Mission: Since 1944, Boys & Girls Clubs of Central Florida has helped inspire hope and opportunity in those who need it most - at-risk children in our local community. We provide safe places to learn and grow for nearly 13,000 children between the ages of 6 and 18 every year. At each of our 30 Clubs in Brevard, Orange, Osceola and Seminole counties, core youth development programs are offered to meet the diverse needs and interests of our members.

Boys & Girls Clubs of Central Florida is a 501(c)(3) organization, with an IRS ruling year of 1962, and donations are tax-deductible.

Is this your nonprofit? Access your Star Rating Portal to submit data and edit your profile.


Contact Information

  http://www.bgccf.org/

  101 East Colonial Drive
Orlando FL 32801 

  407-841-6855


 Important note on the timeliness of ratings

The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Financial and Accountability & Transparency score for Boys & Girls Clubs of Central Florida is outdated and the overall rating may not be representative of its current operations.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.

You are viewing this organization's new Charity Navigator profile page. To view the legacy version, click here.

Star Rating System by Charity Navigator


Charity Navigator evaluates a nonprofit organization’s financial health including measures of stability, efficiency and sustainability. We also track accountability and transparency policies to ensure the good governance and integrity of the organization.




Exceptional

This charity's score is 95.94, earning it a 4-Star rating. Donors can "Give with Confidence" to this charity. 

This score is calculated from two sub-scores:

This score represents Form 990 data from 2019, the latest year published by the IRS. 

View this organization’s historical ratings.


Back to Overall

Star Rated Report

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Program Expense

Program Expense Ratio

73.7%


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

Administrative Expenses

16.3%


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

Fundraising Expenses

9.9%


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

Liabilities to Assets Ratio

2.2%


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

Fundraising Efficiency

$0.07


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

Working Capital Ratio

2.64 years


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

Program Expense Growth

11.74%


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

Governance


Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.


Sources Include: IRS Form 990

Governance:
Independent Voting Board Members  ... (More)
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:

  • Full Credit: There has been no diversion of assets within the last two years.

  • Partial Credit: There has been a diversion of assets within the last two years and the charity has used Schedule O on the Form 990 to explain: the nature of the diversion, the amount of money or property involved and the corrective action taken to address the matter. In this situation, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: There has been a diversion of assets within the last two years and the charity's explanation on Schedule O is either non-existent or not sufficient. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
(Less)
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.

  • Full Credit: The charity's audited financials were prepared by an independent accountant with an audit oversight committee.

  • Partial Credit: The charity's audited financials were prepared by an independent accountant, but it did not have an audit oversight committee. In this case, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: The charity did not have its audited financials prepared by an independent accountant. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
(Less)
Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More)
Documents Board Meeting Minutes ... (More)
Distributes 990 to Board Before Filing ... (More)
Compensates Board ... (More)

Policies


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

Policies:
Conflict of Interest  ... (More)
Whistleblower ... (More)
Records Retention and Destruction ... (More)
CEO Compensation Process ... (More)
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:

  • Yes: This charity has a written donor privacy policy published on its website, which states unambiguously that (1) it will not share or sell a donor's personal information with anyone else, nor send donor mailings on behalf of other organizations or (2) it will only share or sell personal information once the donor has given the charity specific permission to do so.

  • Opt-out: The charity has a written privacy policy published on its website which enables donors to tell the charity to remove their names and contact information from lists the charity shares or sells. How a donor can have themselves removed from a list differs from one charity to the next, but any and all opt-out policies require donors to take specific action to protect their privacy.
  • No: This charity either does not have a written donor privacy policy in place to protect their contributors' personal information, or the existing policy does not meet our criteria.

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)

Transparency


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

Transparency:
CEO Salary Listed on 990 ... (More)
Board of Directors Listed on Website ... (More)
Key Staff Listed on Website ... (More)
Audited Financial Statements on Website ... (More)
Form 990 Available on Website ... (More)

Additional Information

Unscored

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Total Revenue and Expenses

Total Revenue and Expenses

This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.

Salary of Key Persons

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



Gary Cain, President, CEO

$250,076 (1.61% 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

Business Master File Data

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:

Combat juvenile delinquency (BMF activity code: 328)

YMCA, YWCA, YMCA, etc. (BMF activity code: 324)

Other youth organization or activities (BMF activity code: 349)


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)

Data Sources: IRS Forms 990

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 view this organization's Forms 990 on the IRS website (if any are available).

