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COMPLETE ASSESSMENT DOCUMENT BSB60407 Advanced Diploma of Management BSBINN601B Manage organisational change The following assessments are to be (a) completed and (b) submitted in accordance with the associated STANDARD INSTRUCTIONS ASSESSMENT COVER SHEET To obtain the qualification of BSBINN601A Manage Organisational Change, the skills and knowledge required are summed as; Skills Learner should have: • innovation skills to think laterally and to develop creative means to enable people to accept change positively. • High level interpersonal and leadership skills to obtain acceptance of change processes and to inspire trust. • Planning and organising skills to sequence events and to enable staff to be clear in times of change or turbulence. Knowledge • change management process/ cycle • organisational behaviour. Assessments Tasks to be completed There are three assessment tasks to be completed for this unit. Your assessor will be looking for ? knowledge of the impact of external trends on organisational change ? knowledge of specific organisational requirements ? learning skills to incorporate new ideas into your report on change requirements ? planning skills to organise engagement with manager stakeholders ? teamwork skills to consult with relevant people for input ? verbal communication skills to describe, support, and negotiate change requirements and priorities with stakeholders. Assessment Part A. Case Study Using the scenario information supplied, the candidate will identify strategic change needs, review existing policy, monitor trends in the external environment that impact on organisation’s objectives, identify operational change objectives, prioritise change requirements and consult experts or specialists to assist in identification of change requirements and opportunities. The candidate will then write a report to management outlining the change requirements. You must provide: ? One report detailing change requirements for the simulated organisation. Assessment Part B. Case study & Presentation (Practical Assessment) Using the scenario information supplied, the candidate will undertake a cost-benefit analysis for high-priority change requirements, undertake a risk analysis, identify barriers, and develop mitigation strategies. The candidate will develop a change management - project plan, assign resources and develop a reporting process. The candidate will then present their analysis and project plan to management for approval. You must present and then submit copy of: • One PowerPoint presentation containing analysis and change management project plan. Assessment Part C. Case study & communication session (Practical assessment) Using the scenario information supplied, the candidate will conduct an implementation review. The candidate will then consult with a union representative and General Manager to receive input and develop a revised communication plan. The candidates will action the revised plan by delivering a 15–20 minute information session to employees. Finally, the candidate will consider making final revisions to the communications plan and overall project plan and seek approval from the General Manager. You must submit copies of; ? one survey ? drafts of communications and overall project plans to indicate review of plans (including highlighted strategic element/s) ? planning and support documents for your 15–20 minute information session (such as a plan for the session, PowerPoint presentation, handouts, and a creative activity for gaining trust and acceptance of change process). Assessment Part A. Identify change requirements. Case study Performance objective The candidate will demonstrate the skills and knowledge required to identify change requirements for an organisation. Specifications You must provide: ? One report detailing change requirements for the simulated organisation. Your assessor will be looking for: ? A 3–A4 page report including all information identified in the procedure above ? knowledge of the impact of external trends on organisational change ? knowledge of specific organisational requirements ? learning skills to incorporate new ideas into your report on change requirements ? planning skills to organise engagement with manager stakeholders ? teamwork skills to consult with relevant people for input ? verbal communication skills to describe, support, and negotiate change requirements and priorities with stakeholders. Assessment description Using the scenario information supplied, the candidate will identify strategic change needs, review existing policy, monitor trends in the external environment that impact on organisation’s objectives, identify operational change objectives, prioritise change requirements and consult experts or specialists to assist in identification of change requirements and opportunities. The candidate will then write a report to management outlining the change requirements. Procedure 1. Review the scenario information provided (in the Appendix of this task) for Fast Track Couriers. 2. Prepare to write a report on change requirements for Fast Track by following steps 3–10 below. 3. Analyse the organisational objectives provided in the scenario to identify the change requirements for Fast Track Couriers: a. Identify requirements for change b. prepare an explanation of how your identified change needs link to the organisation’s strategic plan goal/s. 4. Review the organisation’s current state to understand how the current policies, practices and operations deliver against the organisation’s strategic goals. Review the organisation’s performance against objectives with regards to its: a. people b. processes c. technology d. structure. 