Arab Future Cities Summit (Doha, 22APR2013 clean)

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Presentation made at the Arab Future Cities Summit in Doha. With more new cities being built in the region than any other in the world, a profound opportunity to start smarter.

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Arab Future Cities Summit (Doha, 22APR2013 clean)

  1. 1. © 2013 IBM CorporationSmarter Cities for Smarter GrowthWhen you get the chance, start smarterLynn Reyeslynncreyes@ae.ibm.com
  2. 2. © 2013 IBM Corporation2Three things. 123The Century of the CityIBM’s view of smarterSmarter by designTrends and opportunities forpurposeful development of newcities … and implications forgrowthBeyond infrastructure – people,services, systems, patterns …Ways to start smarter“The 19th century was acentury of empires… the 20thcentury was a century ofnation states … the 21stcentury will be a century ofcities.”Wellington WebbFormer Mayor, Denver
  3. 3. © 2013 IBM CorporationWhat’s going on?Profound changeContribution to Urban Growth (2010 to 2015)as % of <25% 20 50 >75%50% 20 07 50%90% 19 90 10%<25% 20 50 >75%50% 20 07 50%90% 19 90 10%World Population0.150.250.350.451978-1987 1988-1997 1998-2007 2008-2017(f) 2018-2027(f)Traditional Manufacturing Modern ManufacturingTraditional Services Modern ServicesAll sectorsContribution of talent to growth ineconomic value addedPercent, average annual rate3
  4. 4. © 2013 IBM CorporationWhat’s going on?All cities are competing more intensely for talent because all industrysectors in the modern economy are becoming more talent-intensiveRegulatoryframeworkWorkforceInfrastructureRealestateNaturaldisasterKnowledge &innovationTaxationIncentivesBusinesscostsLivingenvironmentEconomicDevelopment4
  5. 5. © 2013 IBM CorporationWhat’s going on?Increasing expectations …5Water,EnergyWalls,RoadsLifestyle,CultureJobs,EducationAccessSecurity ProsperityOpportunityLeaders set conditions for serendipity and deliver …People and their communities expect more …TimeProgress“Place”
  6. 6. © 2013 IBM CorporationWhat’s going on?Increasing expectations … new forms of collaboration6
  7. 7. © 2013 IBM CorporationThe choice is theirsThe city’s enabling environment is shaped by many factorsconsidered by talented people and knowledge intensive companiesBuilt and naturalenvironmentHealth and socialservices TransportEnergy + waterCareeropportunitiesKnowledge andinnovationSalaries+TaxationPublic safetyGovernmentservicesCultural / LivingenvironmentCity’s humancapital andinnovationenablingenvironment7
  8. 8. © 2013 IBM CorporationA virtuous circleA climate conducive to skills, creativity and knowledge-driven growthcan create differentiating and enduring new value and new capitalSource: IBM Global Center for Economics Development analysis, IBM Institute for Business Value8Competencies,knowledge andcreativityRetainRetainAttractAttractCreateCreateEnableEnableCompetencies,knowledge andcreativityRetainRetainAttractAttractCreateCreateEnableEnableEnergyand WaterMiddleEastesp
  9. 9. © 2013 IBM CorporationImperativeAssure future generations that investments return “100X” later onwhile surfacing net new opportunities to do so along the wayBrand ValueBrand ValueSocietal /City ValueSocietal /City ValueFinancial /Operational ValueFinancial /Operational ValueStrategic Value9
  10. 10. © 2013 IBM CorporationFinancialCapitalPhysicalCapitalHumanCapitalNaturalCapitalYet …The traditional nexus of economic growth is characterized by humancapital predominantly acting as a substitute to other types of capitalOld Nexus TechnologicalInnovationEconomicActivityandGrowth10
