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  1. Peter Schooff
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  3. Tuesday, October 25 2016, 09:46 AM
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With the acceleration of change in business today, do you think end-to-end processes are dead?

Walter Bril Accepted Answer

Actually, I hope not. Exactly because of the acceleration of change I think it is vital to have (in)sight in E2E processes. Or what about this one: Maybe (one of) the causes ofacceleration of change, is not having (in)sight in E2E... Being able to oversee an E2E processes and a holistical approach, should have a calming effect on anything that is related with an E2E process... Zen indeed :-)...
Comment
An interesting and reasonable request, but I, too, think one that will be challenging to satisfy. In my own work, I have to use design approaches around BPMN that merge contiguous processes (chunks of execution that begin and end but trigger successive chunks) into one continuous process of some complexity. This construct is not what is actually executing, but the overall effect is captured, and I can simulate the result using BPSim. It doesn't satisfy the good Dr's request, but I would (and do) still find it of value to me from a BPM perspective.
  1. Lloyd Dugan
  2. 1 month ago
Can you share an explicit and machine-executable E-2-E process of a reasonable complexity, please? An image will be fine. Thanks.
  1. Dr Alexander Samarin
  2. 1 month ago
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  3. # 1
Emiel Kelly Accepted Answer

I hope the non saying term will ;-)


But I hope the concept won't. Processes are still the means to solve the problems of a (process) customer.


But the whole (end-to-end) processes will probably be executed within the walls of one organization less and less.


The Why? and What? of processes doesn't change so quick, the How? and Who? will.


But usefull processes are still "I have a problem - Problem solved"


at least, I hope.
Common Sensei at Procesje.nl
Comment
You mean a picture?
  1. Emiel Kelly
  2. 1 month ago
Good, no objections on wording. What's about an image?
  1. Dr Alexander Samarin
  2. 1 month ago
Yeehaa!
  1. Emiel Kelly
  2. 1 month ago
OK, Let us replace "consistently" by "successfully".
  1. Dr Alexander Samarin
  2. 1 month ago
Why consistently? Is that important as long as the process result is ok?

Kidding a little, but in the end processes are just a means to deliver a result that hopefully will solve the problem of the (process) customer.

And not every process can be managed "even an alien can do this" style.

Wrote about this as you know: http://procesje.blogspot.nl/2016/05/on-nice-castles-and-managing-processes.html

But, I think Max is much better in ranting against the "blocks in a predefined order" view of processes ;-)
  1. Emiel Kelly
  2. 1 month ago
Ok, let us replace "machine-executable" by "defined formally and logically that every alien will consistently execute it".
  1. Dr Alexander Samarin
  2. 1 month ago
What's your obsession with machine-executable?

I don't care if I have to do, according to BPM idealists, stupid things to solve the problems of my customer. The process needs to be executed. And whether it's done by machines, by me and my sister or an army of aliens; I don't care.
  1. Emiel Kelly
  2. 1 month ago
Can you share an explicit and machine-executable E-2-E process of a reasonable complexity, please? An image will be fine. Thanks.
  1. Dr Alexander Samarin
  2. 1 month ago
Yes, an illustration.
  1. Dr Alexander Samarin
  2. 1 month ago
  1. more than a month ago
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  3. # 2
Max Habibi Accepted Answer
Blog Writer

Of course not: I'd say end-to-end processes constitute about 80% of all business functions. But if they are bones of the business, we need cartilage to make it all flexible. That's where the failure to articulate business rules can really hurt.
References
  1. http://bpmscout.com
Max Habibi
Capital BPM
max.habibi@capbpm.com
http://www.capbpm.com
Comment
I am shocked to hear "about 80% of all business functions are end-to-end processes".

Not in medicine, for sure, but yes for once-through construction work but that is typically managed using CPM (we start with a piece of land and the end is the ribbon cutting).

Most of the b2b processes my customers work with are 10% end-to-end, very distant from 80%.

Maybe I don't get your definition of end-to-end.

Are you saying you have a process where you have a start node and when you get to the one merging end node (meaning you have to anticipate all manner of sub-path scenarios) you are done?
  1. karl walter keirstead
  2. 1 month ago
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  3. # 3

End-to-end business processes depicted by consultants as a big flow-chart existed only as illustrations (chimeras?). In the reality, any enterprise is a system of processes [ref1]. Thus any end-to-end solution of Emiel’s problems comprises several separate flow-charts which are coordinated by many different techniques [ref2], e.g. by events or data-flows or schedule.


Thanks,


AS
References
  1. http://improving-bpm-systems.blogspot.ch/2014/03/enterprise-as-system-of-processes.html
  2. http://improving-bpm-systems.blogspot.ch/2014/03/coordination-techniques-in-bpm.html
Comment
  1. more than a month ago
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  3. # 4
Ian Gotts Accepted Answer

End to end process still exist - Recruit2Retire Inquiry2Resolution Idea2Product.


Flowcharts are dead.
Comment
Also Carthago delende est . . .
  1. John Morris
  2. 1 month ago
Can you share with us an explicit and machine-executable E-2-E process of a reasonable complexity, please? An image will be fine. Thanks.
  1. Dr Alexander Samarin
  2. 1 month ago
What did Carthage ever do to you? ;-)
  1. Lloyd Dugan
  2. 1 month ago
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  3. # 5
Stuart Chandler Accepted Answer
Blog Writer

sucha loose term. What is end to end processes? every process however large or small by definition has a start-middle-end. From macro to atomic view the definition doesn't change. The scope and inclusion may. Maybe you are asking about macro view like loan application end-to-end process vs credit check process which resides in loan processing or car producion vsprocess ofvalidating serial numbersbefore car is released to shipper. name anything. each and every process much be defined by start-middle-end. I think the more interesting questionis whether accceleration changes the macro view and managing processes. Does this world become more hinged on micro processes or atomic processes. I think the answer is yes. The focus must be on mirco processes and solidifying excellence in the atomics because the speed of change requires assembly of processes, disruption/breakup and reform processes. For those industriescore processes (higher than atomic) that don't change the ability to break up is not as great.
Comment
  1. more than a month ago
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  3. # 6
Eyal Katz Accepted Answer

I think it's semantics really and just depends where you want to put your end points at. Every process has (or should have) a start and end point that you can decide on
Comment
  1. more than a month ago
  2. BPM Discussions
  3. # 7

Why ask?


Even in highly automated industrial processes, we have always had a human "stop" button.


In b2b, there probably never was at a practical level, an "end-to-end" process.


We all know that every end is really just another beginning (aside from death and taxes).


Bottom line . . . Given that there is no difference between a linked set of process steps in a Case Management Environment and an ad hoc "intervention" comprising one step . . . .


1. organizations are free to build as many "best practices" as they like, the idea being you avoid some of the unwanted delays and discontinuities in the manufacturing of a product or the delivery of a service.


2. users can skip over steps, re-visit steps, record data at steps that are not yet current along a template, and insert one or more ad hoc steps at any point along the Case timeline. Governance in the form of Case level rules takes care of problems by preventing major, unwanted excursions away from best practices.


3. at the extreme, you can have users who refuse to follow a best practice, on the basis of a usually misguided notion that a best practice does not apply to their particular situation/need - because we have governance we don't care except that we know that consistent use of best practices yields better outcomes.


4. lastly for those who refuse to use Case (meaning they are not willing to tell others what they are doing/have done) we have a corporate policy called "no verbal orders", which, once implemented, puts such users on the outside looking in - they never get any assignments and whatever work they accomplish never gets mainstream. They soon "get it", leave, or the organization leaves them.


As for flowcharts being dead. - sure, just steer clear of industry areas/applications where doing the right things, the right way, at the right time using appropriate resources is unimportant.
Comment
  1. more than a month ago
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  3. # 8
Lloyd Dugan Accepted Answer

The term HAS been used for different purposes - from something that should more properly be thought of as a value stream (ala business architecture) to more "micro" processes (as the term is used in earlier posts) - so there is indeed semantic confusion over the term. FWIW, I see the intent of E2E as an attempt to get at the generally high-level veiw of how the life-cycle of a business object turns out. By definition, this leaves out both poles I just mentioned. It is not a value stream since it is a process and is bound by the semantics for describing such. It is not a micro-level process or a series of such micro processes because that is stuff that typically happens within a life-cycle stage, and hence is not part of an E2E view (though the results of micro processes may indeed matter by how the affect the higher level flow). In my practice, I see E2E processes in a case management motif - namely, there is sequencing of major life-cycle phases and some exception-handling (not all but only those necessary to understand the E2E flow) that depcict how a busness object moves through its life-cycle as a series of transformations over contiquous processes. This kind of construct provides a holistic viiew of what's going on, can be aligned with business architecture concepts while still enforciing alignment at lower levels (and this does not necessarly have to mean strict decomposition), and can be simulated for showing the overall effects of process interactions arising because of the triggers, resource usage, etc.


