Intended Breakfast Surprise To President Uhuru Kenyatta From Global DNA President Arch Dr Isaac Kinungi Proposing To Kenya A FEMA Type disaster preparedness authority


The global DNA President last night through the head of Public Service & President Chief of Staff, Dr. Joseph Kinyua sent a detailed program to President Uhuru Kenyatta outlining how a disaster preparedness authority can be established in Kenya.

The Diaspora will even offer logistics to the program if called upon while at the same time assist in the planning of the same.

The same organization announced that their CS Health who is also the leader of Kenyan nurses in the Diaspora (KENID) is willing to mobilize Diaspora nurses currently in Kenya if the Council of nurses in Kenya approves their participation.

This comes handy at a time the country and the entire world is undergoing through an epidemic that could have far reaching economic consequence and Diaspora Kenyans who are equally affected, can partner with the Government through DNA to assist.

“The vision of DNA is in line with such disasters” ..we pivot on the orbit of peace and progress” said the global President of the Diaspora group that mirrors the National Assembly.

DNA have established seven Assemblies already located in USA, Canada and UK and soon hope to embrace all Kenyans in the Diaspora worldwide to join their noble movement.

“The proposed disaster management authority is a good idea and with the presence of our illustrious Global DNA ambassador to Kenya and DNA CS foreign affairs Hon. James Kairu, it can be achieved in the shortest time possible”.…. added the ambitious DNA President who narrated to the writer something to the effect that anything he touches turns to gold.

DNA hopes that their gesture to offer help will not be ignored and the Government will without delay, consider starting an effective disaster management authority which is as Martin Luther King put it “the fiercest urgency of now”

Jean Kamau Phd

Senior New Editor

Kenyan Parents In USA

Tel 4049668550


H.E.  President Uhuru Muigai Kenyatta

President of Kenya and Commander in Chief of the Armed Forces

THRO’ Dr.  Joseph Kinyua

Head of Public Service & President’s Chief of Staff,



Dear Sir,

We hereby first wish to thank you for your great and wise leadership of our country Kenya and more so, your recent kind gesture of magnitude that you have shown to the people of Kenya in connection to your total commitment in trying to contain the epidemic of COVID-19.

We are a non-profit organization called Diaspora National Assembly (DNA) that mirrors the Kenya National Assembly and whose sole aim is to unite the Kenyan Diaspora worldwide.

We do it through online charts and so far we have established 7 assemblies worldwide with five in USA one in Canada, and the other in United Kingdom.

The Assemblies members are greatly concerned by the current situation in the entire world and expressed a willingness to mobilize the Diaspora communities worldwide to support the less fortunate in Kenya who are hardest hit by this epidemic.

Great support can also come from our members who are in the medical field and currently there are over 30 nurses, and 10 doctors from Diaspora already in Kenya, some on holidays, while others have permanently relocated but have no jobs.

If our assistance is required we can organize with our Global DNA ambassador Mr. James Kairu to facilitate our offers through him.

Our assembly is taking the issue of involving Diaspora in the development of our country and Diaspora National Assembly(DNA) is in full gear trying to unite the fragmented Diaspora and structuring  council of elders in every State, Canada, Europe, Germany and Australia.

We anticipate your Government to create a full Diaspora Ministry soon and DNA is more than willing to partner with the Government in line with Diaspora policy 2030.

We have also hereby attached a proposal for a disaster preparedness outline strategy that can be of great help to our country and the same can be later expounded to a disaster policy document.

We do hope that the epidemic will be contained soon so that Kenyans can continue building the economy of our great country Kenya.

We fail because we do not try.

Yours Faithfully,

Architect Dr. Isaac Kinungi


Diaspora National Assembly

The Disaster Threat –

Disaster Management Proposal by Diaspora National Assembly (DNA)

To Kenya Government.




In order for any Government to function effectively and be prepared to protect its citizens at all times, proper mechanism to deal with threats brought about by natural or man-made disasters must be put in place.

A disaster management Authority to cope with disasters is a top priority and the same should be a fully Government funded body with personnel and a team of workers on standby, ready at all times.

When an epidemic strikes, there should not be any lapse in time and the management team or a full Ministry of Disaster will act fast before the same spreads.