  11. 11. © 2013 IBM CorporationCritical to cities’ competitivenessThe new nexus implies that human capital and innovation are playinga rapidly increasing and direct role in driving economic growthCreativeInnovationFinancialCapitalPhysicalCapitalHumanCapitalNaturalCapitalOld Nexus TechnologicalInnovationCREATIVE NEW ANDAND TECH OPTIMIZEDINNOVATION CAPITALANDCREATIVE NEW ANDAND TECH OPTIMIZEDINNOVATION CAPITALANDNew NexusInformationcapitalBrand capital11We talked about human capital driving creative innovationand related jobs; now let’s move to technology …
  12. 12. © 2013 IBM CorporationMaster planning is a relatively new conceptEven with new cities, technology is often left out – yet every aspect ofa city has a related technology – existing cities know this only too wellWaterMunicipalities lose as muchas 20% of theirwater through leaks.A blackout in the Northeast ofthe US affected over 55million people.Transport EnergyA major traffic jam in Chinacaused gridlock for 60 milesand lasted ten days12
  13. 13. © 2013 IBM CorporationThe opportunityPurposeful city development with growing emphasis on I-C-TUrban Planning & DevelopmentPhasesAdding the I-C-T dimensionMaster PlanningDesignPhysical InfrastructureBuildingsUrban Systems and ServicesInstitutions IntegrationPopulation IntegrationLife Cycle Management13
  14. 14. © 2013 IBM CorporationThe opportunityWe all have the power to know“We will go beyond … to systems that enable humanity to reach itsgreatest potential for human creativity, innovation and ingenuity.”- IBM Global Technology Outlook 2010, Frontiers of IT14
  15. 15. © 2013 IBM CorporationSmart vs. smarterIBM has developed a technology reference architecture for startingsmarter, but there’s moreStarting SmarterTechnologyReferenceArchitectureMaster PlanningDesignPhysical InfrastructureBuildingsUrban Systems and ServicesInstitutions IntegrationPopulation IntegrationLife Cycle ManagementMaster PlanningDesignPhysical InfrastructureBuildingsUrban Systems and ServicesInstitutions IntegrationPopulation IntegrationLife Cycle ManagementUrban Planning andDevelopment PhasesSmarter CityICT Domains15•Consolidated analytical and information infrastructure•Consolidated telecommunications infrastructure•Consolidated mobility infrastructure• Consolidated commerce infrastructure•High performance computing centric capabilitiesCity operations, consolidated response, event mgmtTrans-portHealthCul-tureInd&EconCityAdminPubSafetySocialEdResourcesUtili-tiesOthers
  16. 16. © 2013 IBM CorporationSmart vs. smarterMany think about “smart” only in the context of the communicationstechnology infrastructurePhysical spaces and buildingsTransport and utilities networkInformation and communications technologyDesignMaster PlanningPhysical InfrastructureBuildingsUrban Systems and ServicesInstitutions IntegrationPopulation IntegrationLife Cycle ManagementUrban Planning andDevelopment Phases16
  17. 17. © 2013 IBM CorporationSmart vs. smarterBut, does connectivity and its enabling technologies really meansmarter?Water,EnergyWalls,RoadsLifestyle,CultureJobs,EducationAccessSecurity ProsperityOpportunityLeaders set conditions for serendipity and deliver …People and their communities expect more …TimeProgress“Place”17
  18. 18. © 2013 IBM CorporationSmart vs. smarterA city is – a living organism – a system of systems that transcendsmultiple lifetimesHealthyAccessibleEfficientLearningSustainableSafeA smarter city is…VibrantDistinctive18What do you want your city to be known for?Do you know what’s it’s known for today? How it’s experienced?
