Reflections on productivity, employee satisfaction, and the skills gap in the administrative profession.

1. 2013
Janine Violini
Administrative Consultant
Trainer
Speaker
THE ADMINISTRATIVE
SUPPORT CRISIS
The devastating effects of undervaluing administrative support roles and the subsequent negative impact
on business.

2. January 1, 2013
THE ADMINISTRATIVE SUPPORT CRISIS
Table of Contents
Executive Summary __________________________________________________________ 1
What Crisis? _________________________________________________________________ 2
A Brief Look Back ____________________________________________________________ 2
What Changed? ______________________________________________________________ 2
Current Problems ____________________________________________________________ 3
Supply Versus Demand ___________________________________________________________ 3
Varying Qualifications ____________________________________________________________ 4
Qualified ________________________________________________________________________ 4
Underqualified ____________________________________________________________________ 5
Overqualified _____________________________________________________________________ 5
Elimination of Positions __________________________________________________________ 6
What Needs to Change _______________________________________________________ 8
Why Change is Necessary _____________________________________________________ 9
Short-term Solutions _________________________________________________________ 9
Long-term Solution __________________________________________________________ 10
The Author_________________________________________________________________ 12
Janine Violini ___________________________________________________________________ 12
References _________________________________________________________________ 12
Janine Violini

3. January 1, 2013
THE ADMINISTRATIVE SUPPORT CRISIS
Executive Summary
Many companies are gradually finding their way through the difficult transition toward collaborative
operations. After years of command structures where employees simply did what they were told, there
has been a realization that global competition demands the best ideas based on the input of many rather
than the ideas of a few.
For many companies, the shift is incomplete. Those struggling will find that one group has been
overlooked. Not surprisingly, this group of individuals has been discounted in many regards over the last
30 years, making the shift to engage them even more challenging. This group comprises the employees
that provide administrative support to the core business activities. Is it the employees in these roles that
are unwilling to engage or management that is unwilling to engage them? Either way, the negative effects
are more significant than most people realize.
There are managers in businesses of every size unwilling (knowingly or not) to demand, utilize, and value
these skilled workers. There are employees in support roles that do not take pride in their work, strive
for excellence, or understand the significance of their contribution. There are professional associations
who have been unsuccessful in determining the criteria required to negotiate recognized professional
status from industry. Government has been challenged to reclassify the ever-changing occupation(s) and
provide clarity to promote these careers. Post-secondary institutions battle to meet vastly different
industry needs, standardize skillsets, and keep pace with rapidly-changing technology. Attraction to
programs and the profession is low due to long-lasting stereotypes, uninformed high-school advisors,
and parents with their own negative personal experiences or a desire to have their children achieve
“more.” Every contributing factor must change.
When companies search for solutions to productivity issues, the topic of administrative support rarely
gets the attention it requires. Some reasons for this are:
 Multi-tasking and multiple reporting streams in support roles make productivity hard to measure.
 Vastly diverse responsibilities are difficult to standardize and measure.
 Poor performance by unqualified individuals in support roles is unidentified because others
compensate to ensure minimum requirements are met, which is even more difficult to measure.
 Salaries are typically at the low end of the scale making these concerns a low priority.
Avoiding the effect these roles have on the bottom line is causing significant damage to businesses and
white-collar productivity in Canada as a whole. This disregard is one of the main reasons these roles are
becoming more and more ineffective in business. The easy fix is often to terminate the person and/or
the position—the latter compounding the overall problem.
Better, immediate solutions are available, but they are still short-term. A long-term solution must inspire
the next generation of qualified individuals to seek a well-defined career path in business support that
may also evolve into other business career paths. Everyone in the office environment must expect, and
respect, that individuals in support roles have expertise (the best in the company) in software
competency and customer service. This expertise must be engaged to design and implement the best
solutions to meet the business needs of those they support. Support roles must attract both genders of
any age group. Continuous learning will be essential to maintain expertise and to earn the respect and
compensation they deserve. This redefinition of administrative support will help to establish a new
mindset that, when entrenched in industry, will authenticate the professional status of this career. These
changes will mitigate the damage being done to the bottom line. Be part of this solution.
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What Crisis?
