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New York NY | IRS ruling year: 1973 | EIN: 51-0180665
Literacy Partners strengthens families through a two generation approach to education. With our free classes, community workshops, and educational media, low-income ... (More)
Literacy Partners strengthens families through a two generation approach to education. With our free classes, community workshops, and educational media, low-income and immigrant parents and caregivers develop literacy and language skills they need to succeed in today's world. Our research-based programs incorporate child development and parenting support to help parents and caregivers boost children's early reading, social emotional growth, and school readiness. Designed to arm every parent and caregiver with the necessary tools they need to create success for themselves and a better future for the children in their care, Literacy Partners' programs break the cycle of poverty, improve job prospects, and close the achievement gap for children before they even begin school. (Less)
Good
This charity's score is 84%, earning it a Three-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores: 85% Accountability & Finance, 10% Leadership & Adaptability, 5% Culture & Community. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
Date Published | Form 990 FYE | Overall Score | Overall Rating |
Rating Version: 2.1 | |||
12/1/2020 | 2019 | 80.82 | |
7/1/2019 | 2018 | 86.01 | |
8/1/2018 | 2017 | 87.70 | |
2/1/2018 | 2016 | 80.44 | |
10/1/2017 | 2016 | 80.24 | |
This organization received multiple star ratings within this fiscal year, due to an update to its Accountability and Transparency data and/or the receipt of an amended Form 990. | |||
6/1/2016 | 2015 | 82.23 | |
Rating Version: 2.0 | |||
11/1/2015 | 2014 | 75.29 | |
7/1/2014 | 2013 | 87.14 | |
6/1/2013 | 2012 | 88.75 | |
5/1/2012 | 2011 | 81.41 | |
9/20/2011 | 2010 | 76.00 | |
Rating Version: 1.0 | |||
7/1/2011 | 2010 | 61.22 | |
6/1/2010 | 2009 | 59.35 | |
5/1/2009 | 2008 | 74.76 | |
8/1/2008 | 2007 | 76.54 | |
5/1/2007 | 2006 | 71.02 | |
9/1/2006 | 2005 | 67.37 | |
4/1/2005 | 2004 | 76.03 | |
10/1/2004 | 2003 | 72.57 | |
11/1/2003 | 2002 | 79.51 | |
10/15/2002 | 2001 | 79.90 |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Literacy Partners is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
Literacy Partners has earned a 81% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2019, which is the most recent Form 990 currently available to us.
Learn more
Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.
Sources Include: IRS Form 990
Independent Voting Board Members ... (More) The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters. Our analysts check the Form 990 to determine if the independent Board members are a voting majority and also at least five in number. (Less) | |
No Material Diversion of Assets ... (More) A diversion of assets – any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:
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Audited Financials Prepared by Independent Accountant ... (More) Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.
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Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More) Making loans to related parties such as key officers, staff, or Board members, is not standard practice in the sector as it may divert the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems. This practice is discouraged by sector trade groups which point to the Sarbanes-Oxley Act when they call for charities to refrain from making loans to directors and executives. And the IRS is concerned enough with the practice that it requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Furthermore, some state laws go so far as to prohibit loans to board members and officers. And although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it is an indicator that the organization is not financially secure. (Less) | |
Documents Board Meeting Minutes ... (More) An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference. Charities are not required to make their Board meeting minutes available to the public. As such, we are not able to review and critique their minutes. For this performance metric, we are checking to see if the charity reports on its Form 990 that it does keep those minutes. In the future, we will also track and rate whether or not a charity keeps minutes for its committee meetings. (Less) | |
Distributes 990 to Board Before Filing ... (More) Providing copies of the Form to the governing body in advance of filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice. If the charity has not distributed its Form 990 to the board before filing, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
Does not Compensate Board Members ... (More) The IRS requires that any compensation paid to members of the charity's governing body be listed on the Form 990. Furthermore, all members of the governing body need to be listed whether or not they are compensated. It is not unusual for some members of the board to have compensation listed. The executive director of the organization frequently has a seat on the board, for instance, and is compensated for being a full time staff member. However, it is rare for a charity to compensate individuals only for serving on its Board of Directors. Although this sort of board compensation is not illegal, it is not considered a best practice. (Less) |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.
Sources Include: IRS Form 990 and organization's website
Conflict of Interest ... (More) Such a policy protects the organization, and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer or director of the organization. Charities are not required to share their conflict of interest policies with the public. Although we can not evaluate the substance of its policy, we can tell you if the charity has one in place based on the information it reports on its Form 990. If the charity does not have a Conflict of Interest policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
Whistleblower ... (More) This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report any financial mismanagement. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. (Less) | |
Records Retention and Destruction ... (More) Such a policy establishes guidelines for handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promotes data integrity. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. If the charity does not have a Records Retention and Destruction Policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
CEO Compensation Process ... (More) This process indicates that the organization has a documented policy that it follows year after year. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted which includes benchmarking against comparable organizations. We check to be sure that the charity has reported on its Form 990 its process for determining its CEO pay. (Less) | |
Donor Privacy ... (More) Donors can be reluctant to contribute to a charity when their name, address, or other basic information may become part of donor lists that are exchanged or sold, resulting in an influx of charitable solicitations from other organizations. Our analysts check the charity's website to see if the organization has a donor privacy policy in place and what it does and does not cover. Privacy policies are assigned to one of the following categories:
The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes. (Less) |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.