Disaster awareness includes preventive or deterrent measures to be taken incase of an impending threat of a natural disaster, man-made, disaster, terrorism or epidemic. The Government management body should at all times prepare all in society how to respond and to deal with the impending impact of a disaster. Quick response actions must be provided to support and maintain life, improve health and give confidence to the affected people. There must be prompt interventions and action taken during or immediately after a disaster.

The Government of Kenya should put in place units and funds for disaster preparedness so that there is no lapse when a disaster strikes. Kenya at the moment has no adequate or no team in place with a proper disaster management plan to alleviate natural disasters or epidemic.

When there are no proper management team in place, disasters are more likely to occur and thereafter cause untold suffering among vulnerable communities that are usually the losers. Therefore, there is an urgent need to have a disaster management team at all times.

Targeted Ministries To Offer Support

1. Ministry of Interior and Co-ordination of National Government

2. Ministry of Defense

3. The National Treasury and Planning

4. Ministry of Foreign Affairs

5. Ministry of Industry, Trade & Co-operatives

6. Ministry of Health

7. Ministry of Agriculture, Livestock, Fisheries and Irrigation

8. Ministry of Transport, Infrastructure, Housing, Urban Development and Public Works

9. Ministry of Devolution and the ASALS

10. Ministry of Information, Communication and Technology (ICT)

11. Ministry of Sports, Culture and Heritage

12. Ministry of Education

13. Ministry of East African Community (EAC) and Regional Development

14. Ministry of Labour and Social Protection

15. Ministry of Tourism and Wildlife

16. Ministry of Environment and Forestry

17. Ministry of Water and Sanitation

18. Ministry of Lands and Physical Planning

19. Ministry of Energy

20. Ministry of Petroleum and Mining

21. Ministry of Public Service, Youth and Gender

Disasters In General

• general effects of disaster,

• characteristics of various types of disaster,

• general countermeasures, and

•special problem areas for disaster management.

It is important for disaster managers to analyze the effects of disasters in relation to their own local circumstances. Through such analysis, it is possible to define, in advance, many of the requirements which apply to the disaster management cycle. This is especially valuable for anticipating action needed for response and recovery.

Types of Disaster

• Epidemic like COVID-19

• Earthquake,

• Volcanic eruption,

• Tsunami,

• Flood,

• Landslide,

• Bushfire (or wildfire),

• Drought,

• Major accident, and

• Civil unrest and Terrorism

The General Effects of Disaster

Generally, typical effects of disasters may be:

• Loss of life,

• Injury,

• Damage to and destruction of property,

• Damage to and destruction of subsistence and cash crops,

• Disruption of production,

• Disruption of lifestyle,

• Loss of livelihood,

• Disruption to essential services,

• Damage to national infrastructure and disruption to governmental systems,

• National economic loss, and

Sociological and psychological after effects.

1. Earthquake


• Usually no warning. However, following a major earthquake, secondary shocks may warn of a further earthquake.

• Speed of onset usually sudden.

• Earthquake-prone areas are generally well identified and well-known.

• Major effects arise mainly from land movement, fracture, or slippage; specifically, they include damage (usually very severe) to structures and systems and considerable casualties due to lack of warning.

General countermeasures

• Developing possible warning indicators,

• Land-use regulations,

• Building regulations,

• Relocating communities, and

• Public awareness and education programs.

. Special problem areas for disaster management

• Severe and extensive damage, creating the need for urgent countermeasures, especially search and rescue, and medical assistance;

• Difficulty of access and movement;

• Widespread loss of or damage to infrastructure, essential services, and life-support systems;

• Recovery requirements (e.g., restoration and rebuilding) may be very extensive and costly; and

• Rarity of occurrence in some areas may cause problems for economies of countermeasures and public awareness.

2. Volcanic Eruption


• Volcanoes which are likely to constitute a disaster threat are internationally well documented and, in many cases, monitored for possible activity. Usually, therefore, major eruptions can be predicted.

• Volcanic blast can destroy structures and environmental surrounds, and also cause fires, possibly including forest fires.

• Land surface cracking, resulting from volcanic explosion, may affect buildings and other structures.

• Lava flow can bury buildings and crops. It may also cause fires and render land unusable.

• Ash, in its airborne form, can affect aircraft by ingestion into engines.

• Ground deposit of ash may destroy crops and also affect land use and water supplies.