5. Monitor external trends to identify events or trends which may impact on the achievement of the organisation’s strategic plan goals: a. identify two external trends b. develop an explanation of how the trends currently impact or will impact organisational objectives. 6. Identify major operational change requirements: a. identify changes due to performance gaps b. identify changes due to business opportunities c. identify changes due to threats d. identify changes due to management decisions. 7. Identify specialists to be consulted to assist with identifying change needs: a. identify specialists you will engage to help identify change requirements and be prepared to explain your reasons for engaging these specialists b. identify what consulting model you would adopt to engage the specialists and be prepared to explain why you would use this model. 8. Assume your assessor is a specialist/expert of the kind you have identified in step 7. Consult with your assessor to assist with identification of change management requirements and opportunities. 9. Identify the managers that need to be informed. Prepare a plan that identifies who, when and how stakeholder managers will be engaged to review and prioritise change requirements. 10. Assume your assessor is a manager you have identified. Consult with your assessor to review the changes you propose and to help you prioritise changes. Suggest and justify the priority you have assigned to each change you recommend. 11. Prepare a report detailing change requirements for the organisation. Include all of the information you identified and explanations that you prepared in steps 3–10. Adjustment for distance-based learners ? No changes are required. Assessment Part B. Develop a change management strategy - Case study & Presentation Performance objective The candidate will demonstrate the skills and knowledge required to develop a change management strategy. Specifications You must present and then submit copy of: ? One PowerPoint presentation containing analysis and change management project plan. Your assessor will be looking for: ? knowledge of change management process or cycle ? knowledge of components of change management project plan ? knowledge of specific organisational requirements ? knowledge of potential barriers to change ? knowledge of a range of strategies for embedding change ? leadership skills to gain acceptance of plan and gain trust ? planning and organising skills ? problem-solving skills to identify and respond to barriers to change and analyse risks ? verbal communication skills to describe and promote change management plan. Assessment description Using the scenario information supplied, the candidate will undertake a cost-benefit analysis for high-priority change requirements, undertake a risk analysis, identify barriers, and develop mitigation strategies. The candidate will develop a change management project plan, assign resources and develop a reporting process. The candidate will then present their analysis and project plan to management for approval. Procedure 1. Review the simulated workplace information for Fast Track Couriers. 2. Develop a change management strategy for Fast Track, which you will present to management (your assessor) for approval, by following steps 3–8 below. 3. Identify change goals and specify: a. who/what is impacted b. how they are impacted c. when the impacts will be realised. 4. Identify the change goals you have identified are related to organisation’s strategic goals. 5. Undertake a cost-benefit analysis of the of the change requirements. Include: a. the change requirements b. the costs of changes c. risks d. the possible benefits of each change e. assessment of the benefits against the costs and risks f. categorised changes: i. feasible (F) ii. maybe feasible (MF) iii. not feasible (NF). 6. Undertake a risk analysis of the change requirements: a. identify the risks and barriers b. analyse and evaluate the risks and barriers c. identify mitigation strategy. 7. Develop a change management project plan. In order to justify your plan, include a brief explanation of the change management theory/methodology followed to embed change. Your plan must reflect theory and you must be prepared to explain to management how key elements of your plan, such as stakeholder management, communication, education/training plans, show elements of a particular theory. 8. Include the following components in your plan: a. Stakeholder management: i. identify key stakeholders and roles ii. identify commitment level iii. identify concerns/issues (and how can these will be addressed) iv. consultation methods for engaging identified stakeholders. b. Communication plan: i. audience ii. message iii. when this communication will occur iv. how the message will be communicated (e.g. email, face to face, newsletter) v. person responsible. c. Education/training plan: i. participants ii. the skills the training will provide iii. when the training will occur iv. how the training will be delivered (e.g. class room, online, on-the-job) v. person responsible. 9. Your project plan should also include a measuring/reporting strategy. Measurement and reporting strategy should include: a. how you will measure success b. how you will report success including: i. format of reports ii. when will reports be produced (weekly, fortnightly, monthly) iii. who will receive a copy of the report. 