About Bob Bob serves as President and CEO of GuideStar and serves on the boards of Vision TV, Grameen Foundation USA, and the AAFRC Trust for Philanthropy. More...
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Posted By Bob Ottenhoff on March 26th, 2012, in these categories: GuideStarPardon me if I get a little more personal than usual in this blog.
As some of you may have heard already, I’ve decided to step down as president and CEO of GuideStar at the end of this year, once my successor is in place. This coming September will mark my 10th anniversary at the helm of GuideStar.
 Bob Ottenhoff It has been an exciting journey – full of challenges, successes and occasional defeats – but ultimately very rewarding. I’m reminded of a quote from Jorn Utzon who was asked what it was like to design and build the Sydney Opera House: “It is like when you climb Everest. You get a glimpse of Everest, and then it disappears. For a long time, all you see are the rows of hills in your way, and you can’t imagine that you will ever get there. And then, suddenly, you see Everest again, sparkling in the sunshine.” For me I leave with the satisfaction that much has been accomplished over my tenure, but with the recognition that there are still many challenges – and huge opportunities – left undone.
Any success I have had has been possible because of those who preceded me at GuideStar and my colleagues I worked with over the last decade. It was the creative insight of Buzz Schmidt, the founder of GuideStar, who generated the initial spark and development. He was helped by board members, funders and staff who worked hard to make the vision of publically accessible data a reality. During my time at GuideStar I also benefitted from generous funders and an extraordinary staff that have helped to build GuideStar into a strong institution – bigger than any one person. Each generation at GuideStar has its own unique challenges, opportunities and accomplishments. I’m confident that the next generations of leaders at GuideStar will bring the organization to a new, even higher level of success and accomplishment
I’ve decided to leave now because I know that I am leaving GuideStar in good hands, with first-rate services, a superb senior team and a stellar staff. During this ten year journey together, we have performed with excellence. And we did much to meet our mission to “revolutionize philanthropy and nonprofit practice.” We successfully created a national model for nonprofit sustainability, generating sufficient earned revenues to cover our operating costs while still providing most of our services at no charge. We became the nation’s experts in collecting and managing nonprofit data. We developed new products and services that help turn data into information and knowledge and encourage transparency and charitable giving. Along the way we acquired two exciting nonprofit organizations, launched GuideStar Labs as a source of innovation for the entire nonprofit sector, and created the next generation of DonorEdge for community foundations. We did it and we did it well: our validation is that this year we’ll have nearly ten million users visiting our website.
GuideStar’s board of directors has established a search committee and hired a national search firm, SpencerStuart, to help them find the next president. For the remainder of the year, my goals are to make sure we have a smooth transition that keeps GuideStar strong. I will do all I can to make this the most successful year in our history. Although it’s never easy to leave a work in progress, GuideStar is in the best shape it has ever been in and I feel privileged and humbled to have worked with such an extraordinary group of people.
Peter Drucker wrote about the need for occasional personal re-positioning, a time in a career to look for new opportunities. I personally have been inspired by the New York Times reporter Bruce Weber who explained he was taking a cross country bike trip “because I felt my résumé for adventure wasn’t keeping pace with my age.”
Now it’s time for my next adventure.
Posted By Bob Ottenhoff on January 26th, 2012, in these categories: Charitable Giving | GuideStar Click here to see my video about the new and improved design of our nonprofit reports, with revitalized, comprehensive, and detailed information that focuses on impact and advances transparency to help people who research nonprofits make better, more educated, and more confident decisions. For an example of this new format, visit GuideStar’s own nonprofit report: http://www2.guidestar.org/organizations/54-1774039/guidestar-usa.aspx.
What do you all think about our new format? I look forward to your feedback.
Posted By Bob Ottenhoff on December 9th, 2011, in these categories: GuideStar‘Tis the season to give to your favorite charity, and as a nonprofit ourselves we also look for support at this time of year. Please find my video blog on YouTube:  http://youtu.be/qJzd6rL5zh0.
We appreciate your support. To make a donation, please visit: http://bit.ly/phKkVq.
This is our first video blog, so please let us know what you think in the comments!
From all of us here at GuideStar, thank you for all that you do for the nonprofit sector. Happy Holidays!