• Ash may also cause respiratory problems.

• Mud flows may arise from associated heavy rain.

 General countermeasures

• Land-use regulations,

• Lava control systems,

• Developing a monitoring and warning system,

• Evacuation plans and arrangements,

• Relocating the population, and

• Public awareness and education programs.

.Special problems areas for disaster management

• Access during eruption.

• Timely and accurate evacuation decision(s).

• Public apathy, especially if there is a history of false alarms or small eruptions. Thus, it may be difficult to maintain public awareness and also to implement evacuation plans.

• Control of incoming sightseers when evacuation programs are being implemented.

3. Tsunami (Seismic Sea Wave)


• The velocity of the wave depends on the depth of water where the seismic disturbance occurs. Initial wave velocity may be as high as 900 kilometer per hour (kph) (560 miles per hour [mph]), slowing to approximately 50 kph (31 mph) as the wave strikes land.

• Warning time depends on the distance from the point of wave origin.

• Speed of onset varies (see above).

• Impact on a shoreline can be preceded by a marked recession of normal water level prior to the arrival of a wave. This can result in a massive outgoing tide, followed by the incoming tsunami wave. People may be trapped when they investigate the phenomenon of the outgoing tide and then be struck by the incoming wave.

• The tsunami wave can be very destructive; wave heights of 30 meters have been known.

• Impact can cause flooding; saltwater contamination of crops, soil, and water supplies; and destruction of or damage to buildings, structures, and shoreline vegetation.

. General countermeasures

• Optimum arrangements for receipt and dissemination of warning;

• Evacuating threatened communities from sea level/low-level areas to high ground, if sufficient warning is available;

• Land-use regulations (but these are likely to be difficult to implement if the tsunami risk is perceived as rare); and

• Public awareness and education programs.

.Special problem areas for disaster management

• Timely dissemination of warning because of the possible short period between receipt of warning and the arrival of the tsunami wave;

• Effective evacuation time-scale;

• Search and rescue; and

• Recovery problem may be extensive and costly because of severe destruction and damage.

4. Tropical Cyclone (Typhoon, Hurricane)

(Not common in the tropics but with the current climatic changes anything is possible)


• Usually long warning, derived from systematic international meteorological observation (including remote sensing);

• Speed of onset gradual;

• Tends to conform to seasonal pattern;

• Major effects arise mainly from destructive force winds, storm surge (producing inundation), and flooding from intense rainfall. Landslides may follow flooding and heavy rainfall; and

• Destruction and/or severe damage to buildings and other structures,

roads, essential services, crops, and the environment generally. Major loss of life and livestock may occur.

 General countermeasures

• Effective warning arrangements;

• Precautionary measures during warning period (e.g., boarding up buildings, closing public facilities);

• Moving people to safe shelters;

• General readiness and cleanup measures prior to an expected cyclone season (especially to reduce the risk of flying objects);

• Building regulations, and

• Public education and awareness.

 Special problem areas for disaster management

• Assessing effects and needs may be difficult, especially due to bad weather following the impact of main disaster and to problems of access and movement caused by high damage levels;

• Widespread destruction or loss of counter-disaster resources (e.g., transport, emergency food and medical supplies, shelter materials);

• Difficulty of access and movement in carrying out urgent relief operations, especially emergency feeding, shelter and medical assistance programs;

• Search and rescue;

• Widespread destruction/disruption of essential services;

• Evacuating; and

• Rehabilitating agriculture, especially tree crops.

5. Flood


• Long, short, or no warning, depending on the type of flood (e.g., flooding within parts of a major river system may develop over a number of days or even weeks, whereas flashfloods may give no usable warning);

• Speed of onset may be gradual or sudden;

• There may be seasonal patterns to flooding; and

• Major effects arise mainly from inundation and erosion; specifically, they may include isolation of communities or areas, and involve the need for large-scale evacuation.

General countermeasures

• Flood control (e.g., by walls, gates, dams, dikes, and levees);

• Land-use regulations;

• Building regulations;

• Forecasting, monitoring, and warning system(s);

• Relocating population;

• Planning and arranging evacuation;

• Emergency equipment, facilities, and materials such as special floodboats, sandbags, supplies of sand, and designated volunteers who will implement emergency measures; and

• Public awareness and education programs.