  19. 19. © 2013 IBM Corporation19HealthyAccessibleEfficientLearningSustainableA smarter city is…HealthcareCitizenparticipationRemoteconnectivityTransportationHousingMobileconnectivityCommunicationsPublic safetyPrivacyEnergyEducationInnovationCommerceInvestmentHow can you capitalize (or create) on new forms of collaborationbetween public and private actors of the city?VibrantCultureSmart vs. smarterA city is – a living organism – a system of systems that transcendsmultiple lifetimesNatural resourcesSafeDistinctive19
  20. 20. © 2013 IBM CorporationSmart vs. smarterTechnology advances are creating new solutions and new markets20
  21. 21. © 2013 IBM CorporationSmart vs. smarterHere’s where it gets really interestingRole of Information “See”, “Discover” Understand, learn Define Prioritize Make choices Act / catalyze / coordinate action Measure, evaluate Better manage Tell the storyRole of ICTs Low and high-level mediationwithin and among urban systems Sensing urban system activity Visualizing, analyzing, optimizing Transparency among people,government, commerce New forms of urban infrastructure 2-way interaction beyond portals21
  22. 22. © 2013 IBM CorporationCamera phones inexistence able todocument accidents,damage, and crimes1 billionRFID tagsembedded into ourworld and acrossentire ecosystems30 billionSmart vs. smarterWe can collect data from almost anything …Every day, 15 petabytes ofnew information are beinggenerated. This is 8X morethan the information in allU.S. libraries.15 petabytesDigital and physical infrastructures of the planet are converging22
  23. 23. © 2013 IBM CorporationSmart vs. smarter… and provide information to cities and communities ...https://www-304.ibm.com/connections/blogs/ibmireland/entry/innovative_new_data_sharing_network_to_create_commercial_opportunities123
  24. 24. © 2013 IBM CorporationCity RecyclingRiver QualityUrban Water LossBuilding C02Data from sensors and systemsUnderstandingInformationSmart vs. smarter… aggregate, visualise and draw insights from it …24
  25. 25. © 2013 IBM CorporationSmart vs. smarter… and reveal how city systems affect each other …25
  26. 26. © 2013 IBM CorporationSmart vs. smarterWe can tell people the impact of the choices they areabout to make …26StartTimeEndTimePurpose7:27 7:39 HBW8:35 8:47 NHBO9:30 9:55 NHBW10:56 11:15 NHBO11:23 11:31 NHBW12:22 12:33 NHBO12:53 13:09 HBW14:00 14:04 NHBO14:29 14:48 NHBW19:28 19:47 NHBO
  27. 27. © 2013 IBM CorporationSmart vs. smarter… appeal to their sense of place and community …27ResidentViewCityView
  28. 28. © 2013 IBM CorporationSmart vs. smarter… offer new ways to form markets28 © 2013 IBM Corporation
  29. 29. © 2013 IBM CorporationSmarter means different things to different peopleWhat are the common underlying themes of the Smarter City?In an increasingly instrumented, interconnectedand intelligent world, a smarter city is …… a city, district, metro area or urbanizing region …… with communities of people and organizations /businesses that interact …… using pervasive and integrated informationfrom ICT-enabled urban systems to …… address common issues for shared outcomesHow? Make optimal use ofinformation availabletoday to:• Better understand andcontrol city operations;• Optimize the use of limitedresources;• Balance social, commercialand environmental needs;• Measure (and spur)progress and outcomes.29
  30. 30. © 2013 IBM CorporationSo what?For Arab Future Cities, a profound opportunity to “future ready” yourcities in unique and differentiating ways and leadSmart metering inMalta helpscitizens pay onlyfor the energythey usePredictive analyticshelped slashRichmond’scrime rate by40%in one yearIn Taiwan,99%of smartertrains runon timeSmart cards helpedincrease capacityat SingaporeLand TransportAuthority, to over20M fare transactionsper dayAmsterdam Airport Schipholmoves 20million more bagsevery year with a smarterbaggage systemIn Delft,developing enhancedflood prediction andprotection systemsfor coastal areas andriver deltaslower costsin Reggio Emiliavia collaborativeeducation platformMiami-DadeCounty PublicSchools haveincreasedacademicachievementacross the board2xEndessa, Spain utilizes real-time monitoring & smart metersto reduce energyuse by 20%
