ANNUAL PROGRESS REPORT

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1 Belgian Survival Fund (BSF) ANNUAL PROGRESS REPORT January December 2008

2 TABLE OF CONTENTS TABLE OF CONTENTS TABLES FIGURES PICTURES ACRONYMS i ii iii 1. INTRODUCTION 1 2. OVERALL SUMMARY CONSTRAINTS ENCOUNTERED HIGHLIGHTS 9 ANNEX I.A PROGRAMME ACTIVITIES PER RESULT FOR THE PROGRAMME MANAGEMENT UNIT FOR THE PERIOD JANUARY DECEMBER I.B PROGRAMME COSTS (EURO) IN DETAIL FOR JANUARY DECEMBER ANNEX II.A PROGRESS PER PROJECT 23 II.B OVERVIEW DISBURSEMENTS 59 ANNEX III FINANCIAL STATEMENTS as at 31 DECEMBER 2008 i

3 TABLES FIGURES PICTURES TABLES Table 1: Overview total allocated budget per running project and 2 Completion date FIGURES Figure 1: Overview total disbursements between 2004 and Figure 2: Disbursements for 2008 as a percentage of the total 4 Budget per project Figure 3: Cumulative disbursements per project as a percentage 4 PICTURES Picture 1: Participatory approach during the design of Phase II 6 of the project in collaboration with the Institute of Tropical Medicine Antwerp Picture 2: The JP Team 7 Picture 3: Inauguration of the Belgian Room in IFAD by H.E. 10 Mr Jan De Bock, Ambassador of the Kingdom of Belgium in the presence of Mr Lennart Båge, President of IFAD Picture 4: Start-up workshop for the PTRPC project, Burundi 25 Picture 5: Women queuing at the Haykota Health Facility 35 Picture 6: Loan office in Luanda village 42 Picture 7: New protected well providing potable water 47 closer to the community Picture 8: Women at work 50 Picture 9: Collection of water by women before project intervention 53 Picture 10: Large herds of cattle the livelihood of the pastoralists 55 Picture 11: Mbira Forest near Jinja (Uganda) Saved from destruction 58 ii

4 ACRONYMS APO Associate Professional Officer ASDP-L Agricultural Sector Development Programme Livestock: Support for Pastoral and Agro-Pastoral Development (Tanzania) AWPB Annual Work Plan and Budget BSF Belgian Survival Fund BSF.JP Belgian Survival Fund Joint Programme BTO Back To Office report CALI Collaborative Action on Land Issues CKDAP Central Kenya Dry Area Smallholder and Community Services Development Project (Kenya) CPM Country Programme Manager CPPE Comprehensive Participatory Planning and Evaluation DGDC Directorate-General for Development Cooperation DRF Demande de Retrait de Fonds EAD External Affairs Department EPI Expanded program on immunization FAO Food and Agriculture Organization of the United Nations FBS Fonds belge de survie FC Financial Services Division FCFA Franc FCFA FIDA Fonds international pour le développement agricole GBLADP Gash Barka Livestock and Agriculture Development Project (Eritrea) GPO General Professional Officer HIVA Hoger Instituut voor Arbeid (Higher Institute for Labour) IFAD International Fund for Agricultural Development ILC International Land Coalition IMT IFAD Management Team IRDAR Agricultural and Rural Rehabilitation and Development Initiative Project (Niger) ITM Institute of Tropical Medicine JP Joint Programme KWFT Kenya Women s Finance Trust (Kenya) M&E Monitoring and Evaluation MFI Micro-Finance Institution MoH Ministry of Health NGO Non-Governmental Organization NORAD Norwegian Agency for International Development NUEW National Union of Eritrean Women NWICDP North-Western Integrated Community Development Programme (Somalia) PA Programme Assistant PAI Poverty Alleviation Initiative PCU Project Coordination Unit PIDRK Kidal Integrated Rural Development Programme (Mali) PIDRN Northern Regions Investment and Rural Development Programme (Mali) iii