Special problem areas for disaster management

• Difficulties of access and movement;

• Rescue;

• Medical and health difficulties (e.g., arising from sanitation problems);

• Evacuating;

• Loss of relief supplies; and

• Large-scale relief may be required until next crop harvest.

6. Landslide


• Warning period may vary. Little or no warning may be available if the cause is an earthquake. However, some general warning may be assumed in the case of landslide arising from continuous heavy rain. Minor initial landslips may give warning that heavy landslides are to follow. Natural movement of land surface can be monitored, thus providing long warning of possibility of landslides.

• Speed of onset is mostly rapid.

• Damage to structures and systems can be severe (buildings may be buried or villages swept away).

• Rivers may be blocked, causing flooding.

• Crops may be affected. Sometimes areas of crop-producing land may be lost altogether (e.g., in the major slippage of surface soils from a mountainside).

• When landslides are combined with very heavy rain and flooding, the movement of debris (e.g., remains of buildings, uprooted trees) may cause high levels of damage and destruction.

 General countermeasures

• Land-use and building regulations;

• Monitoring systems, where applicable;

• Evacuating and/or relocating communities. Relocation has proved successful where crop-growing land areas have been lost; and

• Public awareness programs.

Special problem areas for disaster management

• Difficulties of access and movement in affected areas;

• Search and rescue;

• Risk of follow-up landslides may hamper response operations;

• Relocation, as distinct from temporary evacuation, may be resisted by indigenous communities;

• Rehabilitation and recovery may be complex and costly; and

• In severe cases, it may not be possible and/or cost-effective to rehabilitate the area for organized human settlement.

7. Bushfire (or Wildfire)


• Most bushfire-prone areas are well-known and well defined.

• Bushfire threat tends to be seasonal.

• Speed of onset may vary. It can be rapid under conditions of high temperatures and high wind, when major fire fronts advance very quickly. Also, fragments of fire from a main front may be carried forward by the wind, starting new fires further ahead. This is sometimes known as “spotting.”

• Effects can be very destructive, especially in loss of buildings, timber, and livestock (and human life if counter-disaster arrangements are inadequate).

• Recovery from effects on the environment may take several years.

• Evacuating communities may be difficult and dangerous in the face of a major fire front.

General countermeasures

• Accurate risk assessment;

• Effective monitoring and warning systems, including remote sensing to define “curing” or dryingout of vegetation;

• Fire prevention regulations;

• Seasonal mitigation measures (e.g., fuel reduction);

• Building regulations; and

• Public awareness and education programs, especially to ensure that individuals, families, and communities cooperate in applying measures for prevention and mitigation, and especially that they maintain adequate standards of preparedness during the highrisk season.

Special problem areas for disaster management

• Maintaining adequate community awareness and preparedness;

• The arsonist problem is difficult to counter;

• Establishing and maintaining adequate firefighting resources, especially if the threat is spasmodic;

• Establishing an adequate warning system, particularly the meaning of signals (e.g., sirens) and their interpretation by threatened communities;

• Timely dissemination of warning and, if applicable, decision to evacuate;

• Long-term recovery may be prolonged due to high levels of environmental damage and destruction; and

• Evacuation movements, either out of affected areas or to safe havens within such areas.

8. Drought


• Major areas liable to drought are usually well-known;

• Periods of drought can be prolonged;

• Area(s) affected may be very large;

• Long warning;

• Effects on agriculture, livestock, rural industry production, and human habitation may be severe. This may lead to prolonged food shortages or famine;

• Long-term effects can be in the form of severe economic loss, erosion which affects future habitation and production, and sometimes abandonment of large tracts of land;

• Man-made activities may aggravate the possibility and extent of the drought problem (e.g., overgrazing of agricultural land, destruction of forests or similar areas); and

• The inability and/or unwillingness of the population to move from drought-prone areas may exacerbate the problem.

 General countermeasures

• There are few, if any, quick and easy solutions to the drought problem; effective countermeasures tend to be mostly long term;

• The long-term resolution of drought problems usually rests with national governments and involves major policy decisions;

• Since these decisions involve human settlement, they are often sensitive and difficult ones;

• International cooperation and assistance usually play an important part in coping with major drought problems;

• Land management and special plans (e.g., for irrigation);

• Response to drought-caused emergencies usually includes providing food and water supply, medical and health assistance (including monitoring of sanitation and possibility of epidemic), and emergency accommodation (may be on an organized camp or similar basis); and

• Information programs, especially to assist aspects such as land management.