Posted By Bob Ottenhoff on November 1st, 2011, in these categories: GuideStar | Nonprofit PracticeI recently spoke in Chicago before the Feeding America annual conference. Feeding America is the nation’s leading domestic  hunger-relief charity, with more than 200 member food banks serving all 50 states, the District of Columbia and Puerto Rico. Joining me to talk about the importance of transparency and accountability in our demanding world were Art Taylor from the BBB Wise Giving Alliance and Ken Berger of Charity Navigator. The local member food bank staffers were attentive and truly concerned about providing the appropriate data to meet donor expectations. By the way, unlike many nonprofit organizations, the food banks unanimously told me that their fundraising is up so far this year. That’s good to hear.
The event gave me an opportunity to learn more about my hosts. According to Janet Gibbs, Feeding America’s Chief Financial Officer, will deliver more than 3 billion pounds of food and groceries this year. The national organization sets quality standards and acts as an interconnection system for donations of food and money. The actual delivery of food to hungry Americans occurs through the local food bank, or partner food bank agencies, like soup kitchen and pantries, which are all separate organizations with local boards and staffs. The relationship between many nonprofit national headquarters and the local affiliates are frequently a point of tension. A well known national brand dependent on local delivery often leads to uneven quality of services. Feeding America has dealt with this by trying to clearly identify where both the national and local organizations add value. Here is a chart from their website:
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Securing Food
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| Local Role: Secure food from local manufacturers, retailers, farmers and government sources. |
National Role: Secure food from large corporate manufacturers and retailers through nationwide initiatives and facilitate the acquisition of government-supplied
food. |
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Raising Funds
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| Local Role: Acquire funding from local corporate, foundation and individual donors, and utilize those funds efficiently to maximize service to people in need. |
National Role: Acquire funding from corporate, foundation and individual donors, and provide those funds as seed money to spur local innovation. |
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Distributing Food
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| Local Role: Distribute food received from Feeding America and local sources to people in need, via a local system of agencies. |
National Role: Through a robust logistics system, distribute food donations received nationally to the food banks that need them the most. |
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Sharing Best Practices
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| Local Role: Share wisdom with other network members and uphold the highest standards for food safety, fiscal responsibility and efficiency. |
National Role: Inspire members to implement proven programs and uphold the highest standards for food safety, fiscal responsibility and efficiency. |
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Advocating and Inspiring
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| Local Role: Create a local movement and a sense of compassionate urgency, encouraging better government programs and inspiring individuals to take action. |
National Role: Create a national movement and a sense of compassionate urgency, encouraging better government programs and inspiring individuals to take action. |
The fact that anyone in the United States one of the richest country’s ever to exist on this planet, should lack access to food is a national disgrace. It’s something that personally troubles me greatly. Yet, according to Feeding America, one of out every six Americans is considered food insecure, meaning they live at risk of hunger. Only about 10 percent of Feeding America’s clients are homeless and over a third have at least one working adult in their household. According to USDA, 17 million children live in “food insecure” households.
As a society, we should be doing better. Americans can help end hunger by donating, advocating and volunteering. To find out more about Feeding America, visit www.feedingamerica.org. For more about nonprofits working on nutrition and health, visit our Take Action page, which comes equipped with expert reviews from Philanthropedia: http://takeaction.guidestar.org/Causes.aspx?cause=Childhood%20Nutrition%20Health%20%28U.S.%29.
Posted By Bob Ottenhoff on October 27th, 2011, in these categories: Economy | GuideStarIt took a trip to New York this week and an episode of The Daily Show with Jon Stewart for my opinions on the Occupy Wall Street movement to begin to gel.
Daily Show reporter John Oliver did a hilarious report from the frontlines of Zuccotti Park but with a very powerful message:
we may feel uncomfortable about what the demonstrators are doing and how they look, but they’re at least taking some action – ineffective as it may be.
What about the rest of us who may feel unhappy about today’s economic situation or some of the policies that got us here? What are we doing about it? In Oliver’s video, his group of so-called normal people, after complaining a little bit, went off to watch television and feed the kids. In other words, business as usual.
My purpose for being in New York was to join with several colleagues to help set up a new foundation. Ironically, we had to walk past Zuccotti Park several times and so we had a good chance to observe the whole scene. Our group is determined to have this new foundation be one that is committed from the beginning to harnessing the power of our entire portfolio for social good – not just the five percent part. No matter how much we give away in grants, we’ll need the help of financial institutions to invest our portfolio wisely and see it grow.