5 PF PM PMD PMU PPABAS PPILDA PPP PRAPE PRAPO PSANG II PMU PSU PT PTBA PTRPC RIMS SWAp TBA TOR TTC UGP ULA UNOPS UWESO WFP Eastern & Southern Africa Division Programme Manager Programme Management Department Programme Management Unit Sofala Bank Artisanal Fisheries Project (Mozambique) Project for the Promotion of Local Initiatives for the Development in Aguié (Niger) Power Point Presentation Agricultural Revival Programme in Equateur Province (DR Congo) Agricultural Rehabilitation Programme in the Oriental Province (DR Congo) Food Security Project in the Northern Guéra Region (Chad) Programme Management Unit Programme Support Unit Technical Advisory Division Programme de travail et de budget annuel Transitional Programme of Post-Conflict Reconstruction (Burundi) Results and Impact Management System Sector Wide Approach Programme Traditional Birth Attendant Terms of Reference Toute tax comprise Unité de gestion de programme Uganda Land Alliance United Nations Office for Projects Services Uganda Women s Efforts to Save Orphans World Food Programme iv

6 1. INTRODUCTION Since the new Programme Manager (PM) took up his post in February 2008, this is the first Annual Report of the Belgian Survival Fund (BSF)/IFAD Joint Programme (JP) covering the period January to December The report is the follow-up to the six-month progress report which was produced in July The annual report reviews the IFAD/BSF.JP s objectives and results with indicators in accordance with the annual workplans and is considered an important monitoring tool enabling the IFAD/BSF.JP to take corrective actions where necessary. The report also provides a short overview of the status of each project. These contributions were written in close cooperation with the Country Programme Managers (CPMs) is considered a transition year for the IFAD/BSF.JP as a 3 rd phase for BSF is debated in the Belgian Parliament. Therefore, no new projects were started. However, preparations were made for Phase II of the North-Western Integrated Community Development Programme (NWICDP) in Somaliland, a last phase of two years for the Kenya Women Finance Trust Development Programme (KWFT) and Phase II of the Collaborative Action on Land Issues (CALI) project in Niger and two other countries yet to be identified. 1

7 2. OVERALL SUMMARY 2.1 Constraints encountered Disbursement rates The total budget allocated for the currently running projects is Euro Table 1 provides an overview of budget per project with expected completion date as per agreement. Country Project Budget Completion (EURO) date Burundi PTRPC DR Congo PRAPE DR Congo PRAPO Mali PIDRN Niger IRDAR Niger PPILDA Tanzania ASDPL Chad PSANG II Eritrea GASH BARKA Kenya CKADP Mozambique PPABAS (SOFALA) Mali PIDRK Kenya KWFT Somaliland NWICDP Niger and Uganda CALI TOTAL Table 1: Overview total allocated budget per running project and completion date The main constraint is the low disbursement rate during Euro was disbursed or 5.3% of the total allocated budget for all projects together. This is the lowest amount of the past five years, as Figure 1 indicates. In Annex IIB a more detailed table with exact disbursements per project is provided. 2

8 Total disbursements E u r o Year Figure 1: Overview total disbursements between 2004 and 2008 Considering their implementation status in time, PIDRN, PPABAS (SOFALA), KWFT, CKADP and NWICDP disbursed as was expected in 2008 and are well on track. PPILDA is picking up, while the CALI project reached full disbursement during 2007 and spent the last part of the budget during NWICDP was completed in April 2008, the allocated budget was for almost 100% utilised. The financial agreement between the Government of the Republic of Burundi and IFAD on PTRPC was signed on 23 June 2008, but no disbursement took place. PRAPE, PRAPO, IRDAR, ASDPL, PSANG II, GASH BARKA and PIDRK will need special attention. The Steering Committee formulated possible actions during its annual meeting on November Depending on the identified need or problem regarding low disbursements, the projects could be requested to accept a financial procedure technical assistance. More drastically, in the case of non-performance, reduction in allocated budget or termination of the project before completion date could be considered. Legal advice on these possible measures will be sought. Figures 2 and 3 present an overview of the percentages of disbursements during 2008 or as cumulative percentages over the total projects budgets. Currently 36.4% of the total budget for all projects has been disbursed or Euro