On the other hand, such models may still not be ingestible by senior management, so a further abastraction might be necessary. Always it should "fit for purpose" in the construction of process models.


In any event, I still see value in the use of E2E, and don't believe it to be dead.  However, it may turn out that somethig like CMMN is more appropriate in those cases (rather than BPMN) where dependency on events trumps the ordered sequencing of activties as the more important part of conveying E2E understanding.
Comment
Dr. Samarin, please see my additional reply below. Turns out I had something already that I think fits the bill - at least as I see it. Respectfully submitted to you and all.
  1. Lloyd Dugan
  2. 1 month ago
LLoyd, you may mask/remove all texts, otherwise I will wait.
  1. Dr Alexander Samarin
  2. 1 month ago
See comment above. I wish I could share a version, but the client considers it protected information. I'm working on a sanitized version that I can present at upcoming conferences. Perhaps in a few weeks?
  1. Lloyd Dugan
  2. 1 month ago
Can you share with us an explicit and machine-executable E-2-E process of a reasonable complexity, please? An image will be fine. Thanks.
  1. Dr Alexander Samarin
  2. 1 month ago
  1. more than a month ago
  2. BPM Discussions
  3. # 9
Sandeep Johal Accepted Answer

Like most on this forum, I say no. 'Long live end-to-end'


If we agree that processes are the only way an organization delivers value externally (quote from my colleague @RogerTregear), then end-to-end is a no-brainer.


Additionally, we've seen process improvement initiatives that improved a 'specific' problem area without ananalysis of the larger impact. They wonder why the didn't really deliver any changes. In other words, acceleratedchange caused no improvement.


I believe end-to-end gets a bad name because it 'takes too long' and 'is outside of my department'. Comments such as these give quick insights into process maturity and that's where I think the root cause is.


Regardless of the term used to convey the meaning, end-to-end are not dead yet. Boo!
Comment
I would posit that it is not so much the time it takes to do as it is the full spectrum of the knowledge domain necessary to construct it. It is often like asking someone to do a table top puzzle without the cover. It would be so much easier if one had the cover to help aid in its construction. Such a person rarely exists in, and is more often than not a gestalt - an amalgamation of domain SMEs. Another burden faced by the modeler her is knowing when to filter out the content vs. when to explicitly model it, which IMO takes more experience than native smarts. Time to do is symptom.
  1. Lloyd Dugan
  2. 1 month ago
Can you share with us an explicit and machine-executable E-2-E process of a reasonable complexity, please? An image will be fine. Thanks.
  1. Dr Alexander Samarin
  2. 1 month ago
  1. more than a month ago
  2. BPM Discussions
  3. # 10
John Reynolds Accepted Answer

Harking back to an earlier discussion... End-to-end Process Visibility is more important than ever given the likelihood that your process will NOT be implemented end-to-end.
Comment
  1. more than a month ago
  2. BPM Discussions
  3. # 11
Juan J Moreno Accepted Answer

The exponencial growth of [url="https://zapier.com/"]Zapier[/url] and other If This Then That ([url="https://en.wikipedia.org/wiki/IFTTT"]IfTTT[/url]) tools, as the massive adoption of Rest Web Services, both aimed to integrate cloud services and external systems into business processes, is just a signal, that
[b]end to end processes are more alive than ever[/b]
.


What it is really hard to see in the long term are end to end processes running in house, purely in our BPM Suite without integrating external systems.


I think we have a long way opening our business processes, not only to other participants in the value chain (providers, customers), but also with uncontrolled sources through Zapier or any other IfTTT tool.
References
  1. http://www.flokzu.com/blog/en/cloud/business-process-integration/
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  1. more than a month ago
  2. BPM Discussions
  3. # 12
Bogdan Nafornita Accepted Answer

The end-to-end concept is pretty much alive, as this is a customer-led concept (the end is really to serve a customer, with definitions of both "end" and "customer" varying according to the scope of the process/case).


Not much to add to what my predecessors already covered.
Managing Founder, profluo.com
Comment
Can you share with us an explicit and machine-executable E-2-E process of a reasonable complexity, please? An image will be fine. Thanks.
  1. Dr Alexander Samarin
  2. 1 month ago
  1. more than a month ago
  2. BPM Discussions
  3. # 13
John Morris Accepted Answer

E2E processes versus accelerating business change?


Think "
[b]disaggregation[/b]
" (of ERP); "
[b]servitization[/b]
" (ironically "
[b]productization[/b]
" of former cost centres); "
[b]outcomes-based-services[/b]
" (as opposed to time-and-materials). The definition of organization evolves; what were formerly black boxes become subject to explicit management control. Thus "
[b]governance[/b]
" evolves to match the
[b]scale [/b]
of a process. Less magical thinking. BPM is at the core of such business evolution, as an enabling technology. As pointed out, E2E is "
[b]customer-defined[/b]
", almost a state-of-mind. And economic ecosystems will probably evolve in two directions -- on one end of the size continuum 
[b]monster super scaled [/b]
commodity services and on the other end of the size continuum a
[b]fractal proliferation [/b]
of specialized services. Probably a good time to be in interface and
[b]domain protocol-enabling [/b]
business.
Comment
Alexander, your comment/question, which privileges the question of POV or identity, is key. I say "yes". There can be more than one POV or actor for any process, and use cases and business cases too.
  1. John Morris
  2. 1 month ago
Trying to add the 3rd direction. 'E2E is "customer-defined' - do you mean customer-touchpoint-defined, customer-journey-defined, customer-experience-defined or all together?
  1. Dr Alexander Samarin
  2. 1 month ago
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  3. # 14
Lloyd Dugan Accepted Answer

This from a case study I'm presentiing at the upcoming Winter Sim 2016 Conference here in Washington, D.C. It is not a direct answer to Dr. Samarin's query - mostly because these are distinct processes that happen to be contiguous from an E2E perspective. However, there is "glueware" that technically achieves the operational behavior shown in the single continuous process, so I model it as such, which I would call the E2E.


[b]Connecting Distinct Processes Into One Continuous Process[/b]



