Community Foundation of Broward
910 East Las Olas Boulevard, Suite 200
Fort Lauderdale, Florida 33301
United States
Mission
To provide leadership on community solutions and foster philanthropy that connects people who care with causes that matter
Most Meaningful Change
Three years ago we completed a community-wide needs assessment through extensive research, interviews, information sessions and community conversations. A common issue of concern was education. At that time 25 U.S. school districts produced one-fifth of all U.S. dropouts. Broward was one of them. The foundation responded by giving voice to different sectors and building consensus. From that work, the School is Cool initiative was born with a target to increase high school graduation rates to 90% by focusing on middle school success. Poor attendance, behavior issues and low performance in reading and math in the middle school grades clearly predicts high school dropouts. Principals and nonprofit leaders have co-created new programs in nine public middle schools that feed into the lowest-performing high schools. The programs range from literacy learning labs and suspension prevention programs, to extended school day tutoring for failing students. The approach is also building community-wide engagement. This year, both the Children’s Services Council and Broward County Public Schools have incorporated School is Cool into their strategic plans, and the Broward Workshop has adopted it as its number one priority.
1984 Year Founded
11 Paid Staff (Full-Time Equivalent)
$136,600,986 Endowment Value
$8,199,844 Total Annual Grantmaking
Organization | Community Foundation of Broward |
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Address 1 | 910 East Las Olas Boulevard, Suite 200 |
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Address 2 | Did not answer |
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City / Town | Fort Lauderdale |
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State / Region | Florida |
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ZIP / Postal Code | 33301 |
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Country | United States |
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Continent | North America |
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Map Address (If Different) | Did not answer |
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Map City / Town (If Different) | Did not answer |
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Map State / Region (If Different) | Did not answer |
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Map Zip / Postal Code (If Different) | Did not answer |
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Map Country (If Different) | Did not answer |
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Phone | 954.761.9503 |
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Email | amilojica@cfbroward.org |
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Website | www.cfbroward.org |
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Organization Leader (Name, Title) | Linda Carter, President & CEO |
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Primary Contact’s Name | ALeksandar Milojica |
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Primary Contact’s Position | Marketing Manager |
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Year Founded | 1984 |
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Mission Statement | To provide leadership on community solutions and foster philanthropy that connects people who care with causes that matter |
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Organization Description | Community Foundation |
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Other Description | Did not answer |
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Approximate Size of the Population Serviced | 1,800,000 |
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Total Paid Staff (Full-Time Equivalents) | 11 |
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Total Unpaid Staff (Full-Time Equivalents) | Did not answer |
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Total Board Members | 20 |
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Organization’s Total Income in Last Fiscal Year | $26,039,420 |
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Organization’s Gifts Income in Last Fiscal Year | $6,904,683 |
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Organization’s Total Expenditures in Last Fiscal Year | $9,301,610 |
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Organization’s Grantmaking Budget in Last Fiscal Year | $8,199,844 |
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Does Organization Have an Endowment | Yes |
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Value of Endowment (or Financial Reserves) as of the End of Last Fiscal Year | $136,600,986 |
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Change in Financial Status Over Last Three Years | Significant improvement |
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Factors that Played a Role in the Origins of Your Organization |
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Community leadership | Played a centrally important role |
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Philanthropic gifts | Played a centrally important role |
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Grassroots activism | Played a centrally important role |
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Inadequate government services | No role |
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Changes in the political environment | No role |
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Changes in the economic environment | No role |
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Government initiative funding | Played an important role |
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Foundation initiative funding | Played a centrally important role |
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Bilateral or multilateral initiative funding | No role |
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Favorable legal or fiscal policies | No role |
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Time Spent Working in Following Areas |
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Neighborhood | Fair amount of time |
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Locally | Lots of time |
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Regionally | Very little time |
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Nationally | None |
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Internationally | None |
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Rate Importance of the Following Functions |
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Grantmaking | Centrally important |
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Having local people as leaders in the organization | Important but not central |
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Seeking local donations | Important but not central |
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Having a gender balance in the organization | Important but not central |
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Board reflective of community diversity | Centrally important |
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Building an endowment | Important but not central |
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Serving donor needs | Centrally important |
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Acting as a fiscal intermediary for the community | Centrally important |
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Building inclusion and trust in the community | Centrally important |
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Pursuing equity | Slightly important |
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Accountability to local people | Centrally important |
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Raising money for grantmaking annually | Important but not central |
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Community development | Centrally important |
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In the Last Year, Extent to Which Programming and/or Grantmaking Involved Work in the Following Areas |
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Arts and culture | Lot |
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Education | Lot |
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Environment | Little |
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Health | Lot |
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Human and social services | Lot |
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Human rights | Little |
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International relations | Not at all |
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Religion | Little |
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Economic development | Little |
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Conflict resolution/bridging different parts of the community | Lot |
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Information technology | Little |
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Strengthening local or regional government | Not at all |
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Housing | Fair amount |
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Children | Lot |
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Water | Not at all |
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Alternative energy | Little |
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Disaster relief | Fair amount |
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Advocacy with authorities | Not at all |