Pandemic Response

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. Charities may submit their own pandemic responses through their nonprofit portal.


Boys & Girls Clubs of Central Florida reported being impacted by COVID-19 in the following ways:
  • Program Delivery

  • Fundraising Capacity

  • Revenue

  • Staffing

  • Administrative Capacity

  • Grants Received

  • Grants Sent

  • Balance Sheet

  • Health/Well-being. Our brave frontline staff were serving children in our Club facilities when school was not in session. The risks that our staff took to continue serving youth who need us most is commendable and provided insight for our local school districts when youth did go back to school in August 2020.


How COVID-19 impacted the organization's operations financially:

Overall, we incurred new costs & had decreased revenue due to canceled fundraising events. Last year, across our 36 Club sites, we incurred approximately $800,000 in extra janitorial services & staff, increased hourly wages, cleaning supplies, hand sanitizer & personal protective equipment (PPE). As a result of changes in service delivery, our operational costs increased (staff to youth ratio & increased hourly wages). Our finance team estimated $860,000 in additional expenses (new “Club Cleaners” staff, cleaning supplies, PPE to name a few) while trying to make ground on $1,618,700 of lost revenue due to canceled fundraising events and unearned grant revenue (reimbursement based on attendance).


How COVID-19 impacted the organization's delivery of programs:

In our case, the pandemic caused us to change how we serve youth in our Club facilities. When the pandemic hit in spring 2020, we closed all of our Clubs and launched Cyber Clubhouse virtual programming. In order to reopen for in-person Summer Academy on June 1st cultivating the safest possible environment for children, we implemented operational changes based on CDC guidance. We reduced staff to youth ratio to 1:9 in keeping with group gatherings of 10 or fewer; we implemented new cleaning protocols, installed plexiglass dividers where necessary to enforce social distancing, purchased individual program supplies (no sharing) in order to avoid potential transmission. Due to the nature of contact sports, we did away with team sports like basketball & outdoor intramurals. While we continue to uphold a 50%-60% capacity but are well on a glidepath toward “normal” operations.


How this organization adapted to changing conditions caused by COVID-19:

BGCCF is fortunate to have a mission-passionate senior leadership team directing our organization. They met frequently, sometimes 2-3 times per week, to address the rapidly changing challenges and situations as they arose during the pandemic—holding youth safety as priority #1. We drafted and approved a plan of action for our Clubs, a comprehensive Pandemic Safety Plan, and upheld CDC recommended safety guidelines for staff, management and Club members, limited exposure & ensuring safety. All administrative staff worked from home with virtual meetings; the few in the office wore masks & social distanced. While Clubs were closed, through summer 2020, we launched numerous initiatives (Mission Relief Fund & Family Discretionary Fund) to support our families. Club Directors performed Family Wellness Check-ins (over 7,000 calls, distanced visits & food drop-offs; emergency assistance for rent, diapers, gas money; loaner laptops for youth to complete online learning with their schools).


Innovations the organization intends to continue permanently after the pandemic:

Serving youth in a pandemic forced us to lower our staff to Club member ratio to 1 to 9. That is about half of our normal ratio. Fewer children in our Clubs has allowed frontline staff to spend more quality time, which was a blessing because youth have endured myriad challenges and traumatic events during this time. Our Director of Program Impact has used this time to train staff in trauma-informed care and social-emotional learning & development (SEL) approaches. Increased quality time has allowed staff to one-on-one mentor, helping Club members work through personal & academic challenges. We have also sought & won grant dollars to support mental health services & tailored academic/literacy supports to help the low-income youth we serve overcome COVID-related learning loss & heal from these turbulent times. We will carry these efforts forward.


Historical Ratings

Date PublishedForm 990 FYEOverall ScoreOverall Rating
Rating Version: 2.1
11/1/20202019 95.94
9/3/20192018 93.83
8/1/20182017 91.65
12/22/20172016 88.66
11/1/20162015 90.94
6/1/20162014 96.13
Rating Version: 2.0
5/1/20152014 86.60
5/1/20152013 92.01
5/1/20142012 97.60
9/1/20132012 96.29

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.