Vince Stehle, a regular columnist for The Chronicle of Philanthropy and vice president for programs at the Democracy Fund, reminds us, “America’s foundations have an enormous stake in the safe and equitable operation of the broader economy. Perhaps they should use their influence as investors to demand that financial institutions operate transparently and with high ethical principles. Foundations—society’s institutional investors in the public interest—have an unusual opportunity. They can make their demands heard on Wall Street. But unlike the protesters, they can do it in the board rooms of the big banks. They don’t have to stand out on the street in New York’s Zuccotti Park.”
Brad Smith, president of the Foundation Center, makes another point of reminding us how important wealthy individuals are to the revenues of nonprofit organizations.: “No matter how you slice it, philanthropy is driven by asset-based wealth; indeed, large organized philanthropy of the foundation variety is fueled by the top 1 percent of the population that holds 23.5 percent of national income.”
New York Times columnist Nicholas Kristof called the demonstrations a “primal scream” in a recent column. That’s not a bad description: chaotic, unfocused, goofy at times, but energized. David Ignatius, associate editor of The Washington Post wrote
that it is part of a “global spring” of discontent against elites across the world and a delayed reaction to the financial crisis. I like those descriptions better than The Wall Street Journal’s Daniel Henninger: “the park’s people have settled into a barely moving mass of down market grunge ‘occupying”’ a marijuana oasis.” At its core, people are asking some fundamental questions: what kind of society do we want the United States to be? How do we give people the freedom and incentives to grow wealth, build a strong and resilient economy, create new jobs and do it in a way that benefits the greater good?
And what are we going to do about it?
Posted By Bob Ottenhoff on October 20th, 2011, in these categories: GuideStar | Human Resources | Nonprofit PracticeI was recently the keynote speaker at the Nonprofit Human Resources Conference at the Gaylord Conference Center.
Due to the recession, the job of the nonprofit human resources director is tougher than ever. Today’s financial environment is causing anxiety and uncertainty. This is a time for lots of communication about the state of the organization, particularly revenue issues and prospects for the future. There is considerable talk about transparency to the outside world and to stakeholders, but transparency within an organization is just as important and is often overlooked.
In my talk I urged the human resources directors to embrace adaptability—something I’ve come to believe is one of the keys to effective leadership. When revenues are crashing and the future is gloomy, this is not the time to stubbornly hold on to the ways things have always been done. In fact, it can be a liberating experience to start saying “no more” and to start exploring brand new approaches.
In most nonprofit organizations, personnel costs are roughly 50 percent or more of total expenses. That’s a lot of money. But we often don’t think about carefully nurturing our people resources the same way we do with managing financial resources or IT resources.
Last year at GuideStar we developed a Human Capital Strategy with the tremendous help of Sal Giambanco of the Omidyar Network.
We started by confirming our mission, strategy and goals, and reviewing our desired impacts.
This led to a discussion of the organizational impact of our work and our business strategy. How were we going to accomplish what we said we wanted to do? What are our services? What is our business model?
And then finally, we reviewed what kind of talent we needed to attract, engage and retain in order to deliver on these mission and business promises. Here’s a graphical depiction:
 Image courtesy of Omidyar Network An organization’s business strategy is driven by numerous dynamic factors:
– external market factors that create demand and shape the competitive environment for products and services
– organizational factors include core competencies, products, structure and composition of the management team, the cultural and political environment within the organization
– people factors include leadership and management competencies, the ability of the organization to develop and retain
talent
An organization’s Human Capital strategy – that is, the people side of business design is centered on the selection, deployment, motivation, and management of people and is ultimately one of the most important key drivers of business success. Jim Collins terms this “do we have the right people on the bus?”
Remember this: almost any significant changes in market dynamics or business design will require changes
in a firm’s Human Capital strategy.
Finally, the HR function delivers a range of consulting and program administrative services based on the organization’s needs.
HR’s service delivery strategy must be:
– responsive to the organization’s business strategy
– explicitly aligned to support the implementation of the organization’s human capital strategy
– should be “owned” by the CEO or COO
What is your human capital strategy?
