    Executive Committee charged with making policy
    and program decisions on behalf of the full
    membership.
  • NASTADs Washington, DC headquarters has a
    professional staff of 30. We have small field
    offices in Haiti, Zambia, Botswana, Ethiopia and
    South Africa.

46
Introduction to NASTAD
  • Mission NASTAD strengthens state and
    territory-based leadership, expertise and
    advocacy and brings them to bear on reducing the
    incidence of HIV infection and on providing care
    and support to all who live with HIV/AIDS.
  • Vision NASTADs vision is a world free of
    HIV/AIDS.
  • Strategic Map Central Challenge Strengthen the
    role and promote the success of state and
    territorial public health programs to reduce
    HIV/AIDS and viral hepatitis incidence, ensure
    quality care and treatment, and improve health
    outcomes.

47
The National Alliance of State and Territorial
AIDS Directors (NASTAD) Strategic Map2010-2013
(Approved 03.02.10)
48
NASTAD Members(HIV/AIDS Program Integration with
STD, VH and TB Programs)
2007 National HIV Prevention Program Inventory
49
How does NASTAD impact national HIV/AIDS and
viral hepatitis policy and programs?
  • NASTAD staff develop policy/program
    recommendations based on input from the Executive
    Committee and members.
  • Work groups and advisory committees of AIDS
    directors and/or their program staff guide
    programs and ensure products reflect
    needs/concerns of members.
  • Use peer technical assistance (TA) model to
    link AIDS directors and to share expertise across
    jurisdictions.

50
How does NASTAD impact national HIV/AIDS and
viral hepatitis policy and programs?
  • We work with
  • Executive Branch agencies to influence policies
    that impact state programs
  • Congress to influence Executive Branch agencies,
    provide funding, develop sound legislation
  • Coalitions to influence both Congress and the
    Executive Branch
  • We communicate positions through
  • Meetings, letters, position statements, issue
    briefs, reports, assessments of state policies
    and programs, etc.
  • NASTAD members visit Members of Congress and meet
    with the leadership at federal government
    agencies on a periodic basis.

51
NASTAD Programs and Priorities
  • Domestic
  • Care and Treatment
  • Prevention and Surveillance
  • Racial and Ethnic Health Disparities
  • Viral Hepatitis
  • Global Technical Assistance
  • Government Relations

52
Care and Treatment
  • ADAP Technical Assistance and Monitoring Project
  • Bi-monthly ADAPWatch
  • ADAP TA Meeting July 2010
  • HRSA/HAB funding for ADAP TA
  • Care director and ADAP director listservs
  • ADAP Crisis Task Force negotiations in May
  • Ryan White Program implementation
  • Analysis and TA on the impact of health reform

53
Prevention and Surveillance
  • HIV testing assessments 4 modules
  • Sexual health framework development
  • Expanding syringe access
  • New health department FOA (begins 01/01/2012)
  • TA including mentoring for new prevention
    directors
  • Prevention Networking Group (listserv, quarterly
    networking calls)
  • Prevention Advisory Committee
  • Linkage with CSTEs HIV surveillance coordinators
    work group

54
Racial and Ethnic Health Disparities
  • Minority Leadership Program
  • Black Gay Mens TA Re-convene June 2010
  • Latino gay men health department assessment and
    focus groups
  • Survey of health department HIV prevention
    activities directed toward gay men/MSM of all
    races and ethnicities
  • CDC Division of Adolescent and School Health
    (DASH) National Stakeholders Collaborative
  • TA with focus on black women, black gay men and
    youth
  • Native American listserv

55
Viral Hepatitis
  • Technical assistance to state HIV/AIDS and viral
    hepatitis programs
  • Viral Hepatitis Work Group (VHWG), listserv, peer
    to peer TA
  • Hepatitis coalition capacity building and support
  • Hepatitis Appropriations Partnership (HAP),
    National Viral Hepatitis Roundtable (NVHR),
    Hepatitis C Advocates UNITED!, Hepatitis B Task
    Force
  • Represent Adult Viral Hepatitis Prevention
    Coordinators (AVHPC)
  • Communications with federal agencies CDC
    Division of Viral Hepatitis, HRSA, SAMHSA, etc.

