Humanitarian Fund (HF) in Turkey

2016 1st Standard Allocation Strategy Paper

I. Introduction

o This allocation paper is issued by the Deputy Regional Humanitarian Coordinator (DRHC), in consultation with the Clusters and Advisory Board of the HF in Turkey, to set the funding priorities for the 2016 1st Standard Allocation. o A total amount of USD 19 million is available for this allocation. This paper outlines the allocation priorities and rationale for the prioritization. o This allocation paper also provides strategic direction and guidance for the allocation process.

II. Allocation Strategy and Rationale

I. Situation Overview

According to the Humanitarian Response Plan (HRP) for , an estimated 13.52 million people, including six million children are in need of some form of humanitarian assistance and protection. 6.5 million people, including 2.8 million children, are displaced within Syria and 4.2 million are registered refugees in neighboring countries and North Africa. The pace of displacement remains relentless. Well over 1.2 million people have been displaced so far this year, many for the second or third time.

The humanitarian situation across the country has deteriorated with an increase in the targeting of civilian infrastructure, and an increase in internal displacement. The crisis is characterized by the current absence of effective protection for a significant number of civilians. In addition, attacks against schools, hospitals, water networks, electricity plants, places of worship, economic assets and other civilian infrastructure continue unabated.

Protection risks faced by particularly vulnerable segments of the population continue. Over two million children and adolescents are out of schools and those currently in schools are increasingly being withdrawn or dropping out to act as breadwinners, thereby placing an increasing number of girls at risk of early and forced marriage and other forms of exploitation and leaving boys vulnerable to child labour, recruitment and exploitation. Insecurity has become pervasive in many areas, increasing the risk of gender-based violence, especially for women and girls.

Since the last quarter of 2015 the Government of Syria and its allies have made rapid military and territorial gains, particularly in and around the northern governorates of , and Idleb. The increase in conflict in these areas has had a significant humanitarian impact with HF and other humanitarian partners reporting the targeting of civilians and aid infrastructure. As a result the HF has funded an 18.5 Million Emergency Response Allocation, however since then the International Syria Support Group (ISSG), agreed on a plan to end hostilities in Syria provided that the Government of Syria would agree to support the delivery of humanitarian aid particularly in besieged areas, which is reflected in the priorities of this Allocation.

II. Allocation Strategic Priorities This Allocation Strategy is in line with the first Objective of the Syria Humanitarian Response Plan, namely to “Support saving lives, alleviate suffering and increase access to humanitarian response for vulnerable people and those with specific needs.” In accordance with this Objective the Strategic Priorities of this Allocation Strategy are twofold;

a) Building on current Emergency Reserve Allocation projects to scale up response activities in current areas of operation that are increasingly becoming hard to reach in particular areas in northern governorates receiving high numbers of new IDPs. b) Increase Access to besieged locations as identified in the “Besieged and Hard to Reach Locations list issued by OCHA and to locations included in the watch list (including eastern Ghouta, northern Homs).

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III. Cluster Allocation Shelter / NFI Cluster – Allocation 2 million The Cluster proposes fuel distributions through cash/voucher modality to cover 8,000 HHs during the next winter season 2016-2017. The Cluster recommends for this activity only members that have experience implementing cash/ voucher programming in the proposed area of intervention.

Rehabilitation of IDPs and host communities shelter conditions at HH level to cover a maximum of 1200 HHs is also a priority and will be implemented to support the capacity development of Sub-granting partners.

The sector is facing information gaps that need to be fulfilled in order to have a more qualitative and strategic response after 5 years of conflict. The primary objective is to provide an in-depth and comprehensive understanding of the current living conditions, shelter/NFI needs and markets status of Syrians living in the accessible parts of Syria.

Region(s)/ Priority  Recommended activities Location(s) Cash/Voucher for Fuel during Besieged and watch-listed  Provision of NFI assistance (cash/voucher) winter season 2016/2017 locations

Shelter rehabilitation Besieged and watch-listed  Provision of emergency shelter kits and/or locations construction materials/tools for private or shared shelters  Support to owners/tenants to sustainably repair/rehabilitate their housing

WASH Cluster – Allocation of 3 million The priority for this allocation is to focus on comprehensive and integrated solutions that aim at addressing deficiencies of the 3 main components of WASH services. Projects aiming at rehabilitation works, O&M support training of systems, staff and re-establishing a cost-recovery system to sustain the functionality of the WASH system will be supported. A WASH system could either be a water, a sewage or a garbage disposal system.