Posted By Bob Ottenhoff on October 10th, 2011, in these categories: GuideStar | Nonprofit Practice I went to the SOCAP conference in San Francisco this year and left feeling a little uneasy. While it’s exciting to think about new capital being generated for attacking social problems, most of the talk sounded as if using nonprofit vehicles as a way to attack long standing problems is no longer effective or what is needed.
First, some background. Here’s how SOCAP describes their work: “A new form of capitalism is arising that recognizes our ability to direct the power and efficiency of market systems toward social impact, leading to a more balanced set of ‘returns.’ SOCAP is a multi-platform organization dedicated to the flow of capital towards social good. Our event series connects leading global innovators – investors, foundations, institutions and social entrepreneurs – to build this market at the intersection of money and meaning.”
Much of the talk was about making lots of profits while working towards social good. This description from Forbes caught my eye: “Gordon Gekko could very well be intrigued. Given the battering Wall Street has had recently with downgrades, debt ceiling crises and drops in the Dow, even the crude capitalist might consider the benefits of
social capital markets. He might even consider spending the next several days at San Francisco’s Fort Mason Center where over a thousand will gather in an effort to move social capital markets into the mainstream. Organized by Kevin Doyle Jones, a former Forbes writer, SoCap as it has been dubbed, is the annual gathering of social entrepreneurs and investors eager to generate – as well as show – that doing good has bottom-lines: social and financial.”
I frequently heard the argument during the conference that today’s social problems are so big that they require efforts from both for-profit and nonprofit approaches. I wholeheartedly agree with that general approach, although it does make me wonder how this is actually going to work. For one, how would nonprofits and for-profit funders and organizations coordinate their work efficiently and effectively? The Omidyar Network is a great example of a funder who actually funds both: investing in for-profits and providing grants to nonprofits. But how many other examples can you think of? Most funders lack the expertise to invest in for-profits and the number using vehicles like program-related invesments (PRIs) is quite low.
The thought of having more money pouring in to help fight social problems is an attractive one. With government funding declining, and foundation and individual support lagging, many of us are exploring alternatives. But how much money is really available? In her recent blog about the new book Impact Investing by Bugg-Levine and Emerson, who were featured at SOCAP, Lucy Bernholz has this important observation:
Impact investors lead their movement with an emphasis on return, measurement, and accountability. They aim to bring the best of financial practice to bear on the toughest of shared social problems. So far, so good. But why, why, can’t they tell us how big they are? How much money is available for impact investing? How much of it is new money that otherwise would not have been available to produce social outcomes and how much of it is being directed from existing resources for social good? Without such a benchmark, with all its necessary caveats, it’s hard to know how much these tools and ideas matter. But the greatest promise of impact investing, in my mind, is its potential to draw in actual new money for social problem solving. If it does this, impact investing will be transformational. If billions of dollars that would not otherwise have been available for social value production are brought to bear on our shared social issues, that will matter. It would be the first financial innovation in a century, since the creation of the modern foundation, to attract game changing quantities of private resources to public problem solving.
To some, nonprofits funded by foundation and individual donations are passé – no longer relevant or an effective way to tackle serious social issues. There was at least one nonprofit I know at the conference actively exploring whether to change into a for-profit because they thought there were more possibilities for raising capital. Before we get too carried away with the next best thing, I’d like to have a more serious exploration in the foundation community about how we can get more capital to high-performing, sustainable – and seasoned – nonprofits before we conclude for-profit approaches are the better way to go.
Posted By Bob Ottenhoff on September 14th, 2011, in these categories: GuideStar | Nonprofit PracticeIn my last blog I considered the word “adaptability” and “resilience” and how they apply to running a high-performing nonprofit organization.
Today I want to share some of the things I learned from a book called Flip! By Peter Sheahan, who I got to know about at the
 Peter Sheahan, author of Flip! recent ASAE conference where I led a workshop with Eileen Johnson, Esq., Partner, Whiteford,
Taylor & Preston LLP, and George Constantine, Esq., partner, Venable LLP. Sheahan basic premise is that today’s world “requires new perspectives on strategy, operations, customers and staff. Most of all it requires a level of flexibility that has previously been considered a weakness in some organizations.”
Sheahan urges us to take an action orientation because “your best work does not happen when you are planning. Your best work happens when you are in the flow.”
It sounds a lot like Agile software development, doesn’t it? Remember plan/adapt/plan/adapt.
So, how do we make sure we’re not off on some wild goose chase?