56
Global Technical Assistance
  • Support national and regional governments to
    design, implement, and manage public health
    information systems
  • National case-based surveillance (Haiti) and
    behavioral surveillance (Caribbean)
  • Support national HIV ME systems (Zambia,
    Ethiopia)
  • Reinforce the use of data for planning,
    decision-making and evaluation by national and
    district government
  • (Botswana, Ethiopia, Zambia, Tanzania, Haiti)
  • Promote support of civil society by regional
    government
  • Support implementing partners (Botswana,
    Ethiopia)
  • Strengthen community mobilization efforts
    (Ethiopia, South Africa)

57
Government Relations
  • 2010 Legislative Priorities
  • Appropriations FY2011 funding HIV/AIDS, viral
    hepatitis, and STD programs
  • Authorization Health reform legislation
    implementation
  • Coalition Participation
  • AIDS in America
  • Federal AIDS Policy Partnership (FAPP)
  • HIV Health Care Access Working Group
  • Ryan White Work Group
  • Hepatitis Appropriations Partnership (HAP)

58
www.NASTAD.org
59
Understanding and Working In State Bureaucracies
  • Purpose of session
  • Realities of working in state bureaucracies
  • Unique challenges to state AIDS programs
  • Diversity of staff, contractors, departments
  • Key challenges from bureaucracies
  • Identify solutions

60
Nature of the Beast State Bureaucracies (J/J
Study)
  • Hiring freezes
  • Restrictions on hiring quickly
  • Candidate diversity
  • Salary scale
  • State capital locations
  • Health department culture that supports/does
    not support diversity and support for a diverse
    workforce
  • High degree of bureaucratic burden and inertia

61
Case Study Lena Marco and the Beast
  • In what ways did Lena manage the bureaucracy to
    accomplish her goals?
  • What were opportunities?
  • What were the gaps between the world of the
    state and the world of the community?
  • How can Lena bridge these gaps?

62
Your Experience Challenges of Bureaucracies
63
Peer Discussion
  • Experience managing up and down
  • Life in a bureaucracy

64
Break
65
Supporting a Diverse Workforce
  • Discussion what are the diversities of
  • Your staff and program?
  • Your department?
  • Your partners?

66
Lena Marco and Ohio Department of Health
  • What were the issues of diversity facing Lena
    Marco and her colleagues at the Ohio Department
    of Health?
  • How could Lena leverage her environment to
    increase diversity learning?

67
Peer Experience How we Did/Didnt Do it.and
what we might still try.
  • Peer reflections
  • Discussion with group about their attempts and
    thoughts

68
Leadership and Vision Peer Reflections
69
Leadership Action Planning
  • Planning template
  • Preparations for lunch presentations (day 2)
  • Q/A

70
NASTAD Leadership Institute 2010 Leadership Plan Participant ___________________________ Jurisdiction _________________________________ NASTAD Leadership Institute 2010 Leadership Plan Participant ___________________________ Jurisdiction _________________________________ NASTAD Leadership Institute 2010 Leadership Plan Participant ___________________________ Jurisdiction _________________________________ NASTAD Leadership Institute 2010 Leadership Plan Participant ___________________________ Jurisdiction _________________________________ NASTAD Leadership Institute 2010 Leadership Plan Participant ___________________________ Jurisdiction _________________________________
Vision Challenges Leadership Plans Needs for Assistance
For your leadership
For your program
For your staff
71
Adjourn Day 1
72
Recap Day 1
73
Mentors gotta have one
  • As you think about a NASTAD mentor, what skills
    and knowledge areas would you hope they have?
  • What would you hope to gain from this mentor?