Region(s)/ Priority Recommended activities Location(s) Comprehensive a) Locations with high concentration of IDPs  Structural/civil and electromechanical repairs. rehabilitation and and severe WASH conditions. Some  Adding new water sources (if needed). support to O&M of preferred locations are listed below. existing WASH Aleppo:  Extending coverage through an existing system. infrastructure Sanjar, Saraqab, Tel Adaman, Zarbah,  Support to operations and maintenance including support Jabel Saman, Atareb components including fuel, water purification to systems’ staff : chemicals, fast moving spares, fuel for standby capacity building Abo Dhour, Sanjar, Saraqeb, Maaret generators and stipends to operators and and revival of cost Numan, Heish, Tamanaah, Khan technicians. recovery systems. Shaykhoun  On the job refresher capacity building to b) Douma, Arbin, Maliha, Nashabiya, operators and technicians. Yarmouk, Hajer al Aswad,  Re-establish a cost-recovery system to support sustainability.

Support a) Areas with new IDPs such as Idleb,  Direct water provision. emergency WASH Aleppo, Afrin and existing unreached  Distribution of WASH NFI such as water for informal camps vulnerable groups. Some preferred containers, aquatabs, and hygiene items, and collective locations are listed. centers receiving Sanjar, Saraqab, Tel Adaman, Zarbah,  Emergency sanitation and solid waste new IDPs and Jabel Saman, Atareb management. existing Idlib: Abo Dhour, Sanjar, Saraqeb, Maaret Hygiene promotion activities unreached Numan, Heish, Tamanaah, Khan vulnerable groups. Shaykhoun b) Rastan, , Houla, Suran

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Education Cluster – Allocation 3 million Education Sector 2016 objectives target scaling up the education program implementation to address the growing needs of the education sector by enabling the continued delivery of quality education services provided for crises- affected children , scaling up safe access of education (formal, non-formal) through provision of inclusive education and psychosocial support, professional development of the educational actors and local councils capacity to apply to deliver a timely, coordinated and evidence based education response, leading to strategic emergency response planning.

Region(s)/ Priority Recommended activities Location(s) Scale up safe and a)All reachable areas (non HTR) in main  Rehabilitation of or establish temporary equitable access to catchment area – needs in education classrooms to increase the absorption capacity formal and non- sector widespread. Sub districts far from of schools in formal and non-formal settings. formal education for conflict lines  Conducting Back to Learning (BTL) campaigns crisis-affected to mobilize and engage families and school aged girls b) All besieged or watchlist locations, communities around the importance of and boys (5-17 however, remote classroom education. years)and youth (18- management systems need to be utilized 20 years )  Non-formal education (remedial and catch-up education, literacy and language courses, self- learning) for out-of-school children and youth.  Provision of early childhood education in most vulnerable communities.  Provision of vocational education to youth

Improve the quality a)All reachable areas (non HTR) in main  Provision of learning and teaching materials, of formal and non- catchment area – needs in education equipment and support packages. formal education for sector widespread. Sub districts far from  Provision of teacher professional development school aged girls conflict lines and on EIE , INEE , PSS, emergency plaining . and boys (5-17 years) within a b) All besieged or watchlist locations, protective however, remote classroom environment management systems need to be utilized

FSL Cluster - Allocation 3 million The priority is to sustain the agriculture/livelihoods activities by means of provision of quality inputs, knowledge transfer, financial support, storage infrastructure rehabilitation, markets opportunities. Activities should be complementary to provide necessary food assistance especially for food insecure beneficiaries that are still retaining access to productive assets (land/livestock) but are not able to sustain their livelihoods if not adequately supported.