Special problem areas for disaster management

• Response requirements (e.g., feeding programs) may be extensive and prolonged, thus involving major commitment and expenditure of resources.

• Prolonged drought may undermine self-reliance of affected communities, thus making it difficult to withdraw disaster management assistance.

• Logistic requirements may exceed in-country capability, particularly if large inputs of outside (international) commodities are involved.

9. Epidemic (Pandemic)


• Disaster-related epidemic arises generally from the disrupted living conditions which follow disaster impact.

• Epidemic may arise from:

food sources;

water sources;

inadequate medical and health facilities/standards;

malnutrition; and

vector-borne sources (e.g., mosquitoes).

• Types of disease include:














skin diseases, and

food poisoning.

• Under post-impact conditions, when personnel and facilities may be limited, outbreaks may prove difficult to contain and control.

This may particularly apply if community health education is substandard.

• Warning (i.e., risk) is self-evident in most post-impact circumstances.

• Speed of onset is mostly rapid.

 General countermeasures

• An effective medical and health sub-plan within the overall local

or area counter-disaster plan. This medical and health plan needs

particularly to cover preparedness measures and the capability to

deal with post-disaster eventualities;

• Close post-disaster monitoring of medical and health aspects;

• Reinforcement of medical resources and supplies in anticipation of

epidemic outbreak; and

• Public awareness and education, both before and after disaster


Special problem areas for disaster management

• Loss of medical and health resources (e.g., clinics, medical supplies)

during disaster impact (e.g., by a cyclone) may inhibit response


• In-country shortage of special equipment (e.g., water purifying plant).

• Integrating outside (international) medical and health assistance with local systems; and

• Containing and controlling common diseases (e.g., enteritis and diarrhea) which can have a mass effect, especially if relevant medical and health resources are severely limited.

10. Major Accident


• Usually violent in nature (e.g., industrial or other explosion, aircraft crash, major fire, train collision);

• Can have limited or widespread effect (e.g., an aircraft crash may affect only those on board, whereas an explosion involving hazardous chemicals may affect a wide area of the population);

• Mostly limited or no warning, though there may be longer warning of effects of, say, chemical or oil spill; and

• Speed of onset usually rapid.

General countermeasures

• Good physical planning (e.g., the siting of potentially accident-prone buildings or complexes);

• Special building regulations, if applicable;

• Good in-house safety and management standards/procedures, including evacuation plans and periodic tests;

• Effective organizational emergency services (e.g., fire services and rescue teams) which are available to immediately respond prior to the arrival of public emergency services;

• Effective community or area disaster plans so that coordinated response can be achieved; and

• Training in handling the effects of specific hazards.

Special problem areas for disaster management

• Unexpected nature of accidents may pose problems of reaction and response time;

• Response problems may be severe, extensive, and difficult (e.g., rescue from a building collapse, or in circumstances where a chemical or radiation hazard exists, or where there are multiple casualties such as in a major rail accident); and

• Identifying victim may be difficult in some cases.

11. Civil Unrest


• Usually the responsibility of police, paramilitary, and armed forces. However, other emergency services such as fire services, medical authorities, and welfare agencies become involved;

• Violent and disruptive activities occur (e.g., bombing, armed clashes, mob demonstrations, and violence);

• Patterns of civil unrest are difficult to predict. Therefore, effective warning may also be difficult;

• In many civil unrest circumstances, especially terrorism, the instigators have the initiative, thus complicating the task of law enforcement authorities.

General countermeasures

• Firmly applying law and order regulations and requirements;

• Imposing special emergency measures and regulations (e.g., restricted movement, curfews, and security checks); and

• Positive information programs aimed at maintaining majority public support for government action against disruptive elements/factions.

Special problem areas for disaster management

• Overloading of resource organizations (e.g., medical authorities, welfare agencies, and essential services) because of demands of civil unrest incidents, in addition to normal commitments; and

• Difficulty of integrating “peacetime” resource organizations (noncombatant in nature) with “military type” operations which are necessary to deal with violent civil unrest.


a) To reduce the loss of life and property by protecting all Kenyans from all hazards, including natural disasters, acts of terrorism, Disease epidemics, and other man-made disasters.

 b) Supporting all Kenyans through wide-ranging emergency management system of awareness, safety, reaction, revitalization, support, and mitigation where applicable.

