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Our responsibilities include: recruiting and supporting the hiring of quality people providing quality compensation benefit programs responsive to customer needs developing employee through education and training enhancing the climate and quality of work life creating and valuing diversity. UNIT DESCRIPTION The primary activities of the Human Resources can be divided into two distinct categories: personnel administration and human resource management activities. The primary activities of personnel administration consist of employment, benefits, payroll, and records maintenance of the District’s full-time faculty and staff, temporary, miscellaneous and part-time personnel, and administrative staff. Human Resources is also responsible for interpreting and assuring compliance with state and federal regulations and guidelines concerning personnel administration. Human resource management consists of negotiations, contract management, employee relations, employee training, discrimination complaint investigation, grievance resolution, equal employment/diversity programs, safety, and workers compensation and risk management for all the District employees and students enrolled in the Work Study, Nursing and EMT programs. The Director of Human Resources exercises direct management of all human resource management activities and general supervision of the personnel administration area. STRENGTHS AND CHALLENGES To better understand the current conditions affecting human resources, an analysis of internal strengths and challenges and external opportunities was performed. Below is a summary of the analysis. Strengths – College In General: rich human capital student-centered workforce faculty members who model a variety of instructional intervention and leadership strategies an improving physical work environment that is having a positive affect on employees, recruitment, retention and morale. a campus climate that encourages diversity and promotes trans-cultural understanding strong administrative commitment and faculty and staff participation in efforts to hire and retain diverse individuals perception of Ęß²ŹÖ±²„ as a stable employer and as a college on the move competitive benefits history and history of pay raises location is in an affordable family-oriented community strong, responsive administrative and human resource management leadership competitive compensation for administrators and staff, which is being improved upon commitment to integration of technology for human resource management as well as to improve and streamline work processes history of collaboration between the units responsible for human resource management and employment opportunities Strengths – Human Resources Office well managed and articulated employment procedures in accordance with federal and state rules, regulations and policies reliability in meeting program and process deadlines established and consistent interpretation of policies and procedures for various personnel activities commitment to the District and providing quality customer service knowledgeable, experienced and dedicated staff commitment to innovation and improvement of processes and procedures staff trained to operate under the Education Code as well state and federal laws Challenges – College in General inefficient resource distribution relative to workload and the effect on morale need for strategies to improve communication and interaction scarcity of qualified applicants for certain positions due to location limited availability of technical skills limited representation of individuals and certain interview pools inconsistent with diversity goals salary structure and compression pay inequities due to funding priorities teaching loads and compensation packages inhibit the recruitment of faculty in high demand areas limited startup funding for new faculty in new areas customer orientation and customer service are inconsistent across departments some benefits are under marketed decentralized and inconsistent procedures and policies between departments career progression and career paths are almost non-existent in the current classification system significant differences in race and gender distribution by rank and level of responsibility and over-representation of certain groups in predominantly and lower paid and traditional positions need to educate and involve employees in campus-wide strategies for the recruitment and retention of non-traditional faculty and staff lack of accountability for implementation limited familiarity with policies and procedures including alternative dispute resolution and mediation processes location, Imperial County is a large county but with many small towns with limited opportunities and offerings a loss of institutional history with retirement of faculty and staff less than optimum advice on some issues from the California Community Colleges Chancellor’s Office the possibility of eroding benefits package high unemployment rates in surrounding areas required software and its maintenance may be difficult to maintain in the future enrollment uncertainties given the higher graduation requirements limited access to cultural opportunities associated with metropolitan cities external perceptions of the region make it difficulty to attract some professions and skills Challenges – Human