9 2008 Disbursements per project in % of their total budget % PTRPC 045 PRAPE 039 PRAPO 041 PIDRN 040 IRDAR 043 PPILDA 038 ASDPL 042 PSANG II 031 GASH BARKA 037 CKADP 033 SOFALA 036 PIDRK 044 KWFT 011 NWICDP 035 CALI 013 Project Figure 2: Disbursements for 2008 as a percentage of the total budget per project Cumulative Disbursement per project in % at 31 December % PTRPC 045 PRAPE 039 PRAPO 041 PIDRN 040 IRDAR 043 PPILDA 038 ASDPL 042 PSANG II 031 GASH BARKA 037 CKADP 033 SOFALA 036 PIDRK 044 KWFT 011 NWICDP 035 CALI 013 Project Figure 3: Cumulative disbursements per project as a percentage 4

10 The main reasons believed for the low disbursements are suspension because of financial irregularities (PIDRK, PRAPE, PRAPO), insecurity in the country (PSANG II) and the low absorption capacity of the country mainly due to weak capacity of personnel to implement the project through its procedures (ASDPL, GASH BARKA, IRDAR, PSANG II). CKADP and PPABAS (SOFALA) were extended to ensure that the funds would be utilised to the maximum while for GASH BARKA extension was granted to provide a last chance to utilise the remaining high balance of funds. Funds not utilised will be de-committed and allocated to the general BSF account in IFAD in accordance with procedures of the DGDC. The funds could be utilised to finance new projects, not necessarily in the country where these were returned from. With the Belgian Parliament currently debating the new allocation for BSF for phase III starting in 2010, low disbursements will lead automatically to lower future allocations towards IFAD/BSF.JP. The JP could miss a large piece of the BSF cake so that fewer new projects could be developed. The objective of starting up annually two projects would not be achieved. BSF/IFAD staff involved in the supervision and guidance of the projects will make efforts to ensure higher disbursements in accordance with the work plans. NWICDP Phase II formulation Phase I of the NWICDP in Somaliland reached its completion in April An endof-project evaluation was conducted in November-December 2006 by Wageningen International, a subsidiary of the University of Wageningen, which was not well received by the project staff, UNOPS and IFAD. At the end of 2006, a completion mission was carried out and a report produced. This was never accepted by all parties involved in the project but was submitted to the DGDC in Brussels as the final document. In order to prepare a second phase, a baseline survey took place in The design mission for Phase II of the project (Phase II was agreed in the Steering Committee Meeting of 2006) took place during August-September Unfortunately, the design report was weak and addressed too many different components for the available budget, without clear objectives. The Programme Management Unit (PMU) of the IFAD/BSF.JP has, therefore, advised to review the document and reduce the project components to water and sanitation, health and livestock. It was also proposed to outsource the management of the project to an international NGO or institution/agency in accordance with a tender process. 5

11 Picture 1: Participatory approach during the design of phase II of the project in collaboration with the Institute of Tropical Medicine Antwerp In the meantime valuable momentum from Phase I has been lost while project assets had to be guarded and beneficiaries are loosing patience and interest. Given the uniqueness of this project, that operates in a country not recognized by the UN and as the only IFAD project in self-proclaimed Somaliland, it is in everyone s interest that Phase II can take off before September The project is considered to be very important as a catalyst for possible future interventions in the region. Closing of projects Ten projects that have reached completion have been closed. The closing of two projects, Eritrea (awaiting the World Bank s verifications for expenditures) and Angola, are in process. The balance of funds of the closed projects has been credited to the BSF supplementary funds and could be utilised for new projects to be approved by the next Steering Committee. 6

12 Grant Agreement Burundi The Grant Agreement between the République du Burundi and IFAD for the sociosanitation component of the Programme Transitoire de Reconstruction Post-Conflict (PTRPC) was signed on 23 June Small Programme Management Unit (PMU) The JP PMU consists of three staff members. In October, a Finnish APO joined the team. The unit is considered a full division, although not headed by a Director, operating within the External Affairs Department (EAD). In this capacity, the PM attends the management meetings of the EAD, the Programme Management Department (PMD) and the IFAD Management Team (IMT). The unit, as all other divisions, contributes to all normal functions, meetings, plans, documents, etc. of IFAD. Considering the relatively small number of staff, the unit has been stressed to the maximum to fulfil all the tasks. Full integration within IFAD remains one of the main objectives to enable full participation in IFAD s core activities. In line with IFAD s structure, the PMU should be headed by a fully recognized director. Picture 2: The JP-Team 7