Sources Include: IRS Form 990 and organization's website
CEO Salary Listed on 990 ... (More) Charities are required to list their CEO's name and compensation on the Form 990. Our analysts check to be sure that the charities complied with the Form 990 instructions and included this information in their filing. (Less) | |
Board of Directors Listed on Website ... (More) Our analysts check to see if the charity lists Board members on its website. Publishing this information enables donors and other stakeholders to ascertain the make up of the charity's governing body. This enables stakeholders to report concerns to the Board. Charity Navigator does not cross-check the Board members listed on the website with that reported on the Form 990, because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's Board members may have changed, and the charity typically reflects those more recent changes on the website. (Less) | |
Key Staff Listed on Website ... (More) It is important for donors and other stakeholders to know who runs the organization day-to-day. Charity Navigator does not cross-check the leadership listed on the website with that reported on the Form 990 because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's leadership may have changed and the charity typically reflects those more recent changes on the website. In other words, since the Form 990 isn't especially timely, it can not be used to verify the leadership information published on the charity's site. (Less) | |
Audited Financial Statements Listed on Website ... (More) We check the charity's website to see if it has published its audited financial statements for the fiscal year represented by the most recently filed IRS Form 990. It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. We currently rate charities on whether or not they publish their audit on their website. (Less) | |
Form 990 Available on Website ... (More) We check the charity's website to see if it has published its most recently filed IRS Form 990 (a direct link to the charity's 990 on an external site is sufficient). It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. (Less) |
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).
Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.
Source: IRS Form 990
Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.
Source: IRS Form 990
The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.
Source: IRS Form 990
As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s).
This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Organizations that demonstrate consistent annual growth in program expenses are able to outpace inflation and thus sustain their programs year to year. These organizations also supply givers with greater confidence by maintaining broad public support for their programs. We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.
Source: IRS Form 990
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
Presented here are this organizations key compensated staff members as identified by our analysts. This compensation data includes salary, cash bonuses and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting
Anthony Tassi, Executive Director
$155,523 (6.07% of Total Expenses)
Current CEO and Board Chair can be found in the Leadership & Adaptability report below.
Source: IRS Form 990 (page 7), filing year 2020
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Activities:
Other school related activities (BMF activity code: 059)
Aid to the handicapped (see also 031) (BMF activity code: 160)
Foundation Status:
Organization which receives a substantial part of its support from a governmental unit or the general public 170(b)(1)(A)(vi) (BMF foundation code: 15)
Affiliation:
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Literacy Partners) or EIN (510180665) in the 'Search Term' field.
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.
Literacy Partners reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
Revenue
How COVID-19 impacted the organization's operations financially:
The COVID-19 pandemic led to a number of disruptions in our fundraising efforts. The first major change was the cancellation of our gala fundraising dinner in 2020 and 2021. In 2020, we received a bequest from a longtime benefactor that assures our financial viability during periods of economic downturn. In order to build our capacity to achieve long-term financial sustainability, we have invested a portion of these funds in our operating budget to significantly expand our fundraising capacity and our overall organizational capacity to compete for and win much larger private and public-sector grants and contracts.
How COVID-19 impacted the organization's delivery of programs:
In March 2020, we transitioned all of our courses to remote instruction. Our ESOL classes and Spanish-language workshops now meet online via Zoom and WhatsApp. During the pandemic, family health issues became a more serious concern: our healthcare referral partners noted that many of the parents of their pediatric patients were in dire need of literacy services. Furthermore, there is a strong association between limited English proficiency and other factors affecting health, including access to a regular healthcare provider. In Spring 2021, we began to more directly address the connections between health outcomes and literacy through our new Health Equity program. Our Health Equity work embeds health literacy modules into our existing English for Parents curriculum, runs a coordinated COVID-19 vaccine equity campaign, and connects parents to critical social services, including, but not limited to, food and healthcare assistance.
How this organization adapted to changing conditions caused by COVID-19:
During the first months of the pandemic, we shifted our student recruitment efforts away from community Head Start centers (which were physically closed) to healthcare providers. We now work closely with a number of large hospital networks, including NYU Langone and NYC Health + Hospitals, in order to refer students to our programs and help them to access much-needed healthcare.
Innovations the organization intends to continue permanently after the pandemic:
We plan to continue offering remote classes in the years ahead, as we have found that the transition to a digital platform has made our classes more accessible to a higher needs population: remote instruction allows our students to save money on transportation and eliminates the need for childcare. We have also been able to provide more tailored conversation practice using breakout rooms, while giving our students the option to join class on their phones without the need for specialized software. Our digital approach allowed us to reach a higher-need population. We increased adult enrollment by 85%, while more than doubling the number of children we reach.