Resources Office workload for employees is extremely high to accomplish goals in a timely manner not having enough time or staff to do extra planning or study more training in the areas of workers compensation reporting and claims processing for supervisors and employees lack of cross-training involving certain processes and procedures budget has created some limitations in terms of staffing particularly at peak times federal and state reporting limitations on the new software program limited professional development program offerings lack of flexible work schedule for HR department classification and workloads aren’t distributed evenly throughout the year the location and size of the office would be a challenge no backup employees responsible for items that need to be completed when people are out or sick the application process is cumbersome communication with other departments to ensure that they fully understand their role and responsibility limited space and storage for records involving recruiting and hiring documentation, employment benefits, etc. recruitment efforts have presented a challenge for the Human Resources Office. Since July 2003 a total of 22 positions were recruited requiring the processing of 512 applications. In addition to hiring an additional 25 new faculty to begin in 2005-2006, five new positions will be hired under the Title V grant and approximately eight positions under the bond hiring qualified adjunct faculty communication with departments with regard to the reporting of employee leaves and accidents employee training and development opportunities, specifically in the following areas: leadership development, management skills, safety, sexual harassment and discrimination awareness, employee evaluation, stress management, customer service, wellness implementation of Banner Opportunities – College In General: relatively high quality of life for small communities seen in the future proximity to San Diego and to Mexicali continued support for salary increases by administration and Board improving collaboration in regards to technology Opportunities – Human Resources Office the positive relationship established with other offices including Instruction and Business Services staff are well respected across the system and internally within the college external training opportunities on retirement and financial issues more training on family leave issues web based entry in future versions of the HR Banner software redesign of programs and services the use of technology in the delivery and expansion of services expanding the use of Banner online recruitment, web based advertising and response the possibility of creating or obtaining an additional position a new process in terms of having to reply for an equal employment opportunity data collection and response to the Chancellor’s Office additional budget monies for recruitment a better process for advertising and hiring 3. UNIT DEMOGRAPHICS Following are the employee demographics for Human Resources: AsianBlackFilipinoHispanicNative AmericanPacific IslanderWhiteUnknownOther Non-WhiteFemaleMaleTotal33% (2)17% (1)33% (2)17% (1)100% (6)6 Following are the employee demographics for Ęß²ŹÖ±²„ for Fall 2002, Fall 2003 and Fall 2004: Fall 2002 AsianBlackFilipinoHispanicNative AmericanPacific IslanderWhiteUnknownOther Non-WhiteFemaleMaleDistrict- Wide HeadcountEducational Administrator9.09%36.36%54.55%5611Tenured/Tenure Track3.17%15.87%1.59%74.60%4.76%5258110Academic Temporary2.22%54.44%1.67%40.56%1.11%75105180Classified Professional22.22%33.33%11.11%33.33%729Classified Support1.33%1.33%71.33%.67%25.33%9555150 Fall 2003 AsianBlackFilipinoHispanicNative AmericanPacific IslanderWhiteUnknownOther Non-WhiteFemaleMaleDistrict- Wide HeadcountEducational Administrator9.09%36.36%54.55%5611Tenured/Tenure Track2.80%20.56%.93%.95%69.16%5.61%4958107Academic Temporary.50%2.00%53.50%1.5%42.00%.50%92108200Classified Professional28.57%28.57%14.29%28.57%527Classified Support1.35%1.35%72.97%24.32%9157148 Fall 2004 AsianBlackFilipinoHispanicNative AmericanPacific IslanderWhiteUnknownOther Non-WhiteFemaleMaleDistrict- Wide HeadcountEducational Administrator0.09%0.18%0.73%6511Tenured/Tenure Track0.03%0.01%0.33%0.01%0.61%0.01%7672148 Academic Temporary0.02%0.01%0.50%0.01%0.45%0.01%90113203Classified Professional0.13%0.38%0.13%0.13%0.25%358Classified Support0.01%0.01%0.75%0.22%8358141 STAFF RETENTION: A concerted effort has been made to hire new faculty and staff who are fully informed of expectations and whose salaries are competitive. Twenty-five faculty were hired for the 2004 – 2005 academic year and were given an opportunity to interact with one another and with mentors. Human Resources was instrumental in facilitating housing, horse boarding and adjustment to the community for the new faculty. Human Resources participates annually in the CUPA administrative comprehensive surveys and uses the results to analyze our pay plan. The measure of progress would be the extent of the competitiveness using CUPA data and salary data from our sister institutions to move us to the top quartile as previously discussed by various committees on campus. Another outcome assessment that needs to be done is to look at the classification system or a local job class study and allow the divisions to successfully support the strategic plan. We need to annually evaluate the workload