Region(s)/ Priority Recommended activities Location(s) Agriculture/Livelihoods a) Locations with high  Training on both agriculture and livestock a) Provision of essential concentration of IDPs  Agricultural/livestock inputs & equipment extension services and Aleppo: distribution knowledge transfer Sanjar, Saraqab, Tel  Cash/vouchers programmes b) Provision of quality inputs Adaman, Zarbah, Jabel Saman, Atareb  Rehabilitation of services and infrastructure also c) financial support (vouchers) to Idlib: utilizing cash for work agriculture activities Abo Dhour, Sanjar, Saraqeb,  Prevention/preparedness/disaster risk reduction d) rehabilitation of key Maaret Numan, Heish, including fire risk reduction for crops at the last infrastructure, wells, canals, Tamanaah, Khan stage before harvesting Income generation food processing and storage Shaykhoun, Dana, Harem, activities facilities Jisr al Shaghour, Idlib City e) protection of fields/crops from  Animal treatments and vaccinations b) Douma, Arbin, Maliha, hazards like fire  Provision of start-up kits for jobs in the Nashabiya, Yarmouk, Hajer agriculture support services (mechanics, food f) protection of livestock from risk al Aswad, of outbreaks of diseases processing, etc) g) Income generating activities linked to the agricultural sector

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Protection Cluster – Allocation 2 million

It is a key priority to increase specialized protection services in accessible areas of Syria, including communities that are hard to reach, besieged or where no protection actors currently operate, to mitigate the consequences of the conflict and foster resilience and community support mechanisms, even in the face of overwhelming physical protection concerns.

Improving the quality of child protection programming by building the capacity of actors to deliver vital protection services and community based child protection interventions is also prioritized. Special attention will be given to expanding coverage into hard to reach and besieged communities through strengthening partnerships with local NGOs/CBOs that have a foothold in those communities.

Gender Based Violence is ever present for women and girls in Syria and in most of the community targeted by FGDs there are no GBV response services, therefore, providing life-saving and high quality GBV services will be prioritised. GBV priorities ensure that medium and long-term GBV response capacity building initiatives are delivered to less experienced GBV partners and guarantee geographical coverage of good quality services.

The priority for the Mine Action is to expand quality life-saving interventions in 2016. This includes data collection on accidents, casualties, and hazardous areas, as well as examining the impact of explosive hazards on besieged and hard to reach areas; capacity building of Syrian partners to deliver risk education, with an emphasis on joint programming with other sectors where appropriate; continuation of traditional clearance, access permitting; expansion of non-traditional clearance activities; formalize marking as an activity; and expansion of victim assistance activities.

Region(s)/ Priority Recommended activities Location(s) Strengthen sustained Accessible areas with a focus on Idleb  Provision of specialized protection services, community-based and Aleppo governorates and areas with including: individual case management or interventions to high IDP populations, as well as referrals to other partners for other life-saving identify, prevent and besieged and watch-listed areas services (e.g. health), provision of advice or respond to critical assistance at information/community centres, protection needs and legal counselling services, provision of increase geographic support/advice on civil documentation coverage by sector  Start-up/support to community committees, members including supporting committees strengthen referrals, dispute resolution; develop community safety plans.  Support national and community partners, through partnership initiatives to expand coverage of specialized protection services

Build the capacity of Accessible areas with a focus on Idleb  Training of actors in case management, family actors to deliver and and Aleppo governorates and besieged tracing, community base reintegration and CP scale up vital and watch-listed areas mainstreaming protection services  Expanding structured psychosocial support with a particular focus All 19 besieged locations –UXOs and cluster munitions are present inside the interventions targeting children, caregivers and on improving the teachers through mobile outreach quality of child area of besiegement, however, areas protection around the perimeter of besiegement  Strengthening community based child programming under GoS control would be problematic protection networks and awareness raising to improve protection of children from violence, abuse and exploitation.

Implement Accessible areas with a focus on Idleb  Provide specialised GBV services to survivors, comprehensive GBV and Aleppo governorates and besieged including CM, psychosocial support, and clinical activities with a focus and watch-listed areas management of rape on provision of  Increase the capacity of GBV actors to respond survivor-centred GBV All 19 besieged locations –UXOs and cluster munitions are present inside the and prevent GBV through strategic and services to survivors, structured approaches including, case area of besiegement, however, areas management, CMR, around the perimeter of besiegement under GoS control would be problematic

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Region(s)/ Priority Recommended activities Location(s) and psychosocial support.