Not Currently Scored
Literacy Partners cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
Learn More
Literacy Partners reported its three largest programs on its FY 2019 Form 990 as:
Spent in most recent FY
Percent of program expenses
HSE and Pre-HSE Classes
Spent in most recent FY
Percent of program expenses
Family Literacy Program
Spent in most recent FY
Percent of program expenses
Tutoring and English Conversation
Literacy Partners has earned a 100% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
100% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective.
Who are the people you serve with your mission? Describe briefly.
Our programs predominantly aim to support low-income parents and caregivers of young children. More than 90% of our students are immigrants, coming from 17 countries, including Mexico, China, and the Dominican Republic. We also think of parent-facing staff at every early childhood development program or CBO as part of our community. Our La Fuerza de Familias Latinas programming supports these essential workers in building their skills and insights, while strengthening their relationships with families in the process.
How is your organization collecting feedback from the people you serve?
SMS text surveys, Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Paper surveys
How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve
With whom does your organization share the feedback you got from the people you serve?
The people we serve, Our staff, Our board, Our funders, Our community partners
How has asking for feedback from the people you serve changed your relationship with them or shifted power - over decisions, resources, rules or in other ways - to them?
Asking for feedback is a critical part of our theory of change, which centers a strengths-based approach to families that recognizes families as the experts. In response to feedback, we have expanded our approach to include specific family-centered coaching practices, including developing a local resources guide, and training for staff and interns on how to center parent voices and build relationships.
What challenges does your organization face in collecting feedback from the people you serve?
It is difficult to get the people we serve to respond to requests for feedback, We don't have the right technology to collect and aggregate feedback efficiently, Staff find it hard to prioritize feedback collection and review due to lack of time
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
The creation of our newest program, La Fuerza de Familias Latinas, was created in direct response to feedback from the people we serve. We had been running English classes for immigrant parents of Head Start students for a number of years when one of the family service workers asked us to develop something less intensive for her Spanish-speaking parents. These parents were not signing up for our classes due to their work schedule, as well as intimidation by the academic structure of our core program. Today, La Fuerza serves hundreds of Spanish-speaking parents and caregivers via our 5-session workshop series. Our external evaluator, Dr Susan Neuman, called La Fuerza “uniquely effective” among programs for Spanish-speaking parents.
This organization has not provided information regarding the Equity Practices it is presently implementing. As such, the organization has not earned a score on this metric. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Literacy Partners has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
Learn more
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
The mission of Literacy Partners (LP) is to strengthen families through a two-generation approach to education. With our free classes, community workshops, and educational media, low-income and immigrant parents develop the literacy and language skills they need to succeed in today’s world.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
We envision a future in which every parent and caregiver has the tools to create success for themselves and a better future for the children in their care, breaking the cycle of poverty, improving job prospects, and closing the achievement gap before children even begin school.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Serve more than 3x the number of students: (2,400 up from 700 in 2021) with 80% success rate on all KPI
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Run 4 programs recognized as national models that other organizations can replicate with our support
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Three: Be a recognized thought leader at the intersection of social justice, racial equity and education
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
The nonprofit provides evidence of investment in leadership development
LP invests in leadership development through internal convenings (usually monthly) of all staff on topics and trainings related to our programs, and we provide financial support (tuition/paid leave time) for staff to undergo trainings that serve their professional development. Over the past 12-18 months, some of the areas of leadership development LP has supported (financially) have been: building a business model, mindfulness instruction, management skills, database training, website development, cultural competency, racial equity.
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
Policy Advocacy
Collective Impact includes Social Determinants of Health(SDOH), National Grade Level Reading Campaign, SDOH with Unite US and CFR, our own campaign to center parents as the most powerful influence in their child's education with Univision and Too Small To Fail; Advocacy includes NYCCAL and NYAACE; Conferences include World Education Et Tech case study, NYTimes Neediest Cases, National Center for Families Learning; Partnerships include Health Providers in NYC (H&H, BronxCare, Public Health Solutions, NYU Langone) and City First Readers; Thought Leadership includes World Education, Innovative Case Study for EFP, LFFL Conferences; Marketing includes events and campaigns that promote our work at the intersection of literacy and social justice utilizing social media like Facebook.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
As COVID-19 began to surge in New York, it was clear that things were going to change dramatically. We saw that our mission -- to support low-income parents of color to promote their children’s early learning and healthy development at home -- could be an essential service for families in need. However, we would need to completely rethink how we deliver the program and how our approach could meet their new pandemic-related needs. We immediately suspended 4 of our 7 education programs to focus on the 3 that we thought made sense and would add immediate value to families' lives in the era of social distance and remote learning, namely: 1. English for immigrant parents 2. College transition for young adult mothers 3. Family literacy for Spanish-speaking parents and childcare workers to help them promote children’s early learning at home and use online educational resources 4. Basic reading for adults (added in September 2020) We retooled our curriculum model to address parents’ immediate concerns now that they were unemployed and at home with their children, including child health concerns with a new health literacy curriculum. We redesigned our approach to teaching and learning to take advantage of the opportunities of remote learning and avoid the most obvious and serious pitfalls. We increased the number of volunteers 5-fold -- from 26 to 104 -- to provide students with more one-on-one and small-group attention and to help them with all manner of technical issues related to using online resources.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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