13 Consultants database Identifying suitable and competitive consultants for supervision and formulation missions was difficult, especially with the different requirements towards the JP components in projects that need experts in health and nutrition, water and sanitation and education and capacity building. Although cooperation with Belgian institutions, such as HIVA of the University of Louvain and the Prince Leopold Institute of Tropical Medicine in Antwerp, has been encouraged, the institutions have not always the necessary time and resources available. On the other hand, using private consulting firms has been found too expensive. The IFAD rates offered are considered low by the companies who expect to make a mark-up of about 50%. Therefore, IFAD/BSF.JP has started to keep a consultants roster for future assignments. 8

14 2.2 Highlights Collaboration with PMD For the first time in the IFAD/BSF.JP s history, a workshop was organised bringing all CPMs and Programme Assistants, the Technical Division (PT), Finance and PMU colleagues together. Presentations and discussions aimed at better synchronising future cooperation and improving communication. Consensus was reached on the following: project identification; future baseline studies; harmonised procedures; selection and contracting of consultants; supervision and formulation missions; submission of annual workplans and reports; reallocations; reviews; and evaluation. The new Belgian financial policy on contributions will bring releases closer to project disbursements and in cash tranches according to the progressive disbursements needs. The slow disbursement of grants has therefore a direct impact on the transfer of following tranches and on the annual administrative and evaluation budget, which is approved for an amount that is a proportion of the previous year s disbursement. Collaboration with the Technical Advisory Division (PT) on land, water, environment and gender has been strengthened. The budget allocated for water and land studies was committed to analyse the JP s added value related to land and water governance, with specific attention given to ownership-related issues. Reports were produced based on field studies in Mali, Kenya and Tanzania. The studies also aimed at a better understanding of how to reach the poorest of the poor (those with no or limited access to land and water); improving cross-project thematic learning; and supporting the expansion of JP s regional and thematic coverage. In cooperation with PT, the PMU submitted two research proposals to the Finnish Supplementary Funds. The studies will assess lessons learnt in the JP on gender and environmental approaches to improve future project design. Both proposals were accepted and will be conducted during 2009 with PT technical advisors providing the necessary back-up to the research teams. 9

15 Visibility of IFAD/BSF.JP Several activities have been initiated to improve the IFAD/BSF.JP s visibility and integration within IFAD: In February 2008, the JP participated with a stand in the Governing Council; A Belgian Room was sponsored in the new IFAD building and was decorated with project related pictures and art objects. The meeting room was officially opened by the Belgian Ambassador on 26 November in the presence of highrepresentatives of the partner countries and the IFAD President; A new JP website is under development; New brochures have been prepared; The JP s objectives have also been included in the EAD management development plan. Different visibility activities are under preparation for next year s 25 years anniversary of the BSF IFAD partnership. Picture 3: Inauguration of the Belgian Room in IFAD by H.E. Mr Jan De Bock, Ambassador of the Kingdom of Belgium in the presence of Mr Lennart Båge, President of IFAD 10

16 Establishment of an expanded JP The PMU has started to establish an expanded JP based on the principles and 25 years of extensive experience of the IFAD/BSF partnership. Brainstorming sessions have been conducted and a draft strategy was prepared. The new expanded JP will support future projects in the poorest countries in Africa, Asia, Latin America and the Caribbean through grants for socio-economic sectors (health, water and sanitation, education and capacity building) that will be attached to IFAD loans supporting the economic and productive sectors in these countries. After all these years, a process is taking place to restructure the JP with the emphasis on replicating JP programmes under an expanded facility with more donors, higher budget and targeting the poorest countries. To prove the success of the JP and to convince donors of the approach, a study conducted through HIVA of the University of Louvain will quantify and qualify the added values that the JP is offering. The final report is expected in March