Sheahan says it’s time “we let go of our obsession with detailed strategy” and instead have a broad view, or trajectory, that compels us forward. “It should be flexible enough to absorb changes in market conditions and completely new technologies and products. The key is to map out how you are going to get there only in the broadest strokes… Be flexible in your approach, prepared to unlearn and let go of what no longer supports your ability to move toward your vision, and learn new skills and behaviors quickly that will take you to your goal.”
This makes a lot of sense to me. It fits the “adaptability” concept we’ve been exploring these last few weeks. But using big picture thinking to set a trajectory still means we are heading in a certain direction.
And then there is this final thought from Sheahan: “allow the ambiguity that comes with it to excite you rather than scare you.” Good words to live by.
Posted By Bob Ottenhoff on September 9th, 2011, in these categories: Disaster Relief | GuideStar | Nonprofit Practice I’ve had some interesting reactions to my blog on the need for high-performing nonprofits to be capable of “adapting” and about our Agile approach to software development, where we learned to plan/adapt/plan/adapt rather than just focusing on making plans. (A special word of thanks to Lyssa Adkins, our Agile training coach; she has a great website: http://www.coachingagileteams.com/)
I found out that the word adapt makes some people uncomfortable because it sounds so ad hoc. It suggests blowing in the wind, and reacting to every tug and pull without having a solid sense of direction. It reminds readers of the familiar phrase: “If you don’t know where you’re going, any direction will work.”
In this blog and another to follow in a few days, I’m sharing some thoughts that helped me work through this tension.
The first insight came from an amazing documentary my wife and I were given the chance to view last week about an event that happened on 9/11. After the World Trade Towers fell, the Coast Guard put out an alert to all boaters to help rescue survivors. In the course of the next nine hours, nearly 500,000 people were evacuated from Manhattan by an armada of over 150 vessels, of all shapes and sizes. This was more people than were evacuated from Dunkirk in World War II in nine days. There are nice summaries of the documentary here and here.
The documentary was shown at a day-long film festival organized by the Center for National Policy, the Rockefeller Foundation and others here in Washington on September 7. In his introductory remarks the other night, the Center’s president, Dr. Stephen Flynn, said the retrospective will not only honor those that died, and the heroic work of those that responded, but the resilience of the survivors.
Flynn said the focus of the 9/11 retrospective will be to “strengthen national resilience by inspiring and guiding Americans to better withstand, recover from, and adapt to chronic risks and periodic catastrophes.” He pointed out that since 9/11, our nation has experienced Katrina, other destructive hurricanes, earthquakes and a financial meltdown, to name only a few challenges. It’s impossible, he said, to prevent occurrences like these from happening or even fully protecting ourselves from their consequences.
Resilience is an intriguing word to be used in the concept of 9/11. The dictionary defines resilience as “the power or ability to return to the original form after being bent or stretched.” It doesn’t mean simply enduring or succumbing – but taking determined steps to return to normal.
It’s an important concept for all of us aspiring to run high-performing organizations. Adapting suggests we need to constantly respond to the world around us and not get so fixed on a certain course of action. The word “resilience” reminds us that despite our best efforts, bad things will happen to us and our organizations, but it is within our power to respond affirmatively.
A quote from the Center for National Policy’s website prompted me to think about my ability to respond to adversity and feeling optimistic about our nation’s big challenges:
Americans have always bounced back better and stronger in the face of adversity. Our history – as a nation, a culture, a people – is filled with examples of our resilience. As such, we are the heirs to a powerful legacy of confidence and optimism about our ability to shape the future for the better. But, lately a torrent of new economic and security challenges appears to be sapping our “can-do” spirit. We must once again draw upon the democratic principles of open dialogue and collaboration, civic engagement and volunteerism, and a shared commitment to bond together in common cause to overcome adversity.
Posted By Bob Ottenhoff on September 8th, 2011, in these categories: Community Foundation | DonorEdge | GuideStarWhen I first heard the suggestion I was skeptical.
My oldest son, Patrick, interned this summer at eBay and PayPal – both headquartered in San Jose – and when he first proposed that I drive home with him cross country to Washington D.C., all I could think about was all those miserable five hour cross-country plane rides. Why would someone voluntarily subject themselves to a six-day trip? But as we began to talk about sharing geography and history, experiencing food adventures, and having the opportunity to visit GuideStar’s community foundation partners in cities across the country, I was reminded of Paul Theroux’s advice to focus on the journey and not the destination, and so off we went.