and continue to seek additional resources, which include the salary structure of the entire campus. It is our intent to move all salaries form the current fourth quartile to the first quartile as soon as possible and no later than five years from now. STUDENT LEARNING OUTCOMES: Not applicable. EXTERNAL SUPPORT SERVICES: The Human Resources Office needs a training and staff position whose essential function would be to address priorities of action for long-range goals and training of all faculty and staff on sexual harassment, bloodborne pathogens and other mandated training. This person could also help to evaluate all current job descriptions within the institution to ensure they are correctly identified in terms of the duties and responsibilities assigned to each position and that they fit in equitably within the salary structure system. It is also essential that Human Resources Office obtain adequate monies for safety. This year Human Resources restocked the first aid kits and purchased additional kits and found the amount of money allocated to be woefully inadequate. In addition, numerous requests are constantly being made for ergonomic equipment and accessories. Further, it’s important that we be able to analyze all of the various workstations throughout the college to ensure that we keep our faculty and staff healthy. This requires additional monies in our safety budget. We have also determined that the Human Resources Office advertising budget has been inadequate. Although the current budget included the proposed advertising costs for the 25 additional faculty to be hired for 2005 – 2006 , the current budget did not include the costs for recruitment of additional faculty and staff to be hired under monies received under the Title V and WIB grants and the bond. This last year a number of people in the office were able to attend workshops, but it is essential that the entire office be able to do so in order to stay current with human resource-related developments so that the Human Resources Office can continue to protect the integrity of the institution. Therefore, the conference travel budget would also need to be augmented. UNIT STANDARDS: In our interactions with our internal and external customers, we commit to the following values: respect for the individual open and honest communication fair and equitable treatment concern and sensitivity acknowledgment of and respect for diversity The Human Resources Office carries out its mission by: maintaining the highest professional and ethical standards committing to quality in all we do understanding and anticipating customer needs improving efficiency and productivity reducing bureaucracy and simplifying processes continuing to improve services measuring outcomes working as a team PROGRAM/DEPARTMENT PLANS AND OBJECTIVES, 2005 - 2008 Human Resources defines the major goals, action steps, and strategies needed to develop an exceptional workforce, and to nurture a campus culture that values employees and their contributions towards the destinations described in the college’s strategic plan. The units responsible and resources required, timeline for implementation, and the measure for progress for each human resource strategy are described below. Strategic Goals Institutional Goal A: Create a modern and comprehensive Science and Technology Center. Not applicable. Institutional Goal B: Develop a Distance Learning Center that provides faculty and curriculum development for online, interactive TV and hybrid courses to reach students whose access are hindered by factors such as distance, disability, scheduling, preference of learning style, etc. Unit Goal B: Enhance campus resources for faculty and staff to develop their capability to apply technology in instruction and other areas of the college Unit Goal B, Objective 1: Provide incentives for faculty to develop and enhance advanced technological and teaching skills. Responsible for Implementation: Academic Affairs. Resources, requirements and sources: Funding for incentives. Timeline: Ongoing. Measure of Progress: Faculty involvement. Unit Goal B, Objective 2: Utilize information technology to enhance productivity and effectiveness, especially in mission-critical college processes. Responsible for Implementation: All departments including Information Technology. Resources, requirements and sources: Funding for new technology initiatives through the Title V Grant. Timeline: Ongoing. Measure of Progress: The integration of appropriate technology in all departments. Unit Goal B, Objective 3: Leverage information technology to support all aspects of human resource management Responsible for Implementation: Human Resources. Resources, requirements and sources: Funding for system and equipment upgrades, dedicated IT personnel. Timeline: Ongoing. Measure of Progress: The use of technology such as Banner in human resource management. Unit Goal B, Objective 4: Embrace e-commerce and e-business applications to reduce cost and improve customer service. Responsible for Implementation: Business Services. Resources, requirements and sources: Funding for technology. Timeline: Ongoing. Measure of Progress: Reduced cost, improved customer service and business transactions. Institutional Goal C: IVC will respond to community needs that address our evolving economic diversification. Unit Goal C 1, Objective 1: Encourage