17 ANNEX I.A: PROGRAMME ACTIVITIES PER RESULT FOR THE PROGRAMME MANAGEMENT UNIT (PMU) FOR THE PERIOD JANUARY DECEMBER 2008 RESULT 1: Efficient coordination unit in place Act No Activity Progress Corrective action & info 1.1 Efficient communication system operating within JP and with partners Workshop held on 17 April 2008 with CPMs, assistants, PT and finance Clear agreements made (see workshop report) Organise regular staff and consultancy meetings Staff meetings are organized every Wednesday and meetings with the Agenda s and minutes available Organise and conduct quarterly progress meetings and draft quarterly and annual progress reports Rome-based consultants bi-monthly 6-monthly reports produced and annual draft report of 2007 reviewed Prepare Annual Work Plan and Budget Administrative budget and AWP 2009 were submitted to DGDC and the SC Regular communication with DGDC, attachés and other institutions Communication with DGDC takes place on a regular basis. Attachés are contacted during missions and mission reports are also circulated to them Prepare annual forecast of projects Done and submitted to DGDC 1.2 Recruit and secure motivated staff and consultants Ongoing. Recruitment hampered by the unavailability of a consultants roster. Finnish APO started in October. During 2008, consultants were contracted on water & sanitation, economy and health. A Belgian intern was engaged. Reports submitted. It was decided to prepare 2 reports/year Approval expected in January 2009 For future missions, attachés will be informed well in advance so that they could join if prepared Registering of consultants for JP roster has started 12

18 Act No Activity Progress Corrective action & info Organize annual team building activities Conducted during November. New duties and tasks of staff discussed. Agreed to organize in future two 1- day team building meetings/year Provide in-service training The following training courses were attended by the JP PMU : Direct supervision Project management New training requirements for 2009 English writing skills identified Management skills Building key managerial competencies Provide sufficient logistics On a regular basis, orders are placed and deliveries made Adequate job description drafted New job descriptions for all four JP PMU staff were drafted in a participatory way. PES objectives for 2008 were set. ToR were prepared for a Belgian GPO Create a pleasant working environment Provide regular feedback on performance Ensure that staff contingent is 100% occupied An open door policy has been created to improve the communication and meetings take place on a regular basis A 6-monthly staff appraisal was conducted in June for the whole JP PMU team JP PMU is fully staffed for the current mandate. Awaiting a GPO from Belgium for Annual budget within EAD has to be determined Minutes are available and in future one-to-one meetings will be held, if requested 13

19 Act No Activity Progress Corrective action & info 1.3 Enhance integration in IFAD Fully integrated in EAD, including JP s objectives in the strategic EAD plan. Joint mission reports prepared with Integration/cooperation with PMD could still be improved CPMs and ILC Participate in meetings and workshops on land, water & sanitation, health, and projects related to other divisions Meetings on land, water & sanitation, environment and gender attended, good cooperation. Attendance of PMD Improve cooperation with health in PT management meeting when possible Attend management meetings PM participates in weekly EAD management meetings. Attendance of PMD management meeting when possible. PM attended IMT meetings for management staff Ensure involvement in IFAD s strategy and policy development Involved but limited due to time constraints 1.4 Mobilisation of resources In progress. Lobbying with Belgian authorities & parliament : PM attended 3 meetings with the Belgian BSF parliamentarian working group, BSF seminar, participated in meetings between the IFAD president and assistant president and DGDC & Belgian Minister for Development Cooperation Conduct study to identify and analyse added values of JP HIVA of the University of Louvain was contracted and the field visits were conducted Minutes of all meetings are available Important study which will be the backbone for the future expansion of the JP. Report expected in March

20 Act No Activity Progress Corrective action & info Prepare proposals for additional funds Two proposals, one on gender and one on environment, were submitted for Approval expected during January 2009 funding to the Finnish Supplementary Funds Investigate possible other sources for funding Ongoing. Initial contacts made. Further negotiations after completion 1.5 Sign agreements with institutions to provide consultancy services added value study Drafts of contracts were prepared. MTI of Antwerp declined because of time constraints and lack of personnel. HIVA of the University of Louvain accepted added value study Draft ToRs Ongoing, as assignments are planned Organise a waiver to engage Belgian institutions Organise quality control on consultants reports Follow-up on the recommendations of the reports and meetings 1.6 Manage the financial activities of JP From MTI and HIVA non-profit declarations were received so that they can be contracted without the necessary waiver. Quality control is part of the ToR for the institution or team leader. JP PMU conducts its own quality control and provide comments on reports & documents Ongoing Monthly disbursements and PMU admin budget tables are prepared Design report format Format was developed and is utilised For MTI contracts were prepared on a case per case basis e.g. for design of phase II Somaliland. 15