This paper presents the opinion that the roles of administrative support personnel need to be redefined
to prevent the significant productivity losses currently affecting every size of company in all business
sectors. Short and long-term solutions are proposed to combat the issues caused by a general
misunderstanding of the career. This paper suggests how redefining and clarifying the career will address
the following specific problems:
 A misunderstanding of the capabilities of a qualified individual and how to fully utilize them.
 The labour supply is not meeting the demands of industry.
 In many cases, unqualified staff are hired in an attempt to meet the demands.
 In other cases, the elimination of support roles has caused the assumption of administrative
tasks to higher levels of management.
A Brief Look Back
Before computers were introduced into the workplace in the early 1980s, support roles were simpler
to define. Midsize to large corporations typically hired support staff as switchboard operators,
receptionists, junior to senior secretaries, and clerks. Few men were in any of these roles with the
exception of some clerk positions such as mail clerks. Most of the people in these positions were
trained on the job with no post-secondary education. Secretaries were the exception, requiring a
college diploma in Secretarial Arts. Such programs were common in most colleges in Canada.
The fact that the roles were consistent in virtually every organization meant that expectations were
consistently met. Management knew what skillset to expect from employees with diplomas and what
skillset would need to be taught to those without. Tasks and responsibilities were also consistent, for
example, common expectations of secretaries included taking dictation and typing. Employees knew
what was expected of them and exactly how to apply their skills to each task. Salary levels were
established and a hierarchy of job progress (career path) was defined. A young woman in high school
seeking a career as a secretary knew exactly what education she needed, where to get it, and what she
would expect to do in her future career. Consistency was even more pronounced with mostly one
gender employed in the field.
What Changed?
Along came computer technology and everything changed...or did it? Over the next 30 years, computers
and technology changed tasks, responsibilities, processes, procedures, means of communication,
skillsets, staffing structures, salaries and all else involved in office operations.
What did not change is the support role “boxes” that organizations kept trying to fill. For a while, there
was necessary restructuring to accommodate word processing equipment until the early 1990s when
computers were found on every desktop. Outside of that, there were gradual name changes for certain
positions, familiar examples being secretary to administrative assistant and senior secretary to executive
assistant.
The biggest transformation has taken place over the last fifteen years. It has been slow and inconsistent,
but change has happened.
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Those in support roles today require a combination of:
 Expert ability to apply computer skills that meet global, industry-standards with certifications
such as Microsoft Office Specialist.
 Customer service training to understand how to communicate effectively with every type of
internal or external customer.
 Basic knowledge in operations and management to enable effective collaboration on solutions
for today’s business challenges.
These three components are critical for productivity; weakness in any one compromises business.
Individuals educated, certified, and experienced at this level are in fact “business technologists” and
should be recognized professionally as such—similar to the professional recognition of engineering
technologists in the field of science and engineering. The transformation must continue until this is a
reality. Some companies, aware of the changes that have taken place, have attempted to better utilize
those in support roles, modify their titles, and improve compensation, but the restructuring has been
incomplete further contributing to the current problems.
Current Problems
The administrative “job” has never been recognized as a “profession”. In addition, negative stereotypes
of the “secretary” have miraculously outlived three decades of popular culture. A television series like
Madmen reminds us how far we have come. Unfortunately, students today enter college business
programs with the fear of being labeled a “secretary” or, the updated term, “assistant”. Some parents
are determined they do not want their adult children to have such jobs. There is belittlement amongst
peers for studying anything suggestive of administrative or business support. More damaging are people
in business constantly making derogatory comments about support staff, such as “That is admin work;
I’m not an admin.”
Much of this negativity stems from the fact that few people, including hiring managers, currently
understand what people in administrative support roles do throughout the day. Many do not appreciate
the degree of challenge and the skillset required to support management in today’s business world.
Juggling multiple tasks with conflicting priorities, communicating and collaborating effectively, and
applying high-level skills to today’s technology including computer hardware and software,
telecommunications, and reprographics equipment is hard to envision for anyone who has not been in
such a position.
To complicate the situation, support role positions have radically different responsibilities, titles, salaries,
and requirements for education and experience. These inconsistencies add to the misunderstanding, yet
flexibility to accommodate diversity is necessary. As stated earlier, administrative support applies to
every size of company in every business sector. This alone creates the need for diverse skillsets and
flexibility in position titles, responsibilities, and salaries. It is, therefore, a challenge to clearly define
something that must remain broad. However, the redefinition of administrative support is essential to
resolve the current problems.