faculty promotion of academia as a viable career option for talented students. Responsible for implementation: Academic Affairs. Resources, requirements and sources: Talent identification procedures. Timeline: Ongoing. Measure of Progress: Increase in the number of graduates pursing careers in academia. Unit Goal C 1, Objective 2: Actively promote the use of the faculty attributes document and faculty recruitment. Responsible for Implementation: Academic Affairs and Human Resources. Resources, requirements and sources: No additional resources are required. Timeline: Ongoing. Measure of Progress: Use of the document in the search process. Unit Goal C 1, Objective 3: Encourage qualified non-terminal faculty to complete doctoral degrees and to return to tenure-track teaching positions. Responsible for Implementation: Academic Affairs. Resources, requirements and sources: Funding for educational leaves and development opportunities. Timeline: Ongoing. Measure of Progress: The number of instructors pursuing doctoral degrees or Masters degrees in the program. Unit Goal C 2: Continue to enhance the diversity of the campus workforce. Unit Goal C 2, Objective 1: Review progress towards the objectives of each department’s diversity plan. Responsible for Implementation: Human Resources. Resources, requirements and sources: The departmental plans. Timeline: Annual. Measure of Progress: Evidence of efforts to increase diversity in annual reports. Unit Goal C 2, Objective 2: Present more seminars and workshops related to diversity. Responsible for Implementation: All departments. Resources, requirements and sources: Funding for additional speakers and programs. Timeline: Ongoing. Measure of Progress: Increase in number of workshops and seminars. Unit Goal C 2, Objective 3: Identify talented students from underrepresented groups and encourage them to pursue careers in academia. Responsible for Implementation: Academic Affairs and career services. Resources, requirements and sources: Talent identification. Timeline: Ongoing. Measure of Progress: To increase the number of graduates from underrepresented groups to ensure they transfer to other institutions of higher education to continue their education. Unit Goal C 2, Objective 4: Create visiting positions and bring diverse faculty to campus for short-term residencies, increasing the likelihood of their becoming applicants for permanent positions, or letting other people know about the possibility of positions at our campus. Responsible for Implementation: Academic Affairs. Resources, requirements and sources: Funding for visiting faculty. Timeline: Immediate. Measure of Progress: The number of visiting faculty positions and hiring as well. Unit Goal C 2, Objective 5: Develop a leadership mentoring program particularly for non-traditional people including disabled individuals. Responsible for Implementation: Human Resources and Academic Affairs Resources, requirements and sources: Funding for mentoring incentives. Timeline: Immediate. Measure of Progress: The number of mentors and participants in the program. Unit Goal C 3: Share the human resources of the college with the external community. Unit Goal C 3, Objective 1: Work cooperatively with local entities to support a diverse professional community. Responsible for Implementation: All departments. Resources, requirements and sources: None. Timeline: Ongoing. Measure of Progress: A larger and more diverse professional community, improved retention of underrepresented groups, and the number of local entities involved with the promotion of a diverse professional community. Institutional Goal D: Develop a long-term facility plan. Unit Goal D: Provide a physical environment supportive of a highly qualified workforce. Unit Goal D, Objective 1: Maintain a strong commitment to safe, healthy and productive work environments through appropriate maintenance and improvements. Responsible for Implementation: Safety committee and Maintenance & Operations. Resources, requirements and sources: Funding for maintenance and improvements for work environments. Timeline: Ongoing. Measure of Progress: A safe and productive work environments. Institutional Goal E: Develop, implement and manage a six day per week balanced class schedule applicable district-wide to meet the needs of our community. Unit Goal E: Recruit a highly qualified workforce to fulfill the college’s mission and strategic plan. Unit Goal E, Objective 1: Utilize effective recruiting strategies appropriate to the wide variety of campus positions. Responsible for implementation: Human Resources, Academic Affairs and all departments. Resources, requirements and sources: Funds for advertising. Timeline: Immediate and ongoing Measure of Progress: Variable and diverse applicant pools and, of course, the outcomes in terms of those who are actually hired. Institutional Goal F: Give Imperial County high school graduates “primary” and residents “secondary” priority at the entry freshmen level. For those who are ready for college level courses, a full-time program is offered to graduate in two years, or four to six semesters depending on major preparation requirements. Not applicable. Institutional Goal G: Implement community involvement by IVC. Unit Goal G 1, Objective 1: Encourage faculty and staff to be participants in regional economical development initiatives. Responsible