10. Finally, your project plan should also include a list of resources (tools, supplies, etc.) 11. Deliver a formal presentation (using PowerPoint) to management (your assessor) to gain approval for your change management strategy. Your assessor will approve your strategy based on your completion of this assessment task and satisfaction of specifications below. 12. Ask for authorisation to implement strategy. 13. Submit all documents to your assessor as per the specifications below. Ensure you keep a copy of all work submitted for your records. Assessment Part C Implement a change management strategy - Case study & communication session (Practical assessment) Performance objective The candidate will demonstrate the skills and knowledge required to implement a change management strategy. Specifications You must submit copies of: ? one survey ? drafts of communications and overall project plans to indicate review of plans(including highlighted strategic element/s) ? planning and support documents for your 15–20 minute information session (such asa plan for the session, PowerPoint presentation, handouts, and a creative activity for gaining trust and acceptance of change process). Your assessor will be looking for: ? knowledge of change management process ? knowledge of components of change management project plan ? knowledge of specific organisational requirements from the scenario ? knowledge of potential barriers to change from the scenario ? knowledge of a range of techniques for embedding change and gaining trust ? leadership skills to gain acceptance of plan and gain trust ? innovation skills to develop creative ways of getting people to accept change ? planning and organising skills ? problem-solving skills to respond to barriers to change ? project management skills to implement change management strategy ? teamwork skills to consult with relevant groups for input ? verbal communication skills to describe and promote change management plan. Assessment description Using the scenario information supplied, the candidate will conduct an implementation review. The candidate will then consult with a union representative and General Manager to receive input and develop a revised communication plan. The candidate will action the revised plan by delivering a 15–20 minute information session to employees. Finally, the candidate will consider making final revisions to the communications plan and overall project plan and seek approval from the General Manager. Procedure 1. Review the simulated workplace information for Fast Track Couriers. 2. Following the communications plan provided in Appendix 4, develop a survey to gather feedback from employees. 3. Meet with a union representative (your assessor) to receive and discuss the results of the survey. Anticipate possible resistance by this stakeholder and promote your plans to gain acceptance. Ask for additional input to help you revise your change management communications strategy. 4. Draft revised communications plan and overall project plan (from Assessment Task 2) in consideration of barriers identified through consultation process (with your assessor acting as a union representative) and those identified in risk analysis provided in Appendix 3. Highlight strategic elements in your plan which you will deploy to gain trust and acceptance of change. Ensure you consider the needs of all stakeholders to gain support for planned changes. 5. Meet with General Manager (assessor) to discuss ideas for revised communications plan and overall project plan based on feedback. • Discuss the needs of all stakeholders. • Discuss creative technique, activity or tactic you will use to gain trust and acceptance in the 15–20 minute information session you will deliver. • Ensure you anticipate possible resistance by this stakeholder and promote your plans to gain acceptance. 6. Develop a plan for a 15–20 minute information session for truckers. Include an outline of what activities you will be doing, how long and how the activity will achieve the goal of employee acceptance of change process. Ensure you anticipate possible resistance from these stakeholders and plan to overcome resistance. 7. Deliver session to employees (your assessor/other people enlisted by the assessor to perform in the role of employees). Ensure you take a consultative approach to the session and invite participation, questions, input, etc. and ensure you incorporate a creative technique, activity or tactic in the session. 8. Make final revisions to your communications and overall project plans based on feedback and consultation (save these as separate documents to previous drafts). You may need to consider changes to communication activities, training activities, and rollout of changes. Consult with GM (assessor) to ensure changes are approved. 9. Submit all documents to your assessor as per the specifications below. Ensure you keep a copy of all work submitted for your records. APPENDIX 1 Task: Fast Track Couriers Pty Ltd It is the end of the 2010 financial year. You are an external change management consultant employed by Fast Track Couriers. You have been asked by the General Manager to develop a change management strategy and present the strategy to management for approval. Management has identified the following high-priority change requirements: ? Goal A: Implement PDA/ GPS usage (productivity function) on truck fleet in the first quarter of the 2012 financial year. ? Goal B: Implement one person/truck policy using automatic lift gates in the first quarter of the 2012 financial year. Achievement of these goals should increase net profit in the next financial year by $200,000 due to increased efficiencies and increased business. Goal A is essential to the business to ensure (in priority order): 1. Most efficient use of resources to cover market needs. Management will look at more than the raw hours spent on job and consider all factors such as job difficulty, traffic conditions in order to optimize fleet usage. 