Expansion of mine Accessible areas with a focus on Idleb  Capacity building of Syrian partners to deliver action services in and Aleppo governorates and besieged risk education, with an emphasis on joint Syria by and watch-listed areas programming with other sectors where strengthening appropriate. capacity of Syrian All 19 besieged locations –UXOs and cluster munitions are present inside the  Marking and clearance activities in areas that partners to conduct are inaccessible to international actors. risk education, area of besiegement, however, areas survey, marking, around the perimeter of besiegement  Survey and data collection on hazardous areas clearance and victim under GoS control would be problematic and accidents / casualties and the impact of assistance. explosive hazards on besieged and hard to reach areas.

CCCM Cluster – Allocation 2 million Informal Settlements and collective centres remained the last resort of IDPs once they have exhausted all other options. However once in collective centres and (perhaps more so) in camps, IDPs have few options to restore their assets and seek an alternatives. Programs that can integrate IDPs into the host community or, in rare cases, enable them to return to their areas of origin would decrease the pressure on these IDP sites.

Maintaining and restoring the basic infrastructure in collective centers and IDP sites is vital in order to maintain the level of services in the collective centres and IDP sites with diminishing resources. Infrastructure enhancements include basic gravelling, water, well pumps, schools, distribution sites, child friendly spaces, fuel for electricity generators latrine facilities, multi-sectoral activities space and contingency stocks, both in sites and within the hosting community that serves these IDPs in the area.

Needs vary greatly amongst collective centres so to provide a dignified multi-sector response for the vulnerable families projects will need to be tailored to the specifics of each collective centre. In all cases, beneficiaries should be involved in the design and implementation of these programs and in the humanitarian management of the centres themselves.

Priority Region(s)/ Location(s)  Recommended activities

Repair and IDP settlements with a focus on Idleb and  Restoration of disused critical infrastructure and maintenance of Aleppo governorates installation of multi sectoral spaces the basic Key  Structural repairs and maintenance of the key Infrastructure in infrastructure with protection mainstreamed IDP Settlements lese and solid vulnerability criteria and IDP transit/reception/c  Weatherization of key infrastructure ollective centres  Establish and support participatory approaches through gender balanced IDP Committees

Collective Centre IDP collective centres with a focus on Idleb  Promotion of participatory management in sites. Support and Aleppo governorates  Retrofitting structures for continued use.  Set up and running of Emergency transit centres  Needs-based upgrades and services

Health and Nutrition Clusters – Allocation 4 million Key priorities needs for 2016 are support to trauma and injuries (including disabilities) and refrral services; curative and preventive services at primary and secondary health care level for communicable diseases, non- communicable diseases, nutrition, reproductive health (including emergency obstetric care and family planning), mental health and child health; preventive services including immunization, screening of malnutrition and IYCF. Incentives to health staff continue to be a priority.

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Region(s)/ Priority Recommended activities Location(s) Integrated Primary Aleppo governorate:  Outpatient services Health Care Districts:  IMCI services Jebel Saman Manjib, Albab, Jarablus Aleppo city Afrin Atareb Daret  Comprehensive Reproductive Health services1 Azza  chronic disease treatment

 Mental Health care : Districts  Routine immunization Harim Almar’e  Screening of malnutrition Atareb  Management of moderate and acute malnutrition

Ghouta and other accessible besieged  Rehabilitation services areas and areas on the watchlist  Outreach services ( mobile clinics)

 Community Health workers programs Homs  IYCF

Secondary Health Governorates with high concentration  IPD Care services of IDPs in particular Idleb and Aleppo  Emergency surgery and besieged as well as watch-listed areas  Blood bank service  Trauma management  Basic emergency obstetric and new-born services  Comprehensive Emergency Obstetric and New-born Care  Rehabilitation services for injured patients  Specialized services

1 Family Planning, Gender based violence, Maternal and newborn care, Sexual Transmission Infectons including HIV prevention and treatment.