74
Mentor Relationships
  • NASTAD Mentors colleagues in your (or
    comparable) position in another state health
    department with at least 2 years service in that
    position
  • Mentors provide
  • An impartial sounding board and safe space to
    raise queries and problem solve
  • Practical support and advice
  • Assistance in setting and achieving personal and
    professional goals
  • Insight into another health departments HIV/AIDS
    or viral hepatitis program
  • Advice on participating in and utilizing NASTAD

75
Mentor Relationships
  • Components at least a one-year span of support
    via
  • Phone conversations and/or conference calls
  • Resources and/or support materials shared
    electronically
  • Support for mentees development and work on a
    program/personal development plan
  • NASTADs Role
  • NASTAD Member Services and program teams offer
    mentoring to new AIDS directors and new program
    directors
  • NASTAD works with those desiring mentoring to
    match them with an appropriate mentor
  • NASTAD will evaluate the effectiveness of the
    mentoring relationship through ongoing phone
    assessments and a year-end evaluation of mentor
    and mentee

76
Media Segment
  • Keys to successful media relationships
  • Reflecting (but not repeating) information shared
    from the Webinar (on the Ning)
  • Fun with practice

77
Your Experience With the Media
78
MEDIA SURVIVAL CHECKLIST
  • Be pre-prepared with facts/figures
  • Give simple, positive messages
  • Be open, honest and accessible
  • Respond quickly to all inquiries
  • Do more than expected (this will establish your
    credibility and reliability)
  • Use common sense

79
Knowing Your Local Media
  • Its always good to know the media scene
  • Create an accessible list with reporters names,
    station identification, contact information
  • Consider using a Media Encounter Sheet
  • Work with your departments communications people
  • Be sure you can interact with the mediain some
    health departments you cant. (Rules change with
    directors.)

80
Retention After
  • 3 Hours
  • Radio 70
  • Newspaper 72
  • TV 85
  • 3 Days
  • Radio 10
  • Newspaper 20
  • TV 65
  • comparative Analysis of Media Outlets

81
Single Overriding Health Communication Objective
  • SOHCO
  • This is your main point or objective or the theme
    of the interview
  • Even though they approached you you need to
    understand what your focus will be
  • Be prepared with facts

82
Preparing for the Interview
  • Think of examples to support your SOHCO
  • Develop sound bites or mini quotes one sentence
    statements
  • Anticipate the reporters questions
  • Practice
  • If the reporter slips in a question you cant
    (wont) answer be prepared with some responses

83
Helpful Outline for Interview
  • First Sentence -Make a statement that answers the
    reporter's question as briefly as possible.
  • Second Sentence -Support your answer.
  • Third Sentence -Transition into your message or
    SOHCO.
  • Fourth Sentence -State your message.

84
Making the Most of the Interview
  • Before the Interview
  • List SOHCOs
  • Set the Agenda
  • Rehearse know facts
  • If TV, decide the location for best visual/look
    in the mirror/dress appropriately
  • During the Interview
  • Be clear and specific
  • Be calm at all times eye contact
  • Be persuasive
  • Repeat the message if time permits
  • Avoid saying no comment

85
Other TIPS
  • Get your main point out, even if interrupted
  • Do not repeat negative phrases a reporter may use
  • Do not accept a reporters facts know yours!
  • Challenge questionable facts or assumptions
  • Keep your cool never reveal anger or emotional
    upset

86
Case Study Lena Marco and the Media
  • What was Lenas relationship with the Media?
  • What are the opportunities to leverage the media
    to help achieve her program goals?

87
News At 6!!!
  • A reporter calls you about the Presidents
    program to reinvigorate funding for abstinence
    education. What are you doing about that?
  • She is a noted TV anchor and wants to run a story
    on the 6 oclock news as part of her series
    Obamacare do you know what it means for you?
  • She wants a live interview with you in 15 minutes

88
Getting ready for lunch presentations
89
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