It turned out to be one of the best things I did all summer and I would highly recommend doing it – at least once – if you can. We live in a big, amazing, incredibly diverse country and you really can’t appreciate it until you experience it. A few things I learned:
First, community foundations are interesting, creative, distinctive, and intensely local. In the course of the week I visited three of them.
• The Oklahoma City Community Foundation is housed in an interesting building in an up-and-coming arts and creative neighborhood, not too far from the sobering Oklahoma City National Memorial & Museum.
 Their primary business focus is on managing thousands of nonprofit and donor endowments. For donors, they administer a variety of funds including scholarships, advised funds and endowments, as well as unrestricted funds established by donors. Having now become the “endowment hub” for their community, they are considering whether our DonorEdge platform can help them become the “information hub.”
• The Community Foundation of Greater Memphis houses and maintains more than 950 charitable funds and makes nearly 6,400 grants annually to 1,600 charitable organizations. They frequently convene members of their community to address major issues, and they are exploring whether DonorEdge can help them become the knowledge center as well.
Thanks to local resident and friend Leo Arnoult, who I’ve gotten to know through the Giving Institute, of which I was previously a board member, we made sure to visit the local legend Rendezvous for their exceptional “dry ribs.”
• The Community Foundation of Middle Tennessee has been an active member of our DonorEdge Learning Community for many years and is doing an amazing job collecting data from the nonprofits in their community and sharing this data with others. More than 25 foundations in the greater Nashville area now rely on this data for their nonprofit work, thereby leveraging the power of data sharing and greatly reducing the amount of work for nonprofits.
Thanks to a DonorEdge community learning conference a few years ago, I was introduced to the amazing music scene in downtown Nashville and couldn’t wait to get back.
My second lesson had me thinking about the future of philanthropy. Although the trip helped me appreciate the different cities and geography of America, it also made me realize at the same time how connected we are today and how the digital world is changing what we do and how we do it. Consider these:
• I read the New York Times, Wall Street Journal and Washington Post every day, but all on my iPad. I didn’t touch a newspaper the entire week.
• My son listened to music nearly non-stop, but never on radio. As a person who spent a good part of his career in radio, this saddened me since there is nothing like local radio for getting a flavor of a community, but truth be told, there wasn’t much good to listen to when I did squeeze in a few minutes of radio listening other than the news from National Public Radio.
• We relied entirely on RoadFood.com, Trip Advisor and Yelp for our food selections and we never went wrong. They were all great – and all very local. This is a prime example of how good information, from experts and consumers alike, can help us all make informed decisions – about anything.
 
• I used TripIt so my assistant no longer needed to cut and paste and photocopy information. My trusty computer and iPad gave me all the information I needed to keep on being productive.
• I did not use any cash the entire trip.
None of these observations are particularly surprising, I realize. You probably do the same thing every day too, and you didn’t need to take a big trip to learn that. What I find interesting, though, is how much the Internet has transformed our lives in every way but how little has changed in the world of philanthropy and charitable giving. The digital transformation has taken hold of every facet of life, and it’s absolutely integral to what we do at GuideStar and leads me to a variety of questions:
• What institutions that now dominate the nonprofit sector will be disintermediated the way radio, TV, music, publishing and news media have been as we find new ways to deliver services?
• What new intermediaries will take their place? (I believe intermediaries will still be necessary – just not the same ones.)
• How can GuideStar (with services like Philanthropedia and Great NonProfits) speed up the process of helping donors be more information- and data-driven? What will that mean for nonprofits? And will it send more money to high-performing organizations?
• What more should GuideStar – and our community foundation partners – do to slash the frightful duplication of effort in gathering and disseminating important data about nonprofit organizations?
• Can GuideStar succeed with our foundation partners in cutting down on time-wasting efforts in submitting multiple grant requests to grantmakers?
• As community foundations transform themselves into knowledge centers, how will they transform community organizations and civic life?
I think the information revolution is still coming to the nonprofit sector. We have only seen the beginning so far. I’m proud that GuideStar is at the heart of this transformation, and with the launch of our new strategic plan, I’m excited to see what’s next. Let’s enjoy the journey.
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