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IV. Eligibility for Funding

 Only partners that have passed the OCHA HF Capacity Assessment and “Due Diligence” requirements and are active members of the Clusters are eligible to submit proposals for funding.  Eligible Partners may only submit a maximum total of 2 Project Proposals across all clusters. Partnerships between new and existing HF partners are strongly encouraged in line with the HF’s capacity development objectives.  Partners can submit integrated multi-sector projects between no more than two interlinked clusters such as Shelter and CCCM. Please note that multi sector projects in camps fall under the purview of the CCCM Cluster. Please consult relevant cluster coordinators in case of joint submissions.  Minimum Project Budget is US$ 250,000 per proposal and maximum is determined by the Partner Ceiling and Cluster Allocation.  Partner ceilings are determined by the risk level (please see HF Operational Manual Page 11-12) and amount of funding organisation can apply for is ceiling amount minus the funded secured from HF so far (including all allocations up to date).

Priority will be given to “new” partners that have not received funding in any of the previous three Allocations.

V. Gender Marker

1. The HF allocations will utilise the Inter Agency Steering Committee (IASC) Gender Marker to promote gender mainstreaming. This is a self-applied coding system that checks the extent to which gender equality measures have been integrated into project design. It recognizes that differences between women, men, boys and girls need to be described and logically connected through three key sections of a proposal: a. The need assessment (context/situation analysis), b. The activities and c. The outcomes. When this is done, a project is more likely to meet the different needs of men, women, boys and girls and contribute to greater equality.

2. In all clusters, HF funding will prioritize projects achieving the highest gender marker code signifying that the project has made significant efforts to address gender concerns or the principal purpose of the project is to advance gender equality. Only projects which scores Gender 2A and 2B will be considered for the funding. Exceptions to this requirement must be defended with the intent to build awareness and capacity to ensure the project can achieve the required gender marker during the project period

3. The gender marker is only one tool used to promote gender equality. The HF encourages the use of participatory approaches, involving affected communities (male and females) in needs assessment, implementation and monitoring and evaluation, fielding gender balanced assessment and monitoring teams, developing gender indicators and ensuring programming tools (surveys, strategies, objectives ) are gender sensitive.

4. For more information or guidance, please contact the cluster gender focal points or Inter-agency Gender Advisor (GENCAP/IASC), Elham Allan at [email protected] or Mete Temurcin, OCHA Gender Focal Point and Programme Officer at [email protected]. Please also consult the following link for a specific tip sheet for each cluster. The tip sheet includes a form to assist teams in reviewing project Gender Marker codes. These and other resources are available in four languages (including Arabic) at;

http://www.humanitarianresponse.info/themes/gender/the-iasc-gender-marker

https://www.humanitarianresponse.info/topics/gender/document/gender-marker-tip-sheets-arabic

http://www.humanitarianresponse.info/topics/gender/document/gender-marker-tip-sheets-english

There is also a link to the gender E-learning course "Different needs, equal opportunities: Increasing effectiveness of humanitarian action for women, girls, boys and men," which all humanitarian staff are encouraged to take. It is being hosted by UN Women’s Training Centre eLearning-Ca and can be accessed

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by all via the following link: https://trainingcentre.unwomen.org/course/view.php?id=35

You will need to register online on the web-site - but as mentioned - it is available to all. The course is available in English and French and takes approximately 2 hours to complete. To gain a certificate, participants need to complete the Introduction section, one of the Cluster Theme sections and the Conclusion section.

VI. Project Proposal Preparation and Submission

Proposal Preparation 1. All project proposals should be submitted via Grant Management System (GMS) by Sunday, 10th April 2016 00:00 (Midnight - Turkish time). Any submission after this date will not be accepted. GMS registration is obligatory for all eligible partners prior to the project proposal submission with due diligence component is approved. GMS is a web-based platform that supports the management of the entire grant life cycle for the HF. https://cbpf.unocha.org/

2. Once you complete your registration on the GMS, please login to CBPF GMS Support portal and read instructions on how to submit a project proposal. http://gms.unocha.org/content/partner

3. Project proposals should be prepared in line with the strategic objectives of the HRP and the Allocation Paper. This needs to be supported by clear log frames with outcomes, outputs, SMART indicators and detailed activities. (Please refer to Annex 22 for a sample Project Proposal Template).