Supply Versus Demand
In 2010, there were more than 100,000 people in Alberta employed in administrative support positions
using even the most conservative and traditional classifications. That number is expected to see average,
to above-average, growth through 2015 (Alberta Human Services, 2012). Some companies have
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completed their own statistical analyses indicating that many of the qualified individuals in their existing
workforce will be retiring within the next ten years, suggesting increasing demand until 2020 or beyond.
On the supply side, there are fewer concrete statistics, but many interesting observations may be
suggested. The negativity, misunderstandings, and inconsistencies described above have surely
contributed to reduced interest in support roles. It is more common to find individuals in support roles
who “ended up” there rather than who had “chosen” to be there. Lack of interest is one contributing
factor to the supply shortage.
Another possible contributing factor to the supply shortfall is the reduced and fragmented postsecondary education options for individuals interested in pursuing administrative careers. Where
previously every college had a Secretarial Arts program, there are now only a handful of colleges still
offering two-year programs—even though the required skillsets have significantly increased. One-year
certificate programs, on the other hand, are abundant. Some interpretations include:
 Entry-level positions now require a minimum skillset—basic communication and computer
knowledge—that is not provided through on-the-job training. For individuals who acquired
these skills in high school or other work experience, an entry-level position may be obtained
without the certificate.
 Candidates are unwilling to spend more than one year in training due to a lack of long-term
interest in the positions.
 High-level support positions now require more technical diplomas such as those found in
Information, Communications and Technology studies, which sacrifices the business components
and acumen.
 High-level support positions now require more critical thinking and problem solving skills as
found in candidates with university degrees, which sacrifices the critical expertise in computer
software application.
Any combination of these and other possible interpretations may be accurate. Nonetheless, the most
obvious observation is the absence of a technical diploma that delivers precisely what is required to
train candidates for the role of today’s business technologists. Program enrolment depends on attraction
to a specific career; therefore, until the career is clearly defined, institutions will be reluctant to design
and offer such a program. Without consistent programs that connect to industry, the supply of qualified
individuals will continue to be inadequate.
One final factor affecting supply comes from the gender stereotype. More and more men are seeking
support roles in business, but in Canada we still see a much higher percentage of women in these
positions. This suggests lower income levels overall, based on the male/female wage gap, compounding
the lack of respect—including self-respect—the positions garnish. Examples from recent statistical data
from the 2006 Canadian census (for the 2005 reporting year) indicate women held 90% of the jobs
classified as Clerical Occupations – General Office Skills and 98% of the jobs classified as Executive
Assistants. Women earned 3% and 53% less than men in these same classifications respectively (Statistics
Canada, 2011). More effort must be made to attract both genders, and increase and/or equalize income.
Varying Qualifications
Standardizing qualifications for a career with so many varied positions will be another major challenge.
For now, there is an urgent need to raise awareness around this problem.
Qualified
A possible profile for a qualified candidate has been introduced throughout this document beginning
with the skillset that includes an understanding of technology, customer service, and basic business
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acumen. Without standard programs available, a variety of degrees, diplomas, certificates, and or
experience must provide individuals with the appropriate education necessary to succeed. The qualified
profile includes continued education and training to maintain current industry-standard certifications
proving their competency with the technology they use. The candidate must possess enthusiastic
interest in the career and be customer-focused. They must have a clear understanding of how their
position impacts their manager’s goals, their company’s goals, and their industry or community.
Fortunately, there are many such individuals in today’s workforce who set this example. They bring
expertise, creative solutions, and collaboration equal to, if not surpassing, the contribution made by
those they support. These individuals are unquestionably professionals.
Identifying these individuals can be a challenge in itself when there are so many unqualified individuals
negatively affecting the reputation and workload of everyone. During the hiring process, it is almost
impossible to differentiate skillsets unless industry-standard certifications are presented. Otherwise
everyone will say, and generally believe, they have an expert level of computer skills. Staffing agencies
have a reputation of “filling seats” rather than “filling qualifications”, since they face the same challenges
as everyone else searching for qualified individuals. When unqualified individuals are hired, they fall in
one of two categories: underqualified and overqualified.
Underqualified
The underqualified candidate may possess any or all of these characteristics:
 Insufficient post-secondary education in computer training, customer service, or business
 Inability to collaborate
 Inability to interpret client needs and therefore fulfill requests
 Little or no pride in performance
 No desire to excel in the position
 Little or no understanding of the connection between their position and the company goals and
values, and productivity
 Candidate applied because there was no requirement for post-secondary education
Common complaints from underqualified individuals include feeling incompetent, disrespected (and
equally disrespectful), and overworked.