9/1/20122011 84.64
5/1/20122011 79.30
9/20/20112010 79.83
Rating Version: 1.0
10/1/20102009 78.38
9/1/20092008 98.39
9/1/20082007 98.75
9/1/20072006 98.75
7/1/20062005 99.21
7/1/20052004 97.01
12/1/20042003 89.62

Previous: Finance & Accountability  / Next: Leadership & Adaptability

...   Impact & Results


This score estimates the actual impact a nonprofit has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.


Impact & Results Score

Not Currently Scored

Boys & Girls Clubs of Central Florida cannot currently be evaluated by our Encompass Rating 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 about Impact & Results.

Do you work at Boys & Girls Clubs of Central Florida? Join the waitlist for an updated Impact & Results score.


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Additional Information

Unscored

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Largest Programs

Largest Programs



Boys & Girls Clubs of Central Florida reported its three largest programs on its FY 2019 Form 990 as:


$1,623,554

Spent in most recent FY

14%

Percent of program expenses


21st Century Community Learning Center Grants


$1,487,366

Spent in most recent FY

12%

Percent of program expenses


After School Zone


$1,097,511

Spent in most recent FY

9%

Percent of program expenses


Meals Program


Previous: Impact & Results  / Next: Culture & Community

...   Leadership & Adaptability


This score 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.


Leadership & Adaptability Score

100

out of 100

The score earned by Boys & Girls Clubs of Central Florida is a passing score. This score has no effect on the organization's Star Rating.

Encompass Rating V4 provides an evaluation of the organization's Leadership & Adaptability through the nonprofit organization submitting a survey response directly to Charity Navigator.


Back to Overall

Leadership & Adaptability Report

100

of 100 points

Mission

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s mission


BGCCF's mission is to inspire and enable all young people, especially those from disadvantaged circumstances, to realize their full potential as productive, responsible and caring citizens. For 77 years, BGCCF has delivered life-enhancing programs to tens of thousands of Central Florida youth, providing a continuity of services from elementary through high school. We accept Club members ages 6-18, focusing on serving low-income youth in their own neighborhoods. Program emphasis is placed on five core areas: Character & Leadership Development; Education & Career Development; Health & Life Skills; The Arts; & Sports, Fitness & Recreation. Utilizing these program areas, we strive to reach the following priority outcomes: Academic Success (increased academic performance & school attendance), Good Character & Citizenship (increased character/leadership skills & community service) & Healthy Lifestyles (reduced risky behavior: delinquency, violence, drug/alcohol use).


Source: Nonprofit submitted responses

Vision

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.


Our vision is to provide a world-class Club Experience that assures success is within reach of every young person who enters our doors, with all members on track to graduate from high school with a plan for the future, demonstrating good character and citizenship, and living a healthy lifestyle.


Source: Nonprofit submitted responses

Strategic Goals

The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.


Goal One: We have identified growth/expansion as our number one priority due to the lowered capacity of our Club attendance due to COVID; we are on a glidepath toward being able to serve more youth daily.

Goal Type: Grow, expand, scale or increase access to the existing programs and services.


Goal Two: In the last few years we have tailored special programs to target identified needs in the youth populations we serve: Workforce Development, The Arts, Literacy & College/Career Readiness.

Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.


Goal Three: Our IT, Ops & Development departments need additional staff investment to keep pace with current & future organizational growth (4 new Clubs in 2021-22) & demands.

Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).


Source: Nonprofit submitted responses

Leadership Development

The nonprofit provides evidence of investment in leadership development


Describe an investment in leadership

Recently, we have invested dollars in agency-wide DEI & Racial Equity Initiative -- providing training for all staff. We send our staff to national conferences and are regularly invited to speak as well allowing best practices to be shared & brought back to implement. We have 9 certified National Trainers through the National Training Institute and leverage the resoures found at Spillett University for on-going trainings in character & leadership development, positive youth development, continous quality program improvement & more. We have a wide network of partners from local schools, law enforcement, partners agencies who provide specialized program activities for our youth, corporate/foundation supporters & volunteers across our six-county service area. Board of Directors and staff attend professional development & continuing education trainings at Edyth Bush Institute for Nonprofit Leadership at Rollins College and through other nonprofit resource centers.

Source: Nonprofit submitted responses

Mobilizing for Mission

The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.


This organization mobilizes for mission in the following ways:
  • Strategic Partnerships

  • Thought Leadership

  • Raising Awareness

  • Community Building

  • Policy Advocacy

What are this organization’s external mobilizaton efforts?