Strategic Plan Goals

1. The authority to be equipped and trained using highly integrated international standard approach that strengthens the Nation’s ability to address disasters, epidemics, emergencies, and terrorist acts.

2. To easily assist and Deliver to all areas by coordinate assistance programs if any involved in the exercise.

3. To constantly provide reliable information at the right time for all through print and electronic medias and keep all informed of progress.

4. The Government invests in people and people invest in Government to ensure that the mission is successful

5. Build public trust and confidence through performance and stewardship and constant public address by the head of state.


. Precise and well planned missions way ahead of time

• People focused, field-based, and results-oriented mission delivery

• Professionally achieved program with non segregated service delivery to all populations

• Proper management led by a focused leader, or a joint effort with full accountability at all levels

 • Highly trained Professionals comprising of well motivated workers who are well trained and able make individual decision and act accordingly.

• Working in unity in order to leverage capabilities and efficiency

• Able highly trained men and Women in each specific area and determined to achieve desired results


  1. Build confidence of preparedness for all emergencies at all times
  2. Conduct, promote, and communicate the identification and analysis of risk and capabilities as the basis for action.
  3. Reduce exposure to risk to natural disasters and man-made incidents or terrorist acts.
  4. Put in place a truly integrated and tested approach to cope with any disaster.
  5. Make sure that the Government have adequate plans and programs to effectively address all hazards to minimize loss of life and property.
  6. Professionalize the disaster management authority and the training that supports it.
  7. Strengthen the authority by organizing seminars and proper training for staff, exercises, and evaluation.
  8. Authority to maintain a high level of readiness to respond to disasters and emergencies.
  9. Improve the delivery of disaster assistance while minimizing opportunities for waste, fraud, and abuse.
  10. The Authority must lay the foundation to meet the immediate needs of disaster victims and begin community or individual recovery process.
  11. Authority to Collect and share information on disasters as they happen and give direction to the public that is not affected not to interfere with the rescue mission.
  12. Have in place disaster communications network that provides “real time” reliable information before if possible, during events and after.
  13. Hire, train, and retain only talented and effective workforce.
  14. Supply the information, support, and resources that the disaster team need to do an excellent job.
  15. Keep and track emergency team data to be used to train others incase the mission turns out successful.
  16. Government to make the disaster management authority into a respected and professional organization through strong leadership and actively engaging workers in building and strengthening public trust.
  17. Make the authority to develop good results-oriented entity that will be respected and trusted by all due to its many successful missions over time.
  18. Build a culture of respect not fear or impunity based so that the authority can gain the confidence of the community.
  19. The top management of the Authority to Develop, implement, and maintain proper internal management controls and training programs that only provide results-oriented management of operations while preventing waste, fraud, and abuse.


Kenya like all in the world are in a crisis and it would be appropriate for the Government to involve the Diaspora to assist in combating the current epidemic.

Diaspora has qualified personnel in health and in management and it’s time to recall willing Kenyan volunteers worldwide and assure them safety as they assist those affected by COVID-19.

3 This is the time for Kenya to call in Doctors and Nurses plus other healthcare workers from the Diaspora to work with their colleagues, as long as their safety is guaranteed. If Croatia is getting them from China after the success in Wuhan, Kenya should without delay prepare to do this before there is a real crisis which is almost inevitable.

Diaspora National assembly through our DNA CS health Hon Penninah Mungai is in a position to mobilize qualified health volunteers,(some who already in Kenya) to assist and also to offer logistics in other areas where Kenyans need assistance.

If the Government is in agreement the exercise can be coordinated by our able DNA Global Ambassador and DNA CS foreign affairs Hon James Kairu.

DNA emphasize having individuals who are conversant with project management. Knowledge in this area enables individuals to allocate scarce resources effectively, where & when needed (time phased budgeting). This undertaking would be continuous for any other unforeseen eventualities.

DNA is currently structuring a Diaspora Council of Elders and can offer more solutions to disasters if the Government can consider a full Diaspora Ministry.

We are the Diaspora Voice!

Architect Dr Isaac Kinungi

Global President

Diaspora National Assembly


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