  31. 31. © 2013 IBM CorporationNew cities have a unique opportunity to start smarterLet the information guide what your next moves should beIntegrating and using information within and acrossNew dataNew data--drivendrivenframe(sframe(s) of reference) of referenceProfessions thatplan, design, build,operate, manageand renew citiesProfessions thatplan, design, build,operate, manageand renew citiesDenizens in cities(and theircommunities)Denizens in cities(and theircommunities)Soft and hardinfrastructuresSoft and hardinfrastructures Apply lessons learned from / Avoid the mistakes of the past Take advantage of capabilities of the present Deliberately design for a sustainable, vibrant and vital future31
  32. 32. © 2013 IBM CorporationWhen you get the chance, start smarterLook beyond infrastructure to systems-in-context to frame solutions;there’s always temptation to start with operational solutionsLeadership and governance, networks andcommunity organizations, innovation forumsSoft infrastructureStarting SmarterTechnologyReferenceArchitectureHard infrastructures Physical spaces and buildingsTransport and utilities networkInformation and Communications Technology• Consolidated analytical and information infrastructure• Consolidated telecommunications infrastructure•Consolidated mobility infrastructure• Consolidated commerce infrastructure•High performance computing centric capabilitiesCity operations, consolidated response, event mgmtCity Systems(their competencies,capabilities, processes)Trans-portHealthCul-tureInd&EconCityAdminPubSafetySocialEdResourcesUtili-tiesOthersCity Systems(their competencies,capabilities, processes)Trans-portHealthCul-tureInd&EconCityAdminPubSafetySocialEdResourcesUtili-tiesOthers(Urban / City Systems)Ecosystem oforganizations(and their roles)PublicSectorThirdSectorCommunityOrgsPrivateSectorEcosystem oforganizations(and their roles)PublicSectorThirdSectorCommunityOrgsPrivateSectorPeople(and their roles)Citizens, Employees, Innovators, Visitors, Residents …People(and their roles)Citizens, Employees, Innovators, Visitors, Residents …HealthHealth WealthWealth OpportunityOpportunity SafetySafetyIndependenceIndependence ChoiceChoice SustainabilitySustainability OthersOthers ……Shared Outcomes32A system provides context© 2013 IBM Corporation
  33. 33. © 2013 IBM CorporationWhen you get the chance, start smarterIt is better to start with an overarching city ecosystem model and thenuse proven assets to address common solution areas …33IBM ApproachIBM Approach Overall DesignOverall DesignDirectControlExecuteMarketing & CustomerManage mentConsumer SegmentationCust omer Relationship StrategyMarketing Strategy& PlanningCust omer Behavior Model ingMarket & Competit or ResearchCustomer Satisf action Measurement &ManagementSegmentation ManagementClientellingCall Cent erCampaign ManagementCustomer ServiceLoyaltyCust omer CommunicationsMass Market ing & Advertisi ngTarget Market ingAf ter Sales ServicesCustomer Reposit oryProductsMerchandise St rategyMerchandise PlanningAssortment PlanningProduct Development (e. g. Private Label)B rand ManagementP ricingS trat egySourcing P lanningPrice / Promot ions ManagementInventory ManagementS uppl yTermsA dministrat ion & PricingProduct LifecycleManagement (P LM)AllocationsPO & Trade Funds ManagementPurchasing / SourcingDemand Forecast ingMaster Data ManagementStore and ChannelMulti-channel S trat egyStore & Channel StrategySt ore Design & LayoutChannel Design & LayoutSt ore & Channel Prof itabilitySt ore Operations ManagementTransact ion ManagementPlanogramReplenishmentServices DeliveryPrice ChangingTime & A ttendanceFloor Stocking, Back Room Task MgtLoss PreventionWorkforce ManagementP OS Execut ion / Cash Managem entMulti-channel Call CenterDistribution & WarehousingDistribution, Warehouse, Supply ChainSt rategyTransportation PlanningSupplier Relat ionship P lanning (Logistics)Supplier Perf ormance Managem entI n-bound Logist icsIntra-company & Out bound LogisticsTransportation / Fl eet ManagementWarehouse Managem entDistri bution Center Operat ionsYard ManagementRet urns& Reclamati onProduct Track& TraceTransportation / Fleet Operat ionsBus iness AdministrationCorporate St rategyFinancial Management & PlanningLOB PlanningLocat ionS trat egyAlliance ManagementB usiness Performance Report ingLegal & RegulatoryCom plianceReal Estate & Const ruct ion ManagementRisk Managem entStock Ledger HR Management (CareerDevelopment, Training, Recruiting)HR Administ ration / Payrol lCorporat e AuditCorporate A ccounting (GL AP,Treasury, et cSal es AuditI ndirect P rocurem entCredit OperationsPR & Invest or Rel at ionsIT S ystems& OperationsDirectControlExecuteMarketing & CustomerManage mentConsumer SegmentationCust omer Relationship StrategyMarketing Strategy& PlanningCust omer Behavior Model ingMarket & Competit or ResearchCustomer Satisf action Measurement &ManagementSegmentation ManagementClientellingCall Cent erCampaign ManagementCustomer ServiceLoyaltyCust omer CommunicationsMass Market ing & Advertisi ngTarget Market ingAf ter Sales ServicesCustomer Reposit oryProductsMerchandise St rategyMerchandise PlanningAssortment PlanningProduct Development (e. g. Private Label)B rand ManagementP ricingS trat egySourcing P lanningPrice / Promot ions ManagementInventory ManagementS uppl yTermsA dministrat ion & PricingProduct LifecycleManagement (P LM)AllocationsPO & Trade Funds ManagementPurchasing / SourcingDemand Forecast ingMaster Data ManagementStore and ChannelMulti-channel S trat egyStore & Channel StrategySt ore Design & LayoutChannel Design & LayoutSt ore & Channel Prof itabilitySt ore Operations ManagementTransact ion ManagementPlanogramReplenishmentServices DeliveryPrice ChangingTime & A ttendanceFloor Stocking, Back Room Task MgtLoss PreventionWorkforce ManagementP OS Execut ion / Cash Managem entMulti-channel Call CenterDistribution & WarehousingDistribution, Warehouse, Supply ChainSt rategyTransportation PlanningSupplier Relat ionship P lanning (Logistics)Supplier Perf ormance Managem entI n-bound Logist icsIntra-company & Out bound LogisticsTransportation / Fl eet ManagementWarehouse Managem entDistri bution Center Operat ionsYard ManagementRet urns& Reclamati onProduct Track& TraceTransportation / Fleet Operat ionsBus iness AdministrationCorporate St rategyFinancial Management & PlanningLOB PlanningLocat ionS trat egyAlliance ManagementB usiness Performance Report ingLegal & RegulatoryCom plianceReal Estate & Const ruct ion ManagementRisk Managem entStock Ledger HR Management (CareerDevelopment, Training, Recruiting)HR Administ ration / Payrol lCorporat e AuditCorporate A ccounting (GL AP,Treasury, et cSal es AuditI ndirect P rocurem entCredit OperationsPR & Invest or Rel at ionsIT S ystems& OperationsDirectControlExecuteMarketing & CustomerManage mentConsumer SegmentationCust omer Relationship StrategyMarketing Strategy& PlanningCust omer Behavior Model ingMarket & Competit or ResearchCustomer Satisf action Measurement &ManagementSegmentation ManagementClientellingCall Cent erCampaign ManagementCustomer ServiceLoyaltyCust omer CommunicationsMass Market ing & Advertisi ngTarget Market ingAf ter Sales ServicesCustomer Reposit oryProductsMerchandise St rategyMerchandise PlanningAssortment PlanningProduct Development (e. g. Private Label)B rand ManagementP ricingS trat egySourcing P lanningPrice / Promot ions ManagementInventory ManagementS uppl yTermsA dministrat ion & PricingProduct LifecycleManagement (P LM)AllocationsPO & Trade Funds ManagementPurchasing / SourcingDemand Forecast ingMaster Data ManagementStore and ChannelMulti-channel S trat egyStore & Channel StrategySt ore Design & LayoutChannel Design & LayoutSt ore & Channel Prof itabilitySt ore Operations ManagementTransact ion ManagementPlanogramReplenishmentServices DeliveryPrice ChangingTime & A ttendanceFloor Stocking, Back Room Task MgtLoss PreventionWorkforce ManagementP OS Execut ion / Cash Managem entMulti-channel Call CenterDistribution & WarehousingDistribution, Warehouse, Supply ChainSt rategyTransportation PlanningSupplier Relat ionship P lanning (Logistics)Supplier Perf ormance Managem entI n-bound Logist icsIntra-company & Out bound LogisticsTransportation / Fl eet ManagementWarehouse Managem entDistri bution Center Operat ionsYard ManagementRet urns& Reclamati onProduct Track& TraceTransportation / Fleet Operat ionsBus iness AdministrationCorporate St rategyFinancial Management & PlanningLOB PlanningLocat ionS trat egyAlliance ManagementB usiness Performance Report ingLegal & RegulatoryCom plianceReal Estate & Const ruct ion ManagementRisk Managem entStock Ledger HR Management (CareerDevelopment, Training, Recruiting)HR Administ ration / Payrol lCorporat e AuditCorporate A ccounting (GL