Overqualified
These people applied for the wrong jobs for the wrong reasons:
 Hiring manager requested a university degree (any degree) to ensure high-level critical thinking,
collaboration, and communication skills
 Applicant is unable to find work in their degree
Typically the person is looking to satisfy income requirements while waiting for the “right” job in their
field. They act entitled to quickly move into other roles indicating that the initial position was only a
stepping stone to other roles in the company, or elsewhere. This contributes significantly to high
turnover and lost productivity in support roles. While overqualified individuals meet the above
requirements in critical thinking, collaboration, and communication, they often lack the essential, expert
computer skills. Often, management underestimates this critical skillset by believing these skills can be
taught. While the skills can be taught, the overqualified individual rarely has the desire for added
training, and they do not see the need. Too often, overqualified individuals overestimate their own
skillset and underestimate the effect on productivity. They spend unnecessary time learning on the job
to a level that meets the minimum requirements of the task assigned, but without thought to quality and
audience.
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These individuals may also be underutilized because of the negative support-role stereotypes. Those
requiring the support may doubt the individual’s skills and be unwilling to give them challenging tasks
based on poor performance of predecessors in that position. Sometimes colleagues are unwilling to
collaborate based on the history of turnover in the position. They may have wasted effort in the past by
training or trying to build long-term working relationships with people that were in the support role for
only a short time. The commitment of anyone waiting for something better to come along is always in
doubt. Common complaints from overqualified individuals include boredom, and feeling unappreciated,
disrespected, and undercompensated.
When under or overqualified individuals end up in challenging support roles, they are frequently looking
for a way out. While in the position, these individuals are unable to perform tasks, perpetuating
stereotypes, affecting customer relationships, and causing losses in productivity. These devastating
effects have gradually become the norm. Shockingly, they are so common that they go unchallenged and
often unnoticed. The analogy of the frog remaining in boiling water until its ultimate demise is not an
overstatement. This is a massive problem considering the number of small businesses that fail due to the
absence of qualified administrative support and the number of medium to large businesses unable to
measure or manage the effect it has on their business.
Elimination of Positions
When unqualified (under or over) individuals are placed in challenging support roles, tasks may be
completed poorly and must be redone or they are not completed at all. More training is then required
or, as shown in Figure 1, one of the following “solutions” is implemented:
 The task is reassigned to a more qualified individual in another support role.
 The task is completed by the person requesting the support.
Either way, the unqualified individual ends up underworked or terminated. If there is significant turnover
in the position, sometimes the position is completely eliminated. The consequences of this downsizing
are often visibly beneficial in cost analyses leading management to believe it was a step towards
rightsizing. Unfortunately, the significant associated costs are invisible. Of the two solutions above, the
first implies that the task is being completed by a qualified individual at the appropriate pay-grade, but
often leads to excessive workload, conflicting priorities from various managers, and ultimately job
dissatisfaction resulting in turnover. The second solution has even more destructive results. First,
managers are not and should not be experts with the office tools (typically software) required to
perform the task. They may choose to take extra time to learn what they need to know, since the
outcome directly affects their work. Otherwise, they will do enough to produce only a satisfactory
result. Ironically, it often takes longer for managers (at higher salaries) to produce substandard work
than it takes for experts (at lower salaries) to produce the best result. Common complaints from
dissatisfied managers include spending an unreasonable amount of time and energy on administrative
tasks, feeling unsupported by the company, unable to fulfill their own responsibilities, and expressing the
need to “do it myself if I want it done right.”
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Unqualified individual
unable to perform task.
Person needing support
teaches what they know, which
may or may not be the best
solution since they are not the
expert at the task.
Person needing support
completes the task due to lack
of confidence in the unqualified
individual and the fear of having
to redo the work afterwards.
Someone in another support
role provides training based on
their own situation, which may
or may not be applicable.
Future repetitive training may
be required due to
demonstration of steps rather
than understanding of
application.
Someone in another support
role completes the task taking
them away from their own
responsibilities.
Task is performed by the
unqualified individual with no
buy-in or collaboration,
creating concern for quality.
Productivity loss.
Terminations and turnover.
Dissatisfied internal and
external customers.