4. Organisations should consult with relevant cluster coordinators during the project proposal preparation phase.

Budget Preparation

5. All project proposals must have a detailed budget outlining all the project related expenditures under relevant budget lines. Please refer to Operational Manual Annex 21 Project Budget Template and Annex 9 Budget and Due Diligence Checklist for further details.

6. Budget proposals must reflect the correct and fair budget breakdown of the planned costs and clearly outline units, quantities and percentages. Partners should avoid including only lump sum amounts and provide bill of quantities (BoQs) including list of items and costs per item to total the unit cost for the planned expenditures.

7. Provide a budget narrative (as an essential component of the budget) that clearly explains the object and the rationale of any budget line. For example, shared costs, large/expensive assets, and costs/equipment required to support the regular operation of the implementing partner, are clear cases where the provision of details will be necessary in the budget narrative.

8. Project proposals with that do not meet the above requirements or with missing financial and budgeting information will not make it to the strategic review stage and project proposal will be eliminated.

9. For further guidance on budgeting (eligible and ineligible costs, direct or indirect costs) please also refer to the Operational Handbook for CBPF pages 35-39.

Start date and eligibility of expenditure

10. The HFU will liaise with the implementing partner to determine the start date of the project. The earliest possible start date of the project is the date of signature of the grant agreement by the partner. The agreed upon start date will be included in the grant agreement. If the signature of the grant agreement occurs after the agreed upon start date, the date of the signature of the grant agreement takes precedence The DRHC can then sign the grant agreement.

11. Upon signature by the DRHC, the HFU notifies the partner that the project has been approved, and sends the agreement for counter signature. Once the partner has countersigned, the agreement will be sent to OCHA FCS Finance Unit in New York for the final signature. Eligibility of expenditures will be determined by the date of implementing partner’s signature of the grant agreement.

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VII. Timeline

Phase Step What Who Key Dates

Draft Allocation 1st February to 15th 4 Development of the Draft Allocation Paper OCHA paper February

Draft Allocation Paper is shared with Advisory Board Draft Allocation 5 Advisory Board 11th March for comments and recommendations paper Approval and endorsement of the allocation paper AB Meeting / 6 DRHC, AB 17th March by the Advisory Board Allocation paper

ALLOCATION

PREPARATION 7 The launch of the allocation paper Allocation paper DRCH, OCHA 21st March

st th 8 Proposal Development Phase PP Preparation IPs 21 March to 10 April

ROPOSAL th P 9 Deadline for submission of project proposals PP Preparation IPs 10 April Midnight

DEVELOPMENT Sector Full project To be finalized by 13th 10 Strategic Review Coordinators proposals April and OCHA Assessment PP To be finalized by 20th 12 Technical and budget review (TR) feedback to IP TRCs, OCHA April meeting required IPs address TR To be finalized by 24th 13 PP adjustments IPs comments April REVIEW PROCESS Revised Project To be finalized by 27th 14 2nd TR / Budget and Financial Review TRCs, OCHA Proposals April Final verification if all To be finalized by April

15 Final check comments OCHA FCS 29th addressed GA prepared Start 16 Grant Agreement (GA) preparation OCHA 2nd May date agreed with IP Based on final TRC 17 DRHC signs GA / Final approval clearance. Signature DRHC 3nd May 2016 of GA collected

APPROVAL PHASE Collect GA signature To be finalized by 4th May 18 GA countersignature IPs from IP 2016

GA cleared and To be finalized by 6th May 19 GA final clearance OCHA signed 2016

Payment request 17 First disbursements are Processed OCHA 16th to 20th May 2016 processed

DISBURSMENT

VIII. Contacts and Feedback Interested organizations should liaise with the respective sectors to ensure their proposed intervention is aligned to the Response Plan priorities and is properly coordinated with other stakeholders.

All correspondence should be copied to OCHA Humanitarian Financing Unit (HFU) ([email protected]). This email address is also available to receive feedback from stakeholders who believe they have been treated incorrectly or unfairly during any part of the HF process. OCHA will compile, review, address and –if necessary- raise the issues with the DRHC, who will then take a decision on necessary action.

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