Our Clubs work within a wide network of partners & volunteers yearly. Clubs work closely with local feeder schools, administration & faculty. Our School-Club-Family Partnerships support youth academically & behaviorally making sure they are engaged & progressing in school. Individual donors, volunteers, local businesses, and corporations help increase the resources, expertise & funds which help us continually enhance our programming. Marketing: handles external public affairs & is responsible for public & donor-facing visibility & advocacy. Senior leadership: works with partner agencies to increase assets in our communities (law enforcement, local schools, partner nonprofits, government funders, corporate/foundation supporters & more). Development: implements a multi-tiered fundraising plan & multiple annual campaigns. Volunteer management welcomes thousands of supporters to increase expertise & resources (tutoring, college/career chats, on-site manual labor projects & more).

Source: Nonprofit submitted responses

Story of Adaptability

The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.


In order to survive financial challenges brought on by the pandemic, we took fiscally conservative action: applying for a PPP loan, reducing operational expenses & launching a mission-centric fundraising campaign to support family needs & raise essential dollars to keep Clubs open. To serve youth virtually, we launched “Cyber Clubhouse” & attracted grant funders to support outreach. BGCCF opened our Clubs far before any schools were in session, implementing CDC guidance on PPE, social distancing & adhering to cleaning & hygiene protocols to keep staff & youth safe. With the help of dedicated staff, volunteers & community partners, we raised more than $850,000, made 7,000 wellness check-ins, enlisted nearly 3,000 youth in community projects & served more than 100,000 meals. Our Family Discretionary Fund helped with basic needs such as paying utilities, providing laptops for low-income students who otherwise could not have participated in online learning & distributed 80 “Blessings Baskets” containing household cleaning supplies, paper goods & art supplies, books & games for children. Our Clubs are more than an afterschool space of socialization & fun. They are a second home. Just ask Samantha Stevens & her 3 daughters, Alicia, Aniya & Adrianna. When Samantha was told by her employer—a nursing home where she is a kitchen manager—that during the COVID crisis her girls would need to stay home in order to limit the family’s exposure, she figured it was time to find a new job. She couldn’t imagine her daughters not having the Club—especially during such a difficult, stressful time. They are particularly fond of Service Director Austin Long, who, worried that his seniors would feel robbed of important high school memories, staged a retro prom for the entire Club last summer. Thanks to staff like Austin, our Clubs have been a refuge, a place of stability, throughout the pandemic, instilling hope & helping them stay on track to a successful & bright future.

Source: Nonprofit submitted responses

Additional Information

Unscored

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Organization Leadership

Organization Leadership


Gary W. Cain

President & CEO

Vivek Desai

Chair

Previous: Leadership & Adaptability

...   Culture & Community


This score provides an assessment of the organization's culture and connectedness to the community it serves. Learn more about how and why we rate Culture & Community.


Culture & Community Score

Not Currently Scored

Boys & Girls Clubs of Central Florida is currently not eligible for a Culture & Community score because we have not received its Constituent Feedback or Diversity, Equity, & Inclusion data. Nonprofit organizations are encouraged to fill out the How We Listen and Equity Practices sections of their Candid profile.

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.


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Culture & Community Report

Unscored

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Constituent Feedback

Diversity, Equity, & Inclusion


This organization has not provided information regarding the diversity, equity and inclusion (DEI) practices it is presently implementing. As such, the organization has not earned a score on this metric. Charity Navigator believes nonprofit organizations implementing effective DEI policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.


Methodology


We are utilizing data collected by Candid to document and assess the DEI practices implemented by the organization. Nonprofit organizations are encouraged to fill out the Equity Strategies section of their Candid profiles to receive a rating.


Learn more about the methodology.

Constituent Feedback


Constituent Feedback and Listening Practice data are not available for this organization. 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.



Methodology


We've partnered with Candid to survey organizations about their feedback practices. Nonprofit organizations can fill out the How We Listen section of their Candid profile to receive a rating.


Learn more about the methodology.

Analysis and Research


Like the overall Encompass Rating System, the Culture & Community Beacon is designed to evolve as metrics are developed and ready for integration. Below you can find more information about the metrics we currently evaluate in this beacon and their relevance to nonprofit performance.


Constituent Feedback


Diversity, Equity, and Inclusion

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