FIGURE 1: OPERATIONAL E FFECT OF I NDIVIDUALS U NABLE TO PERFORM TASKS
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What Needs to Change
Exploring the three important, current problems helps identify what could and should be changed in the
future. Table 1 summarizes the current versus future desired states.
TABLE 1: SHIFT TO F UTURE S TATE
Current State
Job Market:
 A strong and growing demand
 Insufficient, qualified resources with proven
computer, customer service and business skills
to meet the demand
Career Scope:
 Inconsistent titles, responsibilities, and
requirements make it difficult to standardize
positions
 A tremendous variety of tasks demand a broad
skillset
 Positions in every size of business and every
business sector require some specialized
training for each
Dissatisfied employees in support roles feel one or
more of the following:
 Undervalued
 Disrespected
 Incompetent
 Underutilized
 Untrusted
 Overworked
 Undercompensated
Many people in support roles are not there by
choice, rather satisfying income needs while
waiting for a “better” opportunity.
Missed opportunities for many candidates who are
an ideal fit for the career, but are discouraged or
uninformed about it through high school and postsecondary training.
No standards for education or proof of skillset.
Small business owners and entrepreneurs have
little or no administrative support. In an attempt
to complete administrative work themselves, the
products or services they provide are neglected
often causing the business to fail.
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Future Desired State
A healthy job market where supply meets demand.
A clearly defined career that allows for flexibility in
positions and accommodates continuous change.
Satisfied employees in support roles feel valued,
respected, capable, well-utilized and adequately
compensated.
Individuals aware of and interested in support
roles pursue appropriate business and technology
education to excel in this career. Mentoring and
leadership foster continuous improvement
advancing the profession.
More post-secondary students, in the correct
program from the start, work towards a career
that they see as valuable. Path is identified for
continuous learning opportunities towards
advanced positions.
Common, similar high-level programs at colleges
producing quality candidates with global, industrystandard certifications as proof of skills.
Part-time experts more available through staffing
agencies to fill the gap. As experts, they can
analyze the needs and provide solutions in an
affordable amount of time with valuable results for
the owners.

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Current State
Medium and large businesses make visible
improvements to the bottom line by reducing
overhead of administrative staff. The negative
impact is possibly more severe, but less
identifiable, caused by higher level employees
performing without administrative support.
All business suffers from:
 Incomplete or ineffective completion of
administrative tasks, e.g. poor records
management results in lost or duplication of
information
 Poor internal and/or external customer
service
Multiple and scattered associations (professional
and intra-company) are unable to provide effective
networking for sharing best practices and
promoting the career.
Future Desired State
The right people doing the right jobs in the right
compensation structure. Solutions for business
challenges achieved through collaboration and
expertise.
Companies operating at a higher level of
productivity with quality, customer-focussed
administrative services delivered through internal
or outsourced specialist teams with advanced
skillsets.
Unified professional association that effectively
promotes and advances the profession to
members and industry.
Why Change is Necessary
Undoubtedly, businesses can continue to operate in the Current State outlined in Table 1 above with
the impact of one or some of the concerns noticed regularly. It is the cumulative effect of all concerns
that goes unnoticed and has a much larger negative impact on a business, and Canadian businesses as a
whole. As mentioned, these effects are difficult to measure and measuring them is difficult to justify.
Even without measure, many consequences of continuing in the Current State are obvious. The worst
case result of perpetuating these conditions is the continued need for both entry-level and high-level
support positions—inadequately filled by a combination of underqualified and overqualified staff. The
only choices for business owners will be to employ two unhappy, ineffective individuals in unproductive
positions for every actual technologist-level position, or for management to assume the administrative
responsibilities. Either of these options will have a severe, negative impact on operating budgets,
productivity, and employee satisfaction in every size of business.
Short-term Solutions
The following steps can be implemented with the help of internal or outsourced expertise.
Step 1 – Shift to a New Mindset: The first step is to find existing, qualified employees in current support
roles who want to learn and lead as they cultivate higher standards for computer skills, customer
service, and business knowledge. Simultaneously, management and internal customers must agree to
value support staff by engaging them to provide solutions for administrative procedures. This change will
occur through collaboration rather than command.
Step 2 – Structure Change: Existing structures for administrative support may need to be reworked to
maximize performance through the implementation of support teams and technology specialists.