for Implementation: Human Resources and Academic Affairs. Resources, requirements and sources: None. Timeline: Ongoing. Measure of Progress: The number of participants. Unit Goal C 1, Objective 2: Involve and encourage faculty and staff involvement in the community. Responsible for Implementation: All departments. Resources, requirements and sources: None. Timeline: Ongoing. Measure of Progress: The level of faculty and staff community involvement. Unit Goal G 2: Aggressively broaden the international horizons of the campus workforce. Unit Goal G 2, Objective 1: Increase the availability of international experimental opportunities. Responsible for Implementation: Human Resources and Academic Affairs. Resources, requirements and sources: Funding for international opportunities. Timeline: Ongoing. Measure of Progress: The number of faculty and staff involved. Unit Goal G 2, Objective 2: Provide short-term residencies on campus for international faculty and staff. Responsible for Implementation: Human Resources and Academic Affairs. Resources, requirements and sources: Funding. Timeline: Ongoing. Measure of Progress: The number of international faculty and staff in residence. Unit Goal G 2, Objective 3: Increase participation in seminars, workshops and campus events promoting multicultural understanding. Responsible for Implementation: Human Resources and Academic Affairs. Resources, requirements and sources: Funding for workshops and events. Timeline: Ongoing. Measure of Progress: The number of faculty and staff participating. Unit Goal G 3: Explore and enhance mutually beneficial human resource partnerships. Unit Goal G 3, Objective 1: Partner with area training institutions to target needed skills and to develop the next generation of trained personnel for both entry and advanced level positions. Responsible for Implementation: Human Resources with the input from various department heads across campus. Resources, requirements and sources: No additional funding. Timeline: Immediate and ongoing. Measure of Progress: An increase in skill level of applicants, area training institution awareness of needed skills. Unit Goal G 3, Objective 2: Investigate appropriate opportunities that would enable the college to expand or enhance the availability of high quality services across campus. Responsible for Implementation: All departments. Resources, requirements and sources: None. Timeline: Ongoing. Measure of Progress: The number of opportunities identified. Unit Goal G 3, Objective 3: Develop faculty and staff abilities to acquire extramural funding. Responsible for Implementation: Academic Affairs and Human Resources. Resources, requirements and sources: Funding for workshops. Timeline: Ongoing. Measure of Progress: The number of faculty and staff acquiring funding. Other Goal 1: Develop and nurture campus culture in support of the college’s mission and strategic plan. Other Goal 1, Objective 1: Increase faculty and staff knowledge of the campus master plan by publishing the information and making it available on the website. Responsible for Implementation: All departments. Resources, requirements and sources: No additional cost. Timeline: Immediate and ongoing. Measure of Progress: The availability of information. Other Goal 1, Objective 2: Promote and reward the concept of involvement among all faculty and staff. Responsible for Implementation: Human Resources, Academic Affairs. Resources, requirements and sources: Not known at this time. Timeline: Ongoing. Measure of Progress: Other Goal 1, Objective 3: Recognize and reward faculty and staff for developing initiatives in support of the college’s mission and strategic plan. Responsible for Implementation: Academic Affairs and Human Resources. Resources, requirements and sources: Funding for rewards as appropriate. Timeline: Ongoing. Measure of Progress: Increased initiatives to support the mission and strategic plan. Other Goal 1, Objective 4: Promote innovative instruction and service delivery mechanisms with the potential to enhance the college’s image of academic distinction. Responsible for Implementation: All departments. Resources, requirements and sources: Funding for technology and training, and innovative incentives. Timeline: Ongoing. Measure of Progress: The number of innovative instruction and service delivery mechanisms. Other Goal 1, Objective 5: Ensure ongoing understanding and commitment to human resource policies and procedures. Responsible for Implementation: Human Resources. Resources, requirements and sources: No additional resources needed. Timeline: Ongoing. Measure of Progress: Fewer policy violations. Other Goal 2: Maintain a robust compensation system that seeks external competitiveness and internal equity at all levels of the college. Other Goal 2, Objective 1: Ensure optimum utilization of the current system by adjusting and continually monitoring the college’s classification salary structure. Responsible for Implementation: Human Resources. Resources, requirements and sources: Funding to upgrade the salary schedule. Timeline: Ongoing. Measure of Progress: Implementation of the recommendations. Other Goal 2, Objective 2: Lobby for comprehensive review of the classification salary structure. Responsible for Implementation: Human Resources, Business Services. Resources, requirements and sources: There would be resources required