AP,Treasury, et cSal es AuditI ndirect P rocurem entCredit OperationsPR & Invest or Rel at ionsIT S ystems& OperationsDirectControlExecuteMarketing & CustomerManage mentConsumer SegmentationCust omer Relationship StrategyMarketing Strategy& PlanningCust omer Behavior Model ingMarket & Competit or ResearchCustomer Satisf action Measurement &ManagementSegmentation ManagementClientellingCall Cent erCampaign ManagementCustomer ServiceLoyaltyCust omer CommunicationsMass Market ing & Advertisi ngTarget Market ingAf ter Sales ServicesCustomer Reposit oryProductsMerchandise St rategyMerchandise PlanningAssortment PlanningProduct Development (e. g. Private Label)B rand ManagementP ricingS trat egySourcing P lanningPrice / Promot ions ManagementInventory ManagementS uppl yTermsA dministrat ion & PricingProduct LifecycleManagement (P LM)AllocationsPO & Trade Funds ManagementPurchasing / SourcingDemand Forecast ingMaster Data ManagementStore and ChannelMulti-channel S trat egyStore & Channel StrategySt ore Design & LayoutChannel Design & LayoutSt ore & Channel Prof itabilitySt ore Operations ManagementTransact ion ManagementPlanogramReplenishmentServices DeliveryPrice ChangingTime & A ttendanceFloor Stocking, Back Room Task MgtLoss PreventionWorkforce ManagementP OS Execut ion / Cash Managem entMulti-channel Call CenterDistribution & WarehousingDistribution, Warehouse, Supply ChainSt rategyTransportation PlanningSupplier Relat ionship P lanning (Logistics)Supplier Perf ormance Managem entI n-bound Logist icsIntra-company & Out bound LogisticsTransportation / Fl eet ManagementWarehouse Managem entDistri bution Center Operat ionsYard ManagementRet urns& Reclamati onProduct Track& TraceTransportation / Fleet Operat ionsBus iness AdministrationCorporate St rategyFinancial Management & PlanningLOB PlanningLocat ionS trat egyAlliance ManagementB usiness Performance Report ingLegal & RegulatoryCom plianceReal Estate & Const ruct ion ManagementRisk Managem entStock Ledger HR Management (CareerDevelopment, Training, Recruiting)HR Administ ration / Payrol lCorporat e AuditCorporate A ccounting (GL AP,Treasury, et cSal es AuditI ndirect P rocurem entCredit OperationsPR & Invest or Rel at ionsIT S ystems& OperationsComponent Business ModelingActionable Business ArchitectureBusiness ModelsCity EcosystemTransportation Public Safety Water…Local Govt Core Systems• Water Mgmt• Citizen Health• Energy• Environment• Urban planning• Social Services• Education• Culture and Recreation• Judicial and Justice• etc.Business of IT Finance Human CapitalPayment…Shared Services• Procurement• Asset Management• Tax Collection• etc.Operations Models IT Models Investment and InitiativesAligned with Business Scenarios and Key Performance Indicators
  34. 34. © 2013 IBM CorporationWhen you get the chance, start smarter… then chart a shared roadmap – a “living” path of progress – incollaboration with others34City Master Plan(physical, spatial, etc.)“Digital” Master Plan(informational, digital, temporal, technological, etc.)City Master Plan(physical, spatial, etc.)“Digital” Master Plan(informational, digital, temporal, technological, etc.)City Operational GovernanceCity Information “Backbone”City Operational GovernanceCity Information “Backbone”City Services & EnforcementEngagement & Interoperability “Platforms”City Services & EnforcementEngagement & Interoperability “Platforms”Continuous Improvement & AdaptationInnovation InfrastructureContinuous Improvement & AdaptationInnovation Infrastructure
  35. 35. © 2013 IBM CorporationKnow andunderstand whatyou have to offerand how itcompares withother cities1. Define your city’s ecosystem model and understand how it has performed2. Take stock of your city’s assets, unique strengths, weaknesses3. Understand “talent” needs and expectations … what’s importantSystems thinkingplus integrateddesign disciplineare essential4. Co‐define and decide how your smarter city will be experienced5. Identify city systems (+ smarter enablers + data) used in each experienceRemoving bar-riers is muchharder thanmaking sureunnecessaryones aren’t built6. Integrate into the city’s master plan, downstream design, roadmap, etc.7. Execute! Only when the change is visible, “brand” it35Lessons from the Smarter Cities journeys of others

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