Step 3 – Strategies for Improvement: administrative processes, more accurately described as procedures
or work instructions, need to be re-evaluated, refined, and reduced to minimize wasted effort. This step
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requires collaboration and creative solutions. Training gaps will be identified and standards for
performance will be determined.
If the expertise to execute these steps does not exist internally, companies must seek external
expertise. Many excellent consultants are available to provide staffing solutions for sourcing and
restructuring, process and change management, and administrative solutions. Experts must meet specific
business needs, and as important, must have an understanding of the overall administrative support
challenges identified in this paper. Specifically, they must be able to impart the value of administrative
support throughout the organization for results to occur.
Long-term Solution
To make a genuine shift to redefining this important and essential business profession, input is required
from many sources. Figure 2 suggests some possible input sources to initiate discussion, but it is, by no
means, conclusive or definitive.
At the risk of overdramatizing the situation, individuals, businesses, the country, and the global economy
are suffering because of the current administrative crisis. If anything documented in this report rings true
for you or your business, please participate in any of the following ways:
 Implement short-term solutions for your business.
 Become or encourage leaders striving for excellence in current support roles toward the future
state.
 Identify and mentor individuals suitable for the next generation of administrative support.
 Comments, perspective, or suggestions on the long-term solution are welcomed.
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Certifying Bodies:
Software Providers:
• Ensure global standards
prove skillsets that
meet industry needs
• Work with administrative
experts to ensure new
features and developments
are applied productively
Professional
Associations:
Advisors of Secondary
Students:
• Work with industry to
implement standards to
achieve recognized
professional status
• Stay ahead of trends through
forward-thinking analyses
• Identify students with
interest and apptitude in
software skills
• Promote the career to
appropriate candidates
Staffing Agencies:
Post-Secondary
Institutions:
• Raise standards and
ensure proper
placement
Government Agencies:
• Raise awareness and promote
the career to secondary
students and advisors
• Work with business to
facilitate use of qualified
individuals
• Determine the need for new
classification(s)
• Create challenging
programs that attract and
adequately train individuals
to meet the needs of
industry
Engaged
Individuals with
Strong Desire
and Skillset to
Serve Business
FIGURE 2: I NPUT REQUIRED TO REDEFINE ADMINISTRATIVE SUPPORT
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Business:
• Recognize, utilize, and
appropriately
compensate
professionals

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The Author
Janine Violini
With 20 years of experience in administrative support, seven years in engineering and technology, and
seven plus years teaching in the administrative field in post-secondary and corporate environments,
Janine brings a unique and passionate perspective to supporting business. Her desire to raise the
standards for excellence in the field of administrative support has been met with open arms and
resistance at every level, further fueling her passion into action. As an administrative consultant with a
focus on productivity, she serves small, medium, and large businesses as well as individuals.
Janine has first-hand experience collaborating with individuals and teams at every level from college
students to technical professionals to executives. She has worked in the following business sectors: oil
and gas, environment, engineering (energy and civil), financial planning, industrial chemicals,
communications, arts and entertainment, corporate training and post-secondary education. Her
administrative experience includes 14 years of supporting presidents and CEOs of companies with
employees numbering from 3 to 35,000. Her success in teaching comprises curriculum development,
textbook review, face-to-face and blended instruction with learners at every level from beginner to
world champion. She is a respected subject matter expert in office procedures, event management from
an administrative perspective, as well as Microsoft Word and other Office applications.
This diverse and well-rounded background enables Janine to appreciate individual needs in her approach
to initiating change that serves a broader perspective.
References
Alberta Human Services. (2012). Alberta Career and Industry Outlook. Edmonton: Government of Alberta,
Human Services.
Statistics Canada. (2011, 04 07). Employment Income Statistics (4) in Constant (2005) Dollars, Work Activity
in the Reference Year (3), Occupation - National Occupational Classification for Statistics 2006 (720A)
and Sex (3) for the Population 15 Years and Over With Employment Income of C. Retrieved from
www.statcan.gc.ca:
http://www12.statcan.gc.ca/census
recensement/2006/dp
pd/tbt/rp
eng.cfm?tabid=1&lang=e&apath=3&detail=0&dim=0&fl=a&free=0&gc=0&gk=0&grp=1&pid=9459
6&prid=0&ptype=88971,97154&s=0&showall=0&sub=0&temporal=2006&theme=81&vid=0&vna
mee=&vnamef=
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