21 Act No Activity Progress Corrective action & info Discuss with FC staff members the Done and format & timing was agreed. financial reporting requirements Provide weekly, monthly, quarterly and annual reports and statements Done It was decided to produce monthly statements and 6-monthly reports Co-ordinate the external annual audit & relevant certification of financial Was done for 2007 work year and prepared for statements 1.7 Improve inter-agency collaboration Difficult and little progress Discussions to involve e.g. FAO staff in supervision missions should be investigated 16

22 RESULT 2: Projects properly implemented Act Activity Progress Corrective action & info No 2.1 Ensure thorough mounting of design Two design missions were conducted : Both projects were discussed during mission to expand the CALI project into 2 new the SC-meeting, but need to be countries and NWICDP Phase II in finalized during 2009 Somaliland Draft ToR TORs were drafted by ILC and for Somaliland NWICDP by JP PM & CPM. Team leader of the mission was briefed by PM to keep number of components to a maximum of three Identify consultants A team of consultants was contracted for the design. There were difficulties in identifying consultants that would like to work in Somaliland, the low IFAD fee rates, the absence of a roster, etc Participate in formulation mission JP contracted 4 consultants in the design of NWICDP phase II Review report received at the end of consultants assignment Report was extensively reviewed by the PMU and found weak and unacceptable 2.2 Ensure thorough mounting of No appraisal missions conducted appraisal mission Draft TOR As per Identify consultants As per Review Report received at the end of consultants assignment As per 2.2 Serious delays in drafting the ToR for NWICDP due to unaccepted final evaluation report of Phase I and the workload of the CPM JP has started to set up a roster for future assignments so that the best consultants possible could be identified Meeting with the director for PF agreed that CPM for Somaliland should improve the design document 17

23 Act No Activity Progress Corrective action & info Travel to the field for participation in As per 2.2 the Start-Up Workshop of the Project 2.3 Ensure thorough direct supervision mission Supervision missions were conducted by the PMU in cooperation with the CPM for Gash Barka, CALI Uganda, ASDPL, PPILDA and SOFALA. In cooperation with the CPMs a mission schedule for Draft TOR 2008 and 2009 was developed. JP provided comments to the supervision ToR for all requested missions Identify consultants, if needed For supervisions short-term consultants were contracted as requested. This was the case for the health component at Gash Barka and water & sanitation at ASDPL Travel to the field for full participation in the supervision mission and in wrap up meetings with all counterparts Draft and finalize aide-memoire in the field Review report received from consultant(s) As per 2.3 The PMU with the CPMs jointly prepared a BTO report and aid-memoire. For ASDPL the PM prepared in addition the livestock component The PM commented and edited the consultants report for Gash Barka and ASDPL Reports available 18

24 Act No Activity Progress Corrective action & info Ensure thorough mounting of No reviews conducted 2.4 implementation follow up and midterm review missions with CPM Draft TOR As per Identify consultants As per Travel to the field to participate in wrap up meeting with all parties Review aide-memoire and later on, report received from consultants 2.5 Ensure thorough mounting of completion mission with CPM As per 2.4 As per 2.4 Draft TOR As per 2.5 End-of-project evaluation presentation on CALI in Uganda attended and comments provided Identify consultants As per Review aide-memoire received from consultants Travel to the field to participate in wrap up meetings with all parties Review completion report received from consultants Ensure agreement at completion point is drafted As per 2.5 As per 2.5 As per 2.5 As per

25 RESULT 3: Project successes documented and visibility increased Act No Activity Progress Corrective action & info 3.1 Report regular on the synergies between IFAD and BSF finances in the Study conducted in Mali, Kenya and Mozambique Report expected in March 2009 JP 3.2 Report on water & sanitation achievements Done. Proposal approved between PT and JP to conduct together missions and to analyse the added value related to land and water governance, with specific attention given to ownershiprelated issues. Extra budget committed from the Finnish supplementary funds. 3.3 Report on health achievements No progress Meeting between PT health unit & JP to be scheduled to plan for Report on capacity building achievements Capacity building was addressed in all supervision missions conducted 3.5 Report on land supported As per 3.2 achievements 3.6 Improve the visibility and document the impact of JP interventions The JP participated in February in the Governing Council with a stand and sponsored a meeting room in the new IFAD building in which the JP will be advertised its achievements. The impact of interventions will be determined in the added value study, conducted during the period September - November. 20

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