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Job training | Little |
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Nongrantmaking Services Offered to Community in Recent Years |
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Convening for issues of local concern | Often |
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Promote collaboration between grantees | Often |
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Promote understanding of public policy | Occasionally |
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Training/capacity-building for local organizations | Often |
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Advocacy | Never |
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Loaned staff | Never |
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Research | Occasionally |
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Community needs assessment | Often |
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Leadership development | Often |
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Internships | Rarely |
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Providing space for local organizations | Often |
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Access to information technology | Occasionally |
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Publishing/knowledge sharing | Often |
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Main Trends Over the Past Year in Geographic Area Served |
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Poverty | Getting worse |
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Crime | No change |
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Trust among different sections of the community | Getting better |
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Equitable distribution of resources and services | Getting better |
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Social position of marginalized groups | Getting better |
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Responsiveness of authorities | No change |
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Appropriateness of public policies | No change |
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Value of community assets | No change |
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Quality of the environment | No change |
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Number of people and organizations working to change and improve their community | Getting better |
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Levels of innovation and risk taking in addressing community problems | Getting much better |
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Networks and links between different parts of the community | Getting better |
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Gender equity | Getting better |
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Charitable giving through the community foundation | Getting much better |
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Number of people and organizations involved in philanthropic giving | Getting much better |
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Extent to Which Organization Can Claim Tangible and Measurable Achievements in the Past Three Years |
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Poverty | Work in the sphere but no measurable achievement |
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Crime | Work in the sphere but no measurable achievement |
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Trust among different sections of the community | A few small achievements |
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Equitable distribution of resources and services | Work in the sphere but no measurable achievement |
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Social position of marginalized groups | Work in the sphere but no measurable achievement |
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Responsiveness of authorities | Work in the sphere but no measurable achievement |
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Appropriateness of public policies | Work in the sphere but no measurable achievement |
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Value of community assets | Some important achievements |
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Quality of the environment | Work in the sphere but no measurable achievement |
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Number of people and organizations working to change and improve their community | Some important achievements |
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Levels of innovation and risk taking in addressing community problems | Some important achievements |
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Networks and links between different parts of the community | Some important achievements |
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Gender equity | Work in the sphere but no measurable achievement |
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Charitable giving through the community foundation | Much achievement |
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Number of people and organizations involved in philanthropic giving | Much achievement |
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Active Partnerships |
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Formal community associations and groups | Lot |
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Informal associations of citizens | Lot |
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Non-governmental organizations | Lot |
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Local government | Lot |
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National government | Little |
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Universities | Lot |
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Schools | Lot |
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Businesses | Lot |
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Other Institutions Helpful to Our Work |
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National association of grantmakers | Very helpful |
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Regional association of grantmakers | Very helpful |
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Global Fund for Community Foundations | N/A |
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Particular foundation | Very helpful |
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Other organization | Very helpful |
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Involvement of Local People |
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Regularly survey local people about our programs | Yes |
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Local people are engaged in the delivery of our work | Yes |
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Local people control what our organization does | Yes |
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Have local people represented on our board | Yes |
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Have regular sessions where local people advise us what our programs should do | Yes |
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Actively engage local people as volunteers | Yes |
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All of our board is composed of local people | Yes |
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Account to local people about our successes and failures each year | Yes |
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Assistance in Overcoming Main Difficulties Faced in Developing Organization Further |
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Increased funding | Important |
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Better legal or fiscal environment | Important |
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More volunteers | Neither important nor unimportant |
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Access to advice or technical assistance | Important |
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Better local culture of giving | Very important |
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Stronger civil society | Very important |
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More responsive authorities | Important |
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Other | Did not answer |
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Most Meaningful Change that Organization Has Helped to Bring About in the Last Three Years | Three years ago we completed a community-wide needs assessment through extensive research, interviews, information sessions and community conversations. A common issue of concern was education. At that time 25 U.S. school districts produced one-fifth of all U.S. dropouts. Broward was one of them. The foundation responded by giving voice to different sectors and building consensus. From that work, the School is Cool initiative was born with a target to increase high school graduation rates to 90% by focusing on middle school success. Poor attendance, behavior issues and low performance in reading and math in the middle school grades clearly predicts high school dropouts. Principals and nonprofit leaders have co-created new programs in nine public middle schools that feed into the lowest-performing high schools. The programs range from literacy learning labs and suspension prevention programs, to extended school day tutoring for failing students. The approach is also building community-wide engagement. This year, both the Children’s Services Council and Broward County Public Schools have incorporated School is Cool into their strategic plans, and the Broward Workshop has adopted it as its number one priority. |
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