2. Job performance measurement for training needs. 3. Recognition of outstanding performance (bonuses for exceeding targets; advancement/ leadership opportunities). Goal B is essential to the business to ensure: ? Most efficient use of resources to cover market needs. ? Reduced need to hire external truckers; use present employees as much as possible. ? Reduced possibility of lifting injury. The change management strategy, once approved by the General Manager, should be implemented immediately. People/structure Fast Track Couriers has implemented and recruited the people required to fill the roles in Managerial duties/role description General manager/CFO Oversees company; approves major business decisions such as strategic goals, change management initiatives; reports to board of directors; prepares financial reports. HR manager Oversees and implements change management programs; collect feedback, assessment results, and all other data regarding change management; provides report to the General Manager on implementation of major changes; oversees recruitment. Sales manager Coordinates sales team; provides sales team training; manages performance of sales team. Trucking /operations manager Coordinates activities of trucking team; manages performance of trucking team; compiles productivity reports; manages operations, authorises purchasing of operational equipment etc. Office manager Coordinates activities of accountant and administrative support. Authorises payroll. Resourcing/budget: The budget for implementing the change strategy (excluding cost of new trucks, technology and lift gates, lost productivity from truckers) is $25,000. Overruns must be approved by General Manager. You will be employed for two weeks full-time (40 hrs/week) and 8 hours a week until end of the first quarter. Resources: The following resources are available for your use: Resource Cost Availability Project analyst/manager (you). $100/hour Length of project, as needed Trucking manager (Bob Rogers). – Length of project, as needed Sales team member with high-level oral and written communication skills to assist new Human Resources manager (Jessica Smith). – Length of project, as needed New Human Resources manager Peggy Anderson). – PDA/GPS trainer(Jack MacDonald). $150/hour Length of project, as needed Lift gates trainer (Erin Mitchell) $150/hour Length of project, as needed Head office training rooms equipped with training supplies for five participants. – 2nd week of July 2011 only. PDA/GPS device, based at office. – Length of project, as needed One new truck with tail gate based at office – Length of project, as needed Other resources must be requested for approval by General Manager. Education/ training ? Goal A: Implement PDA/ GPS usage (productivity function) on truck fleet in the first quarter of the 2012 financial year. Requires a half-day training session. ? Goal B: Implement one person/truck policy using automatic lift gates in the first quarter of the 2012 financial year. Requires a half-day training session. Project management reporting The General Manager would like you to report to her on a daily basis in the initial week of the project and then weekly until the end of the first quarter. The HR manager should receive a copy of this report. Template Fast Track Couriers policy mandates the use of the following project management template. ? Green: completed ? Amber: in progress ? Red: not completed. Reporting element Measures Status Change goal Project management Delivery of project activities as per project plan for each stream Overall status: - People - Process - Technology - Structure Stakeholder Management Stakeholders engaged and comfortable with current position Communication Communication plan activities on schedule Education Education plan activities on schedule Cost benefits Project budget on track Cost benefits on track to be realised Risk Management Risk management plan effectively managing risk Background information: Fast Track Couriers Pty Ltd About Fast Track Couriers Fast Track Couriers is a courier company that has been operating in New South Wales for the last 15 years. Its primary business function is delivering medium to large size packages across metropolitan Sydney. Strategic plan goals The organisation’s strategic goals are: ? To expand business in the metropolitan area so that small to medium package deliveries market share increases by 7.5%. ? To expand the business to include small and medium package deliveries to regional NSW. ? To develop an integrated approach to distribution management utilising technology such as PDA devices and GPS. ? To develop and maintain a cohesive and well-motivated workforce. Strategic goals are supported by the following operational and human resources goals. Operational plan goals ? Testing of the distribution management system is to cease and allow implementation within the first quarter of the 2012 financial year. ? The truck fleet will need to be expanded by 8 trucks within the 2012 financial year. ? Small distribution hubs will be positioned at Maitland, Goulburn, Nowra and Bathurst each manned by two employees within the next eighteen months. ? Fast Track Couriers will complete 20% of deliveries to regional locations in the next three years. Human resources goals: ? To incorporate a Human Resources function to facilitate the changes in workforce management in the first quarter of the 2012 financial year. ? Introduce