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HQ6nQ6PgdVlMBgcDgcrAWsul8uVSCT4JhBC4eHh6jDawMCAiYlJV1dXY2PjxYsXm5ubPTw8goOD+/r67O3tMzIy2traLl++nJKSUl1d3dzcbGdnFxQUpK2tnZ+fb2Zm1tHRofr+HA4HbJ1yuRyDJxKJeDwe/imkUinYifEPC3Gd9vb2zz//PEWlXLp0CSbSWN2VlRUulwv/VCgUt2/f3rx5c2NjI/yKHxEulwvW8YeFB840EFAJhfDIzc3Ntra2hw4dOnTokLGxcVBQENZLSuFhhZBiQSk8UBJ7e/tTp07BtkNXV9f7779fXl4OGgIeHnh4Kysri4uL8InG4CUlJanDaMPDw6ampm1tbW1tbUZGRteuXfPx8fH3979586aTk1NKSkp7e7uVlVVKSkpVVVVbW5udnV1ISIiWllZhYSE4tau+P8zRenp6wHuL3PMIoaqqqodlNJlMFhgY2NDQoK+vn5GRERcXl56ebm1tXV1d7e7ubmlp6e3tXV9fr84+Bl7A1gm2P9WKAciDgoK+/PJLeHlHRkb+8Y9/ZGZmIoRYLBZ+LPh8Pp1Ox1wFoS5sR4CzGPwTpgJYcCtogkwmm5ubA0PBunqLV4zVNRiDw+HAMpZQF2agUPIQq87o6OhDhw7p6OiEhITU1NTU1dWlpKRoaGhs27YtJSUFf6X6q04199HCwsJsbGzc3NzKy8sNDQ3DwsLc3NyuXLliaWlZW1vr6empp6c3Ozubnp7u5eVVWlp65swZd3d3Pz8/LS0tc3PzxMRE1fdXuo+m5qpTLpcfP34co62//e1vTk5O5eXl7e3tlZWVVCr173//O/br4cOHV3GfNaWrTqVvmujRrTpHRkZ0dHQ0NDQsLS3z8/Pr6uoqKyttbGzee+89LS0t/Apa/VUnNtx2dnbnzp3DP+Pg4OCOHTtKSkrUhIfUXnXGxsZeuXLF1dW1oqLi4sWLoaGhHh4e1tbWFhYWVVVVPj4+Z86cgU0ADw+P8vJybW1tNzc3f39/LS0tMzMzfGiOUnl8q86mpqZLly61tLTY2trGx8c7ODj09PR89913V69ezczM/Pjjj5UGh6uWh1p1BgYGnjx5Er/kmp6e3r9/P6FPBgYGnJyc3NzcRkZGIAkHQojP50MKDYVCIZFIlpeXb9y4UVxcvLq6yufzb926BczI5XL5fL63t7eLi8vo6Ch2z8e+6kRqWAakUumZM2c+/fTTgYEBRJKGhoadO3e6urpiJY/WMkCj0fz8/Do6OkJCQhITE62trX19fbOysoyMjJKSkuzs7MLDw1NTU52dnQMDA6OioiwtLS0sLEJCQtzd3QMDA+3t7ZuamlQ38UMsA7a2tsBWL774YlBQEJnKV1ZWYmJitmzZApddvHgR++nJWwaqq6vfeuutgIAA8kY+g8GwsLDYuXMn9jqpbxmAPjE2Nj558iRZ57q7u//617/CuoZsfNiYZYDBYPj7+3d0dISHh8fHx9vb23t7e+fm5l64cCEhIcHBwSE0NDQ1NdXR0TEwMDA6Otra2trc3Dw0NBS0ws7Orq6uTnUTj88yMD09ra+vr1AonJycenp6YmJi7OzsgoODExMTa2trfXx84uPjyWk2VIv6lgEqlbp///6FhQXCNUNDQ9u2bYuIiMBK7OzsRkdH2Wz22NhYQECAnZ1dUlKSra2tubm5mZlZZGSkh4eHi4sLlUoNCwtzdXU1NTV1dHQ0NDSMiorS0tKqrKycm5vz8/PDb6f+KGydV65c+eqrr5TuLGKAvvzySz8/P/jno2U0CDpB97/nsNEOmfMQQhMTE9BBo6OjfD5/dXWVyWQuLCysrKyAW/zo6Ogqac+IIBtmtI6ODlhsvvjii0VFRSqaqKure/nll4HUsK2cJ8xoY2NjW7duraioUIEzLS1tx44dsDOolNEEyrKwSqXSCxcuWFpa+vn5/eEPf/D29oZyFot16NCh3bt3FxUV7d+/Pzo6mlBxw4y2srICOqZQKDCtoNPp8/PzCKHJyUn4FdMKFos1Pz8PezFisXhsbExpDh+8PFZbJ4wdYFhZWbl79y4UQm6c5eVl8idHtahmNOztc3JyMjAwiIyM/OMf/4i5MQuFwm+//fbDDz8sKio6cuRISEgIlNvZ2d25c4fD4URERNjb23d1dR0+fDguLi44ODgsLMzS0jIoKKitre3IkSOmpqaampohISH+/v6enp66urpubm6VlZV9fX2EBdzTtHVCd3d3dx88eBDUYnR09MaNG9046evrg6jMiYmJt956CyZxj3zV+bhF/VUn4SlOnDgBJEWlUqFELpdDOkk+n8/j8RYWFrDuDg0NhYsPHDiAXfwkV526urpJSUkIobm5uVu3buHHsaenZ2BgAIhMW1sbJpLkVadcLifbwlZXV7W1tYGDaDTaO++888ILL1y7dg0hZGFhQaFQYP4+Ozu7Y8eO8PBwMrwfs/cGedWJl38VWyfM+GxsbHR0dEBzdu3aRaFQ8vLyEEJeXl4UCsXExAQhxGQyDx486OvrixAaHBx0cnJydnbu7u6Oi4tzdXVNT0+vqKgoLi4uKSmJjo4+ffq0m5tbcnJyYWFhRESEv79/TU2Nv79/dna2s7PzwMDA0NAQZuvHkDzeVSdQplLLAHDkd999FxUVhRBqaWn53e9+d+nSJUdHRwsLCwsLC2dn57Nnz7755ptjY2MIIVNTUxhdsAyAaY+wz4cQqq+vx3LCRURErMtodDodn0MOEyaTOTAwAN9kvCwuLk5PT8OWp5oCloHJycl1LQMikaiiomJ6ehohRKPRXn31VQqF8l//9V/w6aDRaHQ63dHR8fe///3WrVt///vfm5mZ0Wg0mOGLxeKtW7dSKJSXXnoJwrDFYvHjtgzA1jsM386dO+F5NTQ0Pv30UwjGsrCwsLGxcXFx+d///V8bGxuE0MTExF/+8pe5uTmFQgHwpFKpVCoFn0xtbW0qlQo9gBASCASnT5+2t7fHOrO9vX3Tpk27d+/OzMx8/vnnjx07hinr4uLi3r17/f39EUJgIQHLuEKhqKqqwmZDycnJ61oGwK5NLgfLJtkASqfTZ2ZmHkorgNGuX7+OtwwghNra2iA0CiFUXV29LqNxuVzyRA8hxOPxbt++TfiOQvnU1BRZsVWLnp5eZ2cnuq9UQ0ND8Lphm/fGxsbnz5/HxmJkZOSNN97461//mpubu2XLlt27d2Pbo2w2+/Dhwx4eHtAJoD9SqRQ+ZlKpFPwZ6XR6eHg49oXDjP5AMZCKcn5+ns/nK7WrPKxlQCaTgWUATyxKLANgT52bm8Mb48F7QywWz8zMbNu27fbt2wih+vr6bdu2XbhwAcvf1t3dra2t/eGHH966dQsh1NPTc+LECegFpTQMfxw7duyVV16xtraenZ1NSEhwcnJSPVSJiYkmJiYrKystLS0ZGRmzs7N1dXXFxcW5ubn29vY3btxoamrKy8tjMpn5+fmdnZ3ff/+9t7f36OhoY2NjcXHxzMxMYmJiY2OjiiaA0Qg7C0oPyEAI7dy58ze/+Q1s6sGcS19fH34qKCjYtWvX4OCgiYkJhUI5e/bsyMjIwYMHk5OT4QKYs1AoFJiK8/n8J+O9gRCytLQ0MjJCCCkUilOnTu3bty8hIQFQSSQSb2/vjz76CBgNIaSvr19aWopwmVQV9yMBP/zwQwqF8tprr+nr61dUVJw6dcrNzY3QRWFhYS+++OKmTZu2bdtGeGOZTOb+/fvhbcE6HyGkpaX10ksvXbp0aXp6Oisra924zvT0dCMjI7FY3N7enpaWNjs729jYWFRUVFhYaG9v393d3dLSkpOTw2KxCgoKOjo6Ll686OnpOTo62tLSkp+fPzMzk5ycXF9fr6IJYDTQbbzY2dn94he/uHTp0vj4eFNTE0xtVEhNTY2Ojg7smqekpNy7d6+trS0/P7+2tvby5cudnZ19fX1paWk0Gq20tLSjo4NKpV65cuXGjRtdXV35+flLS0vZ2dllZWWq16F6eno3btxA92MqNTQ0tm/fju1vfP/994aGhoRpfnZ29pYtWzZt2vTHP/4Rn5QRIcTn8zU0NODdhKhbQnPkV0PpZeQZPUwaCIWrytLzKs0CTbBKKfHeQGuvOhFCN2/e3LlzJ9BTaWmpt7d3e3u7hoZGYmJiSEjIiRMn+vv77ezs4OPAYrH279+fn59fVlZWWlpaV1dXe19qamrKyspqamqam5v37dsHb/Vrr732l7/8BW9SIItAIAgMDPTy8mpoaHB2do6LizM1NXVxcYmLizt//ryDg4OVlVVgYGBVVdXIyIitra22tra1tfXVq1ednZ39/PxiY2P19fUdHBysra3xUbUEgSwLGRkZDQ0NALiurq6qqqqioqIWJ3V1dY2NjfBKUyiUn//858899xyFQvHx8YH7VFVVUSiUd999t7e39+bNm7du3frkk08oFEpubi5cEBMTA3UDAwMRaVkH+2iPw8MWIaSlpRUXF4cQkkqlxsbGt27dsrOzMzIyKioq+u677yIiIurq6rCploeHx7lz5yoqKpKTk+Pj46Ojo2NjY2NjY+Pj49977z28S0pQUBAZ7czMzG9/+1sKhWJqakr+VSwWf/3110ZGRhUVFYWFhenp6TU1NV988QXc8Fe/+tW777575cqVtQYLHjMoKMjT0xMSmcXFxZmbmzs7O8fHx587d87BwcHS0tLf37+iomJ0dNTZ2fnMmTOgFa6urj4+PnFxcXp6enZ2dtbW1iqmQiKR6OjRo5GRkfX19ZgOXLt27ezZswB1y5Yt77//PnwnVEhoaKibm1tpaamPj09sbKyRkZGdnV1CQsKFCxccHBxcXV3d3NyKi4t7e3t9fX1Pnjzp6+trb29va2vr7+8fExNjaWnp4OBgamqq2k9NV1c3IiKio6Ojs7Pzxo0b27dvB5BaWlrffvut0lU8n89/5513KBSKtrY2+VeZTKapqWlgYFBQUJCbm5ufn5+Xl5eXl5efn5+bm5uVlQV/Y4VZWVnZ2dlYCUhycnJOTg7+spycHKiLidK6ubm5mZmZhMsyMjJSU1Pz8/Pz8/MzMzNhmvIQtk6E0MjICLZqKC4uhq8xn8+3tLR0dXWFj4a5uTm4MjEYjPfeey8jI6O0tLSkpKS6uroKJ6WlpVVVVU1NTRijvfzyy3/6059cXFxUjFNzczMYN2HsExMTLS0tPT09ExMT9fT0LCwsTE1Ng4KCGhsb/f39L1y4YGZmZm9v7+rqamdn5+fnFx8fr6urW1BQ4OPjQ57eY8Lj8b755pu0tLSamhoMMATiVlZWVlZWYoU1NTUffPAB4H/++ecJjFZdXQ0//eY3vwkICHjzzTfhn7BbgXCMFhAQgJ6gZQAhZGZmhlkbz58/D/xeXFx85swZ2H9pa2uztraGWra2tt99911PT097e/utW7eGhobu3bs3OzvLZDI1NTUpFMrvf//7iIgIY2NjExMT8pfZ0NBwy5Ytb7755i9/+Uvy7Hh6evrrr78ODAzs6elpbm4uKyvr6Og4fPgw9Mwrr7yydetWbLaoVDo7O62srODNd3FxSU5OtrKy8vDwSEpK0tPTMzc3h7yD9fX1kPkOtMLFxcXR0dHb2zsxMVFXVzcrK8vPzw+25JWKSCQ6duxYeHg4phXV1dWNjY0Yo7300kt/+ctfDA0NVUAdHBy0tLQMCAi4fPkylUpNSkoyMTGhUqmJiYnnz5+3sLCwt7d3c3OrqakJCQkxMTH5/vvvQ0JCrK2twcwSGxtrbm6el5fn5eVFCMAgiK6ubmBgYFlZWU5OTmpq6h//+Efsq/P666+fPn2a7HPj7Oy8efPmt99+e9OmTWS7Fo1G09DQ8PDw6OjoaG1tbcdJa2trU1NT+4Ny7dq15uZmfElbW1tVVVVLSwu+sKWlhVy3qamJXLexsbGtrQ0r6ejogAlHe3t7Z2dnaWmpi4sL7Kuoa+sEm8uRI0dg0wS0/8aNGzD7uH37dl9fX09Pz/Hjx2GO1tTUtH37dnR/3rtW1x8/fnzTpk1WVhu3ZIwAACAASURBVFaTk5MpKSmqV52Dg4OwKmlsbDx58mR2dnZvb6+mpmZZWdn09HRXV9fU1FRzc3NBQcGdO3cKCgp6e3u7u7urq6tpNFpTU1NFRcXk5OS9e/eGhobWSn2BEOJwOMePHyd3glLZtWvXr371K29v77i4OGA0AwMD+KmyspKiTIBKEEKWlpZQkpGRgZ4so/n6+sIHSSaTnTp1Kjs7+8aNGwMDAzdv3hwYGOjr6/P398emVIcPH4Z1MXkcnZycLly4AHsrCKFLly6dOXMG32hKSgqFQrG0tGxvb3/xxRffffdd/Ox4aGho9+7dhYWFWAk8hba29pYtW6ytraempnJyci5fvrzmACCEJXhobW399ttvU1NTb9++ffr06ZKSEtCK8fHxtra23Nzcu3fvFhQUXL9+vaenp6qqikajtbS0lJaWTkxM3LlzZ2hoSEUaTqFQeOLECcJyDHrg5z//uZGR0cjISEtLi9J5KCZjY2MQFdTf33/u3LnQ0NCBgYHz589nZWXNz893d3ePj4/fvHkzLS3tzp075eXlbW1tt27dqqiomJqa6urqKi0tnZ+fHx8fHxgYIC+k8KKvr4+fxL3zzjvPP/+8hoZGWVmZQCDw8vL6/PPP8RoO64kzZ8709va++uqr//M//wPZtECmpqb27duXmpqqokV1RM0TQtQUOe44HoFAEBERAS4Z6jIaqOmJEyfALWN4eNjIyMjc3Nzc3NzS0tLS0tLc3NzU1NTMzAx2auzt7WF01/LegL8rKysxv7aHiusEo6pYLL53795DdcS6or73hkQiKSwshA87g8H49a9/DZYBjHZfffXV119//Y033sD+/+tf/xr2pFZWVv785z/Dtx18Dp8ko7W0tLz//vuwmRAUFATOFhYWFmAcsLS0PHfuXFZWFkJoYWHhww8/hOUY+TNAdrawtLT89ttvYQnc2tq6adOmP/zhD7Ap6erqSqFQvvvuO1DE/v7+Xbt2QQgBHp5Cobh27Rpm/0lNTVXf1glaIZFIVMy2NiZreW9cu3YNPuEIofr6evVtnRMTEwghuVy+AQfadQWzdcrlch6P5+fn19bWhr/A19d37969EEo4ODj4H//xH6+++irwdUhICIVC+fLLL4Hf7969+9lnn4EyIJznB17IiiF+smeqMxiMsLAwcMl4gNHA8XetrNwIodra2q1bt5LdQAhCo9H2799/9+5dxXpZuTHECKHIyMh1GU2hUCwuLj6s6eehBBgNpqJYD6yV3RiPH4sWgK1usVg8OTk5/aBArnqEUHh4OFy8f/9+mMZKcZmREUJDQ0ObN2++du0atIUfEXKGYjWzckulUhhcmUy2b98+sDOqFgcHB2dnZ4QQjBpBMcArRYFLoo0Qsra2Pn78+MLCgouLy8cffwwMjhDi8Xja2to7d+7s7+/v6+v79NNPIdgWqitwWbnxvZqcnLwuoykUChqNpjSo81EJMNqNGzdgsLAewF9TU1OzAe8NiUSysLAA51GSf9oYWj09ve7uboTz3wSR388kjhAKDw/fu3fvvXv3wsPD//73v2MGK4lEYmho+I9//KOtrW10dHTPnj0wicaeOjw8PCUl5c6dOykpKXK5fHFxcXV1laAYogdTroPKLS0tkdPEC5WlayckDVedlVuhUNDp9NDQUEituorPys1isRYXFyE7OCYsFmthYWFhYYHFYkkkEiMjIx0dHRW9yefzd+7c6eHhoVAo4EzZmZkZNpuN3XBpaWl2dhaCnJlMJhSKRCI/P791Ga2hocHIyIhKpRYWFspkMviScziciYkJYGiBQLCysjI1NUWj0WCGPzs7C5a+O3fucLnckJAQ8C9ZS7hc7jfffDM4OAgHTUMPwAvDYrGwp2AymXNzcxCHD/irqqpg4fnSSy9BoI+Kp8A8bHNzc1dWVphMJp1On5ubg5sLBALweygvL2cwGPjeYzAYc3Nz0HsEeFhnArz5+Xk4bRe7jE6n37lzB464b2tre/fdd0Hv15Lo6OgPP/xwbm6Ow+Hg4WE3nJqampqawncLTMmtra3379+/lntETU3N9u3bS0pKwAUaA7y0tHT37t2lpSXshhKJJDIycl1Ga21tvXDhApVKzc3NlcvloBU8Hu/evXsEraDT6ZhWCIVCiUQCWhEeHq56rx0i1ZuamiCRNL7n5+fnIRl9Xl7eBhjt1q1bFy5c0NbW7urqmpychHnT9PT0wsJCdHT07OzsuhMIspw9e7aurg5itJXqLQxNcHDwRx99tNbr0NXVtX379pycHIQQDBPkare1tTUwMMjMzKRSqdHR0RcuXCguLhYKhUoZA68wd+/exd4XQu/h687Pz+MvIzAGdtnMzAwcaczhcO7cuePt7Q2uUXQ6HatLAZMZnU6XPShgCgUjglwuNzIyOnjwIJiHCdLR0fH+++9funQJzLcQ/8XlcvF3gyhliOvGRKFQqDNHA+MIQghOo7GwsEhKSgoKCvLz8wsJCamrq4uMjPTz8zMzM4M1VFxcnJaWFpVKvXr1qqGhob+//5kzZ1S/xvhIdQweuD4QugXeE/gbZihXrlzBTJ/BwcHkGfXq6mpsbCwWBWVkZAQfGfAO4fP5WG8MDAxs3ry5qamJ0FHQe2DhxgReWjI8MP1gIpFIwNkQhrKxsfH9998PCgoizwWEQqGlpeWf//xn8CklwMOEzWYvLy8T4MFT+/r6fvHFF+TzmBsbG3fv3t3T04PuW6bw8Oh0Ov7RFApFUlLSuoxWVFQE4bqWlpaBgYFWVlZJSUmhoaHe3t4hISG1tbVRUVGgFebm5hYWFrGxsVpaWi4uLr6+voaGhgEBATo6OqqD1WGO1tvbi9cKvGIoFAp1/NGUSnFxcXx8PEIoPj5eR0cnPj7+2LFjaWlpZmZmPj4+BK9UdQSLVFehGDDBTE1N3b59O3nr5saNG59++ilkFsLXlcvlXl5e+fn5JiYmRkZGAQEBlZWVnp6eoMOYQJ4MgmJAJg98oZp6q5Qx4NMCkGg0WkhICNAUvol/em8wSPto5Eh1X1/fd955R0tLKycnp6Ghoa6uLiIiQltb+9ChQ4QdxEcbM5CdnR0bG8tkMm1sbIyNjXt6er799lsvLy8ajebq6pqSkgKrpOLiYl9f3+Tk5L1791pbW0dGRl6+fLmiosLT09PDw0P1zsUPiVSXyWQaGhqYEeC9995zcXGprKzs6Oioqanx8PD46KOPsF+/+uor/D3lTyNSfWBgYP/+/du3b/fy8qqpqWloaCgsLLS0tDx8+LCRkRF+dS9/+Ej1kJCQzz77DJ8hq6ysDFadSFmWLrlcziDly1QnZqCwsDA0NJTNZtvb2xsZGV2/fl1LS8vd3Z1Op1Op1OTkZEdHRwcHh8LCQk9Pz7i4uH379llZWUGAZ0VFhbe3t4eHh+qZ+1r7aPhI9Q1HQWVmZkZHR9NoNG9v79OnT4Oruaurq6ampo2NjQor1lqip6cHfr/qRKrn5OR89NFH+ClqS0vLrl27lMa6KhSKhISEe/fupaamhoeH5+TkmJubw/cJL9jOO14YpPOb1dRbtF7MAJPJDAsLA19c2cNGqmMyMzMDoaqamppff/21np5eZmYmOcrv0cZ19vT0WFhYuLq63rp169q1a6ampt3d3RkZGVQqtby83NHRMSgoqKSkpKurC1xGSkpKfHx88vLyCgsLwVoUHR2NOXkrlR8SqY4QgvfqJz/5iVJDJyYmJiaEG8qeUg5bhBBERF+4cOHw4cPHjx93d3cnu5LKNpTDNiYmZufOnbALnpeXt3v3bmzLX0146jBaX1+fubm5i4sLZBk0MzPr6uqC4JuKigonJyf/gIDi4uLOzs6CwsLy8vKioiI/P7+cnJzi4uKurq7y8vK4uDhsg1+pPNa4zpaWltraWjab7erqGhAQUFJS4ufnFxUVVVVVlZmZ2d7e/rA3fNgctkVFRR988AE8XX19/Y4dO4CkyAtesu7BzJ1w2Y/FMoAehtHIj4HuHySMl0eelRu2kOFvrHNVpI8iN6TCmwT94Kzc4Bjd0tJy4sSJV155hUBkW7ZsOXz4sNKv39NitLWSDpA/pxvLyp2SkvLVV18FBQUdOnQIv7p5hIyG1tAKFW71qnWALE84Kzce+cNCRQ/PaAihkpKSPXv2+Pj4YBtKa2XlJn8Rf7y2TvSQWbnVWfs8oazc8/MoLw/l56OSElRYiHJyUG0t2pCp6BFm5Z6cnCRk5cZeaXDxw9dVuur898jKHRsb+6tf/YpgKHgSWblpNJSf/4BWVFej9dJsKJXHnpWbw/kn1OJiVFSE8vJQWRkijama8lCrTnSfNKurq7du3YpNotXJyo3WUAylq87Hl5V7zVXnysoKn8+fn58X4wSCUSE6Gl+OHaYN/4RNPjabLbtvEwCeBrMFhLOCiEQiyO2DlYBOqJmVW7mkpSEzM1RUhBITUUYGyspCenpoQ54+YBmYmJiARwB4cDggvgdWVlaWl5f5fD5WCD0AOc3J3xlM4KvOZrPBsIDVFQqFEJsJu7b9/f0Q1wndiO95NpsN0bKq4UECZXwTsIcqFArxhRDQjgHDN4EQksvl8OnDwwMBRx+wSK4FD0bWz89v06ZNYJDBw+PxeIQemJ+fx8NDCCUmJqqTw1a55OYiE5N/akV6OsrORnp66M6dDdwJn5UbjxnreYTQBrJy/3+pr0e6uqioCCUloZQUVFCAtLWRylQfKgTLyq2O3sIryeVyORwOzHRAwP6OH1zIyqVCb/GDS2aM+fl5Qt214OEVQ6yMMSQSCZY0XCqVzs/PBwYGAgXjm6CAewgkbsaEx+MNDQ2JSVRKp9MxH2h0f6ovl8s5HA7410A5HAqPEAIGhdeDw+GsrKxgTcDLr2ZWbuWSlobKyv75ByTJ9PREKvd61xJ87g0MnlAohMwTeMxcLlcoFGLMBTN8yCuNn9WCumB14XpwusEXisViDocD/1QoFLdu3YLcG5BEGz8ikDgAj0QpPMhhgBXKZLK7d+/eu3ePPDOCcsLmAFgeIW0BQgi83rA/ABWTyYTEzWvBk8lks7Ozv/nNbygUioaGBrqvBgBPIBAQegBOycYK0Q9ktOxsBAE9mZno9m2EEPLxQUNDG7gTMFpPT49MJsNjxnoeIVRZWblxRqusRPHxCCFUVISuXUMIocBApHJrT4VA7g1YrKnQW6wQPsZLS0vBwcFgVZRKpeAzhB/c1dVVOO18Lb3F6x5Y5PHli4uLhLprwcMrhkQZY0il0uXlZQaDAZbxhYWF4OBgoVDI5/PxTShfdVZVVZ05c0YgEIyOjpaVldHp9IGBgZqamoqKCgcHh87OzuHh4bKyMh6P19jY2N/f7+zs7O7uPjw8PDIyUllZOTMzU1xcTNjdfPSrzuxslJyMUlLQoUPo/HlUWYl8fdGGHMc3YOu8c+cOxuD4Fdz09PTIyAibzSZUnJ+fn5iYIAeF4Jfnj3zVKRaL9fX1c3JyhEJhbW1tb28vk8mEPHyQKHVmZqaoqGhiYmJiYqK+vr6hoeHs2bPV1dVLS0uFhYWTk5P9/f1FRUX4ZbU6q04bGxtsGxGfYPJJrDoLClBCAkpLQ19/jfT1UXk58vNDpEgmdUSdVecP2kerq0NBQai8HGloIE1NVFWFvL2RShOWCnnYs6DA2XV5eTkkJAS7/l9r1RkeHq6urROOR25oaPDw8AgMDHRwcLC1tY2IiDh//ry9vT1kQE5LSxsbG/P29tbU1IRcaf7+/h4eHmFhYefPnzc1NbW0tMS2kNayDERERDg6OqKNSWYmys1Fk5PI0hKlpKDFRXT16sbWFzwe7+jRo1jOL5C1dljBO8nc3DwuLk4oFBYWFubn58/NzeXm5jY1NYWFhfn5+Q0PD6enp3d1dU1PT+fk5Fy7dk1TUzM9PX1ycjIzM7O3t/fWrVtxcXFDQ0P4gXzkloGuri4vL6/IyMiSkhIHBwdfX18zMzN/f387OzsbGxs7OzsnJ6eQkJC2traOjo4jR46AT194eLiLi0tQUJC7u/u5c+cuX74cGRmJ3XNdy8D8/Py777772muvvfzyy6+++iqkGFQKD61hGUhKSlo3m9CakpeHMjPR1BSytkZxcWhxEfn4IGX59dYVkUgE/miEcrxloLq62tjYeINQa2pQZCRaXESOjsjPD9HpyM8Pkbwi1BR9fX1Y46tpGYDlCJvNBq8uKIRJFqGucL1zZkHEPx7LAIHRxsbGIGOPra2tu7t7Xl6epaWlu7t7YWHhqVOnzMzMDA0NfXx8enp64uPjTUxMDA0N7e3tqVSqnZ2dp6dnfn7+0aNHk5OTg4ODMW1Yi9HS0tLMzc3RxiQpCcXFIZEIVVWhkRHE5SJr642tOlks1jfffENwDV1LMxBCQ0NDV69ehRNkgMovXLgQEhJy9epVCwuLK1euWFhYREREtLe337hxQ1NT89KlS7a2toGBgdbW1uD5efbsWTiTAq8rj5bRpFKpv7+/s7OzsbGxi4tLfHx8RESEoaFhTk6Oo6MjfHWMjY1LSkpaW1vhxBPwh/D39zc2Ns7JyXF2dr506VJZWRmWbx2pwWgikWhmZubGjRuenp7z8/Nzc3MPy2j5+fmqE1qokowMFBWFRCJUW4sGBhCPh2xtN7bq5PF4Ghoa5Eh1PKN1d3efOXNmg1ArKpCnJxIKUWMj6upCAgGyt9/YqlMmk506dQr8cjfAaDKZbHx8HHxZ8vLyyHsR/9qMNjAwAF0D6S58fHxu3bqlpaUVGxt78+bNhoaG/v7+a9euRUZG3rp1KzExsaqqqrm5OTs7+969e01NTQkJCdevX79+/XpfXx/+tkpXnVNTU19++eUGPKQRQqinB125goKCUFQUCgtD3t6ISt2YqSg0NBR/oAmI0tk7RK7FxsZ6eHg4OTk5OjoGBAQEBwebmJhERUX5+/tD7hpTU9PY2NiWlhY7OztDQ0MrKysnJycvLy8rK6uYmJiAgABDQ8PKykp3d3f8QKpgtA2sOkUiUWtrK0JoamrK3t7+zJkzLS0tYWFh+vr6LS0tvb29DQ0NY2NjMEerqqpKSUnp7OwsLCxsamqanp4ODg6+fv16R0fH2NgY3oNBKaOR4dHpdPzMDoS89lHqYbu4uHjgwAH8AUIPIX19/9SKyEgUFoZ8fZGLC1o7wYYKiY2NNTQ0JK+58JZiLpf79ddfE2LC1RVYXgQFoYgIFB6OAgKQnR0i7VeoI3l5eadPn5bfP4BOnVWnXC5fXV0FRpNKpSwWKzQ0tKSkJDIycnR01N/fv6+vLy8vLywsbGFhgTBAaq46lTLaD1l1KmU04qpTRoqCgh+AbsFLRSqVgvedUn808swLNvmwB4CYBkjFi49pgAfLzMzcu3dvUlISrH1A8JmSIIkdIaFSR0dHR2dne1NTe11de319e319e11dR2sruS6hBJIrQWFnZ2djY6OTk9PBgwfv3r1LiMwQi8XkGCBIJIv1Rmho6OnTp+vr6zMzM3V1dbu6uiBD6fj4eHJycmtr6/Xr1/Pz82/dugVZA2k0WkZGxvXr14eGhiYmJm7evIlFhKiOgoIzg/GFYDYiwxPfjybB9FskEs3OzsIOwODgIHhUKB1KsmCXYU2Qo6BkMhkBnkKhmJycDAoKIsQPqQ7SwgS0Ys+ePQkJCa33x1SpYpAHt6Ozs6O5Ga8V7a2tHfdHfJ2696WpqcnV1fXzzz+/d+8e2OAIioGNGkKoubl5z549ERERra2teEVdq4n/f01nZ3tzc3tdXUd9fQdAbWlp7+xUDY+gyS0tLT4+Pp999tnt27eht5XqLWR5xZfAVI7JZAYHB8OkbGxsTFtbm8PhmJubnz592svLy9HREXMKIYwaj8cj6x45CgoODMYXrqu3WF0yY8CpejKZDPIUwA4gGMqxa5Rn5ZZIJBApinBzzpWVFS6XC/ZULC0RGPUwWxW4CywtLYH1BLuhUNmZ6lwuFxi3p6fHxsZGT09PX1//7Nmz8Acmenp62tra+g+Knp7eWT09/e+/1z9/HvvvrD5R9PT0zp59oNjAwEBHR0dXV9fAwEBPT+/cuXMBAQFLS0vQNXh4Ks6mRrhk6mNjY2KxeHx8HO97Rf6wowedlsEJRiaTQcAzzHH6+vo2b95cV1cn2mhWbvKR70KhcHh4GD4wkvuJ58HeJJFIYCjx5jAwKsEnHUxasvtBvoCKTqcvLS2phieVSu/cuePv77/64Bny5DPVBQLB7Ows4Sx3CAru6+uztbXFlIGsGFBIHFxdXR19fQOCYpwlqgZZMbAmQCt8fX0hgJwMj9DzCKHh4WEbGxulNyTA09XV1dHRMTAwgH//Ex78AZjhJ1JdpT2gp6d35swZV1dXeFXVVwx4Jblc7uLiYkBAAHT4/Py8qampSCTy9/e3trZOTU0tKCiAQ9fh5vhRw7LJ4wcXTN748rm5OXzKbBXw1DlTnclkgl/B6urq3NxcYGAguAQTs3KTLQNDQ0OGhoYuLi6QThqGVi6Xw2kacrkcpojgXgT5/Hg8HrwwDAaDy+UmJyfjD/dUuirG70fgryTPFFSk5cMLmUSUFpIX7UiZY7T6UVDQA5CsYn5+Hi7Au7PDJ0F0P/IfE9njjxnw8fGxsLDw8PBYWloSiURgKqLRaMDLkIAF3C/AhRAhBIZaOGh2aGgoNTUVj0edmAGE0PT0NHZImgp4MmX7aEC1hLpqDi7mArKBumTdA3iEUVOqt0pFKbwNP5rSV4O8n7WBfTSAtLq6Ojo6CvQN64l79+51d3fz+XwCGPjIEZr48e6jIYQaGhq8vb3lcrmNjU10dLS5uXlmZmZycrK9vX10dDScph4REWFlZXX58mVTU9OsrCwTExNXV9eYmBhDQ0Nvb+9Tp07hs+uoz2hiZU756oc0kLue3AQ4v+BLlFKG+lFQYFIoKCg4efIkfDDv3r3L5/OFQuHc3Fxra2tqaip8hcjwHjej2djYTE9Pl5SUODs7+/r6urq6VlVV2djYREVFpaWl1dXVhYeHe3l5WVpampiYQBro06dPp6WlgTHUxcXFwMAAPyJPi9HIigHbi4TLIH0boVBNxSDvBME2nzqMRv5crQVPTfcIdeApFAomk0lQyA0zGtQlx3UqfSX/lSwDCMdoVCpVR0enr6/v/PnzcPiIv79/SkqKp6entbV1Xl6em5tbdHT0gQMHLl68GBERYWlpWVxc7O7ubm9vj498Vp/RlFIGefNYadgp2cystPtgmkruvg0zGtZ7V69enZ2dZbPZFy9etLOzc3R0NDc3z8rKOnXqVG5uLiRKxNd9Mow2OTnZ1NSkqakJ5yoeOHAAUj87OjpmZGSYmZlFR0dHRUUFBgaampoePnzYx8eHSqXCqYvW1tYxMTH4Gz4tRiP3PCyfCZfxeDwyZaipGOR38qEYTU14SgMnyZShPrxHyGhrxXX+yzPa0NDQhQsXnJ2da2tr4WSwyspKyP6el5fn6Ojo7Oycnp7e1taWmpqam5ubnJzs4+OTnJycnZ3d0tKSnp7u5+cH2UpV4Pv3YzQnJ6epqam6ujorKysdHZ2MjIzLly/7+/t/+umnMGN9KqtOc3NzOCLE09Pz6tWrnZ2d1tbWCQkJUVFRpqam0dHRcFJXTk5OUlJSamqqq6traWlpQUFBQ0NDfHx8QEAAvqufMdozRvvXYzSEEJfLxQ68wN5/WP3hZ6HY9Bj/PBDsgm/m/wijZWVlsVisioqKK1euxMfHFxcXU6nUvLy8kpKSjIwMshX8CTCaTCYbHx+HoQHrDUII4u/QgwZybCwwwoL0gVKpFN/0M0Z7xmg/akYTiURcLndubk6IE7FYjD0kxPRh5gwICoW4UHBLYbFYmPUTTBJAGRKJBLuhQCBgMplwTjsI7FKDxQRfyGKxII4aKwFTLB6eSCRaXl6GQFZ8OZPJhCAvfF0mk0l4NBqNxmAwwA6Ir0uABwkzyfDA4Cu8b4UBeJjpGugeTP7QIWBLgc8G4dH4fD4GTy6XY7ZOwEl+tIeCByVCoRCjbxh+sO5DtDBwB5izWSwWBDNjww0CT4H1Htg6VcPDbJ1wKwwMm82GIEF8D8zOzhJGTR3FgOciD+7S0hKdTlcKj6AY5CbI8MAUS6irTs+rgEej0dSBR6hLhicUCuF4aYJSqQlPIBBwOBywdYKNUiwWMxgMAjyRSASJudfSWzy85eVlwiupPjzyoxFeSYCHRQHPzs4GBgbyeDyIcsfqUuRyOZjk5Q/KxMREYGAgONrhuRlPmWNjY1wul2z76+rqGhwcxN9NJpOBEwq+EIL4Ce0KBALJg0ctSCQScJfDroE9V4wsMIEYDkJd8tkfYMlWPHhMA7ibEOAR6gK8lQeTAkmlUgwedk/J/WNNEO6sP6lUiocHP/F4POyfg4ODcHIKoaOUwiM/mlwuFwqFAA8TqVSanp7u4+OTnp6OfQYJnz4ul3v37l056VgQgUAAznH4G4KRntAuAZ5CoZiamgoODiYMEBne6uoqnU4nNAFvFKEJUAzCo4EZDi8cDmd5eZkMb/XBkz7W6j34TuObgKTh+EIVeqsOPDabvS681dVV9eER2lWtt/i6YrEY/NGwx+FyuWrCIz8aGZ5MJiPDU1NvlTIGfIfkcrni/skp4LSBb2LNVWdpaamdnV1vb6+jo+Pt27f9/f0HBgZqa2u9vb0nJiYSEhJKSkoqKyvj4uLm5uaam5vr6uqCg4MnJibS09OPHj0K2cpVzyHVt4KTzZo/ROTKjOUrpORla83eZff9KqlUampqKsx61m10aWkJzmnGBPxsH2tcJzzXuXPnurq6vL29q6qq4Azz6elpDw+PhoaGnp6e0NDQtra2mJiY7u7ukZGRpqammJiYurq6/v5+SNJPaEL9VWd4eDjhMqX+B+S7Kb1S6agRPrHo/jx03cuU3vDJwFPqvUHejni26iQzxg/aR6urq9PS0jIyMkpKSrp8+bKOjo6FhYWDg8PAwICXl9fJkydtAk3dPgAAIABJREFUbGzs7e3d3d19fHwCAwNPnTplYmJy9uzZqKiogICAMsjzoxIfntHu3LkDcdTGxsbwImECkaSEQlNTUxMTE/MHRWldwmUWFhYXL140Nja2sLCA+9jY2OTl5ZH1TEVc59jYmJOT0+joaGZm5s2bN0NCQmJiYlpaWq5cuZKSkjI6Ouri4lJVVZWWlpaZmVlTU+Pn5+fu7n7p0qW6ujoXF5ebN2/Gx8cfP36cwPuPg9GkUun58+ctLS1NTU1zcnI0NDSuXLliaGhYUlLS3t6uqalpZGRkaWlJpVJ9fHwiIyONjY1Pnz5taWl58eLFoqIiJycnQrtqMtrMzIyjo+PY2Njdu3fv3Llz586du3fvDg0NjYyM4EvGxsZ6e3sJl42MjAwNDWElIENDQ6Ojo/jCsbGxwcFB/DV37969detWf38/ue7Y2Bj+stHR0aGhIUJd9eENDw+rA4/cBBne2NjY2NgYgYWfMdqjZ7Ty8vKAgICWlhY/Pz9PT097e/vU1FR3d/fo6Ojw8HArK6v4+HgqldrR0fHdd981NDS4ubl5eXlFRUV5eXldunSpurp6XXwYoxUUFOzbty8oKKi4uLisrKyUJEoLNyxlZWXYDcvKyrKzsw0NDTU1NQljqYLRWlpaEhMTxWKxj4+PtbX1sWPHqFSqsbFxWFgYlUo9e/asgYEBlUo1MjLq7e0tLi4+fvy4g4NDYGAgnIuhq6sbFRUVHx9P4P3HwWhisdjc3Lyvry8oKAhOjYuKioqIiKBSqTk5OXZ2dvBBSklJSUhIsLGxqa6uNjMzS0hI8PHxcXFxsbOzIy9R1WE0DocTGRkZFxeXiJOYmBhCSUJCQmhoaEJCAr4wLi4uNjY28UGJiYmJj48n1I2JicGXJCUlRUVFRUZGJiUlEeoSmoiPjyfUVQGP0K768KKjo9eFl5qaamZmRjjx4Bmj/SBGg11hQhtwsh5CaHx8fGlpqampaXl5eWZmpr6+XiqV9vb2Dg8Pw+4gHLPEYDAaGhqkUunY2FhNTQ05QRh5EgSL5IWFhQMHDgxvKN/LI5QrV65QqVR8CcSgES6DEoFA4OnpGRkZ6eTkFBUVZWNjExsb6+/vX1BQEBMTExQUZG9vn5KS4ufnd/v2bZg2AuN7enp6enqmp6dfvXrVzMyssbERf3MV+dGULlXI8MhpEuRy+dDQEGCemZkZGRnp7e2VyWT19fXT09MsFqu5uZnBYLDZbMhfihBqb2+HUy/r6+vJB5Xz+Xxyljc1Yz8e+bKOXPgjX3Uq3aPIysqqqakh3F/p4JL3rGFfidCoUr1V2gkSiSQ6Ohr7p0AgID+v+P6xeHh45KdQE56aeouUKRUYFuBvLD8a7PFh11D4fD4cK8vDCVA1/AErf9iMhyg/CNOFDARcLpfL5UJclUKhAKcNSDUJ3tsgXC6XTqfD5x1rgsViraysxMbGXr58GT1tmZqa0tDQYDAYQqEQ4LHZbAhQxffM0tISZKBmMpl1dXWDg4Orq6ttbW3Xr1+Hw1Dh7N7m5uaxsbGFhQUOhzM8PDwwMDA9PT00NDQzM9Pc3Mzj8UZHR7u7uyHDNdx5ZWXl+vXrmzZtqq6uhi4l9B6MCNZ7ZHh8Ph/gYYVg01xYWAA7F3zNZDLZ8vKy+H7ib9BOsFUJhULY8QUbJcQGExRjfn5+YWGB0C0q4OEFqBNfwuVyp6am4HkxgUyqhLpLS0uQWhpfl9CEQCBYXFxcWFgQCASEumB/x4TD4ZCbgGNuyfAIdX8gPEhUjRVKpdLU1NTi4mII/8ZGbWlpidDzDAYDrKJ4xZiamoJ2CT3Pe1AIiiEQCGg0WkdHx7Vr165cudLZ2dnb2ws5ryESkzC4hCaWl5fpdLqa8AgKSYYHvQc9j69LZgw4XJnP58NEys/PD77EeHgUHo9HZjQej8dkMsFqS+gXvOLyeDylXQ8HOKvGB+2urKzAyYlPm9AQg8H45ptvJicngdF4PJ4KzeDxeLDOgqgRGo0GFAACRh+wiPP5fAkukTFYeaAQ+ALTDGC0zZs3V1dXQzfie4/c80rhAWUQBgjeSULPY0yKfzQwhGMCkaqEwYWjs/kkol9XMQAeOGHgm/gh8Mi6pxQegXAfFh6h3bXgEXpeKTxgNDy81dXV9PT0wsJCjNHWggf50PElGKPhC9VRDLFYPD8//9e//vWFF1746U9/+pOf/GT37t1wzjkBHk+9nucpYwyM0dSBR360tRiNx+ORGQ27bM1VJ0znCIVqrn1gRrBuXZhnhoaGuru7PzwFPWKh0WjHjx/H7yeuNXsnz6LJvSeVSsn22XVn749j1alQKNSER340pYsLvnqrzicAT2m7MPEhX0bo+bXgKV03kQ2RG4andFlXWFhI9g14AqvO8PBwLHl6Xl4eQgg+5+Sn+FdadaKHOa9Tzf1pNc/rBMYMCQn58TAaFiaBHjJmgPBoSo306+6wPrHzOtV0yle6AaymZeAJwJP/u8QMFBUVlZeX40uegGUAIcTn8z/44AMKhbJv3z4YAv6/h2XgGaOhR81oSuXHyWjY9c8Y7WkxWklJCT5RDXpStk6EUGFh4aZNm7BlwRNgNKVCXhE+Y7QfKj+Q0bB/slisxsZGCPBOSEiora3F7il6GvnR1qIMGNxr1679/e9/h5wCYlLi5meM9mQYrbGxEZ/WAT0RRgMdKygoeOWVVzDfkSfAaBKJ5Pr161lZWaGhoWFhYbm5ucPDw2Sq2TijyeVy8YNZucGpAja55Q9mVSb3FLofuI6vC5t8+LoQESLF5diV3w9xDw4OflhGW1paqq6uFovFERERXC63rq4O/0rU1tYuLCw81A0RQjQa7dixY3Q6XaFQADwsmgSPGYsmwUpWVlZgJ2hoaOjixYu///3vKQ/Kb3/7WwMDAyyYDH83iUTCv5+hGJGioAi9t4pLXb0WPCyaBN8EFsdD6PmKioqDBw8mJCTs2bMH5ggQTYJdBsEuhMHFoqDw5WR4EOxCqIsFyuCbUAoPKBJfHQszwkqUwsOioMjwCN2yLjxoAovjwcMj9DzAw/e8CnhsNht7UQcHB8vKys6fP3/+/PmqqirsaAWldcnw8FFQ2GXq6C0ASEtLO3LkSFZW1q5du4BSsSgoQu+poxgQoUmGh+0wCoXCqKiojz/++MUXX8S/IJs2bdqxY0dycjJwLlaXzBg8lVFQcJnySHWRSLS8vIyPO4V3gMlkFhQUmJiYnDp16vvvv/f29i4vLwfWxF+5uLjIZDLx8a5rRarL5fLAwMCHZTQOhwOxO9ra2lVVVdHR0QkJCQEBAdeuXQsMDDQyMgoPD29/8LTQdYVOpx89enRubm51dVX4MKHgYrGYxWL5+flt2bKFsra8+OKLjo6OENqJ1eXjIn4VuKzcwkcXqc7n8yGvNGEo09LSdu3aBa5qAwMDH3/8cWJiIkIIa1dpQLKakeoitUPB+f/HItXBEwLdPxL3q6++srW1jY6OjoyMtLKyOnDggL6+PsyYIEm6CnhCoRDg8R4yUh3mJfHx8Z999hk4k3Z3d3/wwQeQffvRRqpD7yGEOjs7P/roIxUvCIVC2bVrF5y8BT2/wUh1pPaqMz8/X0ND45tvvnFycsrIyMjOzg4MDPzss8+2b9+OP2UWPZFVZ0ZGhr29fWVl5eXLl4OCgsLDw0tKSo4ePQpR2Z9//jnZxVe1bHjViRAyMDDARuW///u/jYyMUlJSSkpK0tLSTExM3n77bexXbW1tfCfIntKqMzMzc9++fXNzc+h+9vDZ2dkdO3akpaUR6gqfrTof6apzZWWFzWabmpoePHiwsbGRxWJ1dHRA7EpPTw+bzS4pKfn888/t7OzIC7FHuOqMjY396quv8EuZgYGBHTt2ZGZmIpKQe0+pYqy16kQI1dfX//KXv4RX4Kc//elXX30VGBhYVFRUWFjo6+t74MCB559/Hn79z//8Tzjy+bHvo5mamm7btk2pY0FWVtYHH3wQGhqKlTwBRmtubjY3N+dwOJcvX+7p6fHw8PDy8nJzc6urq0tMTHRwcCgoKHioG26Y0by9vWEwnnvuOQcHB/z5KSBsNtvT0/OFF16Ay+zt7bGfngqjpaSkfP3118PDw/39/bW1tQ0NDWVlZTdv3hwZGTlw4EBCQsJa8ECeMdoPYTSFQnH06FFDQ0OpVJqYmHjixIkLFy44ODjY2dkZGBicPHmysLBQLBYfO3bs+++/VxPewzJacHDw559/DhFBeBkeHn733XeTk5MJ5T+E0cRi8cjIyBtvvAHK/+mnnxLyNYDU19eD1ZVCobz99ttwEMxjZDRPT8/t27eTtwwxYTKZu3fvjo+Ph38+AUbD9uPh/7OzsyMjI6urq7DzKhQKYQKivmyM0fr7+3/2s59RKJSf/OQnsGpbS/Ly8n7+85/DmGEfhifPaDExMUeOHGlraysrK0tPT09MTDQ0NAwICEhLS8vLy6uvr//yyy+xczafMdojZzQPD49z584hhC5dumRpaUnY8B0fHz979uyVK1cQQhoaGllZWerAU4fRsAHy9fXV1NT09/f/+OOPvby84FepVHrp0qW9e/empKQcOHAAe5GxuhtjNKh76NAhUPsvvviCrDmYsFisPXv2wJX6+vpImR/co2G027dv79u3D171hYWFe/fujeFkfHwcyH5gYOCtt96CMMB/b1sn/p/a2towBtbW1us24enpCRcfOXIESp4Yo8HfoaGhR48e7e3tLSgoqKmpSUhI+OKLL/bu3btz587w8PD8/Pz4+PiOjo6vv/46ODgYa5fQxDNGU5/RCOM4NDT0ySefiEQie3t7Q0PD0dFRODG2oaGhoaGhsbHx5s2bCwsLBgYGISEh8/PzO3bswM+kfgijQbdTqdQTJ06IxeLl5eW//e1vzz33HHj2RkZGUiiU06dPI4Tm5+d3796NzwT1QxittLQUdP6tt94ikwxBpqamXn/9dQqF8sILL/T392OJBTH5oYwG+AwMDEC/29vb//SnP128eBFSzVy8eNHa2lpfX//dd98FIjt37pyVlRVaj9EUCkVnZyfWojqMxmaz5+fnyeUcDmdiYoIMHsJ3HmorTU1Gk0gkHR0dMF1lsVgwnX7jjTfIi02y8Pn8t956i0KhbN68GY6RfxyMplAo5ubm8N4A0A/+/v4QuFpeXp6dne3h4XHo0KH09HSE0LVr1w4dOqSrqwtp75aWlr7++mtfX1+kLDPdM0ZTk9EUCkVXVxdebx0dHb28vG7fvq2joxMVFfWHP/whICAgNDTU29vb398/JiZmz549x48f5/F4X3zxxfz8vLGxcUBAwLrw1GE0hJCtra2WlhbWY729vS+//DL47rz++uvbtm3D3iMajfb555/7+/uv1Xsylc4l+LmLoaEhMBpwyLri5uYG17u6upJ/VYvRxGIx2DpFOIEgRJFItLCw8N5778HJ6nV1dW+//fbFixfhbUQI3b59W1tb+89//jMc+9Ta2nrixAloWOkDY38fPHjwzTffDAwM5HA4MTEx6zJaZGSktbW1TCbr7e2trq5ms9kQZJufn+/m5jYwMADfOjabXVNTMzg4ePHixcjIyImJiY6OjtbWVjqdXlRUBDuOawl4b+BJUKYsmgQh9Nlnn23dujUjIyM3N/e5556D/X7V+DG5dOkSDFhGRgZCiM/nYye5YrbO+vp6oVC48jAnEGM4gS8GBgZ+9rOf7d27t7CwEHwX3d3djx8/LhAIxsfHwUvu888/x9tzhoeHP/3004yMjIiIiHv37vH5/CNHjri4uJAfATOW4UVpSk6ykzohYAWEfJyaTFmYEWQ2JhQqdZkkB2kpdXdS2gTZ7IN3tsDgqRlmpKen97vf/c7Pzw+mWqdPn+7r64M8Tqmpqbt377azs8M+olFRUd988w1MlHx8fOLi4iorK0G1RMrObwbr3rpH/MJjmpub6+joEB45Njb2F7/4xWuvvfa73/2uq6sL/xOTyTx48CC8mKurq+QeEN5Pe4t5V4BdEiFUXV29b98+yCby8ccfUyiULVu23Pt/7H13dFtXcjfXx2tvEvnEm92zZ7ObPUk268S7ieO1N3HbuFuWZVmyREqiWCSREinKLGJvYBF7J8EOdoJg7yTYRIK9g1VsYG8ACwiCnQABAsT9/pjwfU/vgRBEybK88RwfH/Dq3nfnzZs3786dmd+dmkJqUHd3N2zjgIuKfwskyk4ghl0mvAQ05HI5BJVlOMI47u3tfe+990CDmUymr69veXn5uXPnmExmRkbG+fPnsdp9TApVVVUsFovFYrW2trYcUnNzc21tbXNzc0tLC5vNfv/99+HFfvXVV999993AwEAVN7m9vR0RERESEtLW1ubs7BweHm5vb+/m5hYREWFhYeHs7EyhUIKDgwsKCsbHxy0tLW/evGllZeXv7+/r6xsYGBgZGXn79m0bGxt7e3vy1xsjgUBw9uzZ8vLytrY24LmxsbGurq4FR62trfgg9E9/+lOwaP7+/uo8LYQQjUaDsfDtlUgk29vbIHOE0NDQ0EsvvQRA2JCSg9H29ja8b9gDgjJ46La5uXnv3r3y8vLi4uKqqioajQZqoaGh8c4771y4cMHAwAC0ub