once one determined what was needed. Timeline: Immediate. Measure of Progress: A response by Board. Other Goal 2, Objective 3: Monitor labor markets to evaluate salaries and maximize competitive offers. Responsible for Implementation: Human Resources. Resources, requirements and sources: No additional resources needed. Timeline: Annual. Measure of Progress: A reduction in salary related job offer rejections would occur. Other Goal 2, Objective 4: Address salary compression and inversion in a timely manner where appropriate. Responsible for Implementation: Shared Governance Bodies, President’s Cabinet, Human Resources, Academic Affairs. Resources, requirements and sources: Funding for salary adjustments. Timeline: Ongoing. Measure of Progress: A level of adjustment, decrease in salary compression and inversion. Other Goal 3: Provide ample opportunities for development throughout employees careers. Other Goal 3, Objective 1: Provide the climate, incentives and human resource mechanisms that encourage continuous improvement, ongoing professional and personal development, and lifelong learning. Responsible for Implementation: Human Resources and all supervisors. Resources, requirements and sources: Funding for professional development programs, possibly even the addition of an additional staff member to do staff development. Timeline: Ongoing. Measure of Progress: The number of participants in development opportunities. Other Goal 3, Objective 2: Develop career pathways and transfer promotion strategies that facilitate professional growth in support of the college’s mission and strategic plan. Responsible for Implementation: Human Resources. Resources, requirements and sources: Funding for job studies. Timeline: Ongoing. Measure of Progress: The existence of career pathways and transfer promotion strategies for individuals. Other Goal 3, Objective 3: Initiate, if possible, a tuition remission program for employees. Responsible for Implementation: Human Resources and Academic Affairs. Resources, requirements and sources: Funding for reimbursement of tuition. Timeline: Ongoing. Measure of Progress: The number of employees who would participate. Other Goal 3, Objective 4: Provide incentives and encourage employees to achieve job-related professional certificates and enhanced skills in support of the college’s mission and strategic plan. Responsible for Implementation: Human Resources. Resources, requirements and sources: Funding for incentives. Timeline: Immediate and ongoing. Measure of Progress: The number of participants. Other Goal 4: Promote excellence in mission-critical activities through appropriately balanced workloads and eliminate unnecessary duplication of effort. Other Goal 4, Objective 1: Periodically review and streamline work processes. Responsible for Implementation: All departments. Resources, requirements and sources: No additional resources required. Timeline: Ongoing. Measure of Progress: Evidence of efforts to streamline work processes. Other Goal 4, Objective 2: Conduct a study of faculty roles and rewards. Responsible for Implementation: Academic Affairs. Resources, requirements and sources: Unnecessary. Timeline: Over the next two years. Measure of Progress: The completed study. PROJECTED GROWTH PLANNING With a 50% increase in faculty and additional classified staff, and with non-credit and not-for-credit programs being launched in 2005 – 2006, a new staff member at Range 3 on the confidential salary scale will be required to take on the additional duties and to help the overburdened faculty and staff recruiters. Thus, all budgets should be increased 8% for 2005 – 2006 and 5% for 2006 – 2007 and 2007 – 2008. CAPITAL OUTLAY/FACILITIES In order to better meet the needs of the campus community in the area of hiring and recruitment and orientation programs, it may be necessary to utilize the facilities of one of the portable buildings that would temporarily be constructed until the new science building is completed. It can then be determined which offices will be moved into the various places that will be vacated as a result of the completion of the new building. 11. CAPITAL OUTLAY EQUIPMENT/SOFTWARE New computers and furniture for additional Human Resources staff members will be needed. 12. FULL TIME/PART TIME RATIO Not applicable. PROJECTED BUDGET The current advertising budget should be increased by $20,000 to advertise non-credit faculty and related positions. In order to provide ADA accommodations and carry out injury and illness prevention measures, the safety budget also needs to be increased by $15,000. Currently no training funds exist and Human Resources would like to re-establish training possibilities for all permanent employees. In addition to meeting the mandated training requirements, we would like to offer the Heart of Leadership opportunity at least once per year and other developmental training. The Heart of Leadership training alone would cost at least $17,500. A total training budget of at least $22,500 per year is requested to meet these training needs. Should the six-day per week, 8:00 a.m. to 10:00 p.m. campus become a reality, a new staff position would be required at Range 1 on the confidential salary scale to ensure the Human Resources Office is open to serve the public 12 hours per day, six days per week. 14. 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