professional development and training to achieve organisational goals and promote understanding of organisation’s strategic goals in the first quarter of the 2012 financial year. ? Eliminate industrial relations problems in the 2012 financial year. Conclude negotiations with employees and union. ? Eliminate lifting injuries. Employee profile (pre-changes) Fast Track Couriers employee the following people: ? General manager (GM) – Generally on the road; never in office. ? Chief financial officer (CFO) – Reports to GM and keeps office hours; 9–5, Mon–Fri. ? Accountant – Reports to CFO and keeps office hours; 9–5,Mon–Fri. ? Truck drivers (x20) – Report to office. ? Office team manager – Reports to GM and keeps office hours; 9–5, Mon–Fri. ? Office team members (x5) – Perform administrative, sales, customer relationship management duties. Monitor truck drivers and handle enquiries. Report to office team manager. Head office employees ? Covered under individual contracts. ? Salary range $32,000–$75,000 annum. ? Small team of mainly female employees, ranging in age. ? Lots of opportunity to participate in learning and development programs due to management support; however little desire to participate. ? High employee engagement scores. Employees cite team work and opportunities as motivating factors affecting the business success. Drivers ? Covered by an award. ? Salary $45,000 per annum. ? Heavily unionised. ? Employee demographics are all male employees aged 25–65. ? Little opportunity to participate in learning and development programs due to being on the road; however, little to no interest to participate in development opportunities. ? Large number of workplace injuries due to heavy lifting. ? Low employee engagement scores. Drivers cite pay as an issue. ? Currently experiencing low turnover. ? History of industrial disputes regarding pay and previous change initiatives. Background to workforce management and relations The company communicates with employees via email for head office employees and a printed monthly newsletter for drivers. The company provides information regarding policies procedures through documented manuals that are held in each truck as an employee manual. Office-based staff can access copies of these manuals at the office. All trucks are fitted with a GPS system to assist drivers with navigating to each pick up 99999and drop off location. Trucks are also assigned a PDA that provides drivers with the details of each pick up and drop off and records when a job starts and finishes. The data from this device is sent back to head office to monitor job progress but is not used to complete productivity reporting. When this device was introduced, drivers were not happy as they felt the organisation was saying that it did not trust the drivers to manually record the time spent on each job. Many of the drivers also resented having to learn how to use the device and thought it was a waste of time. Head office employees work very closely together and are a very cohesive and motivated team. They are positive about the organisation’s direction and respond well to change. Drivers have historically reacted negatively to change. Change implemented in the past has met with resistance and was therefore difficult to implement. Drivers have in the past done their best to block any changes from being implemented, even going to the lengths of threatening strike action and having the union involved to assist with resolving the issue. Fast Track Couriers currently allocates two drivers per truck to ensure that drivers are able to load and unload heavy packages. The strategy going forward is to remove the need for having two drivers per truck by installing an automatic lift gate on the back of each gate at a cost of $10,000 per truck. This will mean that only one driver is needed per truck as no heavy lifting will be required. It is Fast Track Couriers intention to use these surplus drivers to drive the new trucks that will be purchased to enable the company to extend its services to regional NSW. Drivers are currently happy with the work environment as they enjoy working as part of a two-man team. The organisation typically leaves the drivers alone and lets them do their job as this is what seems to make them happy. Management has tried in the past to have drivers participate in organisational activities. These activities were not received positively and the drivers complained and asked not to be involved. The drivers’ view is that their preferred team is their two-man driver team and they only see the benefits of that specific working arrangement. There is a high value placed on communication with trucking team members. Appendix 2 Task: Fast Track Couriers Pty Ltd It is the end of the 2011 financial year and one month into the implementation of a change management strategy. You are hearing that the implementation has not achieved the employee’s trust, understanding and support that you expected and is essential for success, particularly among truck drivers. You are an external change management consultant employed by Fast Track Couriers to revise the communications strategy. You have been asked by the General Manager to develop and deliver an innovative and more effective communications plan. Following the communications plan (provided in Appendix 4), you will need to evaluate the management of truck drivers through the change management process. Develop a survey to gauge trucker opinion on the following ten dimensions of employee satisfaction: Dimension Description Training Adequate for role? Role Clarity Are roles and responsibilities clear? Trust Do employees trust the change management (CM) process and management? Evaluation Is performance fairly measured? Leadership Is leadership adequate and does it inspire confidence? Communication Is communication clear and two-way? Procedures Are there clear and effective procedures to follow? Recognition Is performance recognised? Diversity Are individual differences valued and appreciated by Fast Track Couriers? Team work Is team work encouraged and promoted? Once you have completed the survey, meet with the union representative (assessor) to discuss results and get additional input. Draft a revised communications plan to conform to the identified risks in the risk management analysis. After you have gathered input, meet with the General Manager (assessor) to discuss your suggested revision of the communications plan. You will then need to implement the revised plan. Part of the revised communications plan will include a 15–20 minute information session that you will deliver to the employees. Goals FTC has the following goals for the Change Management strategy: ? Goal A: Implement PDA/GPS usage (productivity function) on truck fleet in the first quarter of the 2012 financial year. ? Goal B: Implement one person/truck policy using automatic lift gates in the first quarter of the 2012 financial year. Achievement of these goals should increase net profit in the next financial year by $200,000 due to increased efficiencies and increased business. Goal A is essential to the business to ensure (in the following order of importance): 1. Most efficient use of resources to cover market needs. Management will look at more than the raw hours spent on job and consider all factors such as job difficulty, traffic conditions in order to optimise fleet usage. 2. Job performance measurement for training needs. 3. Recognition of outstanding performance (bonuses for exceeding targets; advancement/ leadership opportunities). Goal B is essential to the business to ensure: ? Most efficient use of resources to cover market needs. ? Reduced need to hire external truckers and use present employees as much as possible. ? Reduced possibility of lifting injury. Appendix 3 Progress of implementation The project manager has prepared the following progress report: Green: Completed Amber: In progress Red: Not completed Reporting element Measures Status Change goal Goal A: Implement PDA/ GPS usage (productivity function) on truck fleet in the first quarter of the 2012 financial year. RED Project management Delivery of project activities as per project plan for each stream Overall status: People GREEN Process GREEN Technology GREEN Structure. GREEN Stakeholder Management Stakeholders engaged and comfortable with current position. RED Communication Communication plan activities on schedule. GREEN Education Education plan activities on schedule. RED Cost benefits Project budget on track. RED Cost benefits on track to be realised. RED Risk Management Risk management plan effectively managing risk. RED Appendix 4 Risk management analysis Risk/Barriers Impact Likelihood Strategies for mitigating risk Lack of trust regarding use of productivity data. Refusal to implement. High impact Medium Communications and training to outline business need. ‘Tracking productivity helps improve the efficiency of operations, where and when resources are deployed; it is not a tool to performance manage or penalise individuals.’ Address employee concerns. Perceived threat to job security Resistance to implementation. High impact High Explain connection between business expansion plans and: • increased job security: because of the need for drivers to support expansion; because overall profitability and health of the business reduces risk to everyone • benefitof training and consequent increase in employability due to new skills. Industrial action. High impact Medium Address employee concerns. Gain trust and acceptance. Appendix 5 Communications plan Audience Message (with strategic elements) When Communicati on method Person responsible HR manager Change management strategy – duties of HR manager. 9 am– 10am, 1 July 2012. Email (invite with agenda). Face-to-face (office training room). CM consultant Trucking/oper ational manager Change management strategy – duties of trucking manager. 11.30 am– 12.30pm, 1 July 2012. Email (invite with agenda). Face-to-face (office training room). HR manager Management team Change management strategy– duties of HR manager. 2 pm–3 pm, 1 July 2012. Email (invite with agenda). Face-to-face (office training room). HR manager Trucking team Change management strategy impacts to trucking team. Duties of truckers – provide an explanation of what will be required. Business need – Gain support by emphasising possible negative effects on jobs if change does not happen. Training schedule – emphasise mandatory nature and threaten performance review consequences for non- compliance. 9 am–10 am, 4 July 2012. Email HR manager (assistant may draft) Sales team Change management strategy summary. Benefits to organisation. 11 am– 11.30 am, 4 July 2012. Face-to-face (office training room). Sales manager to run team meeting Office team: Accountant; Administrative support person Change management strategy summary. Benefits to organisation. 11.30 am–12 pm, 4 July 2012. Face-to-face (office training room). Office manager to run team meeting Truckers (All other employees to receive brief summary only) Request for feedback. three weeks posttraining. Feedback survey on ten dimensions of employee satisfaction. New CM consultant to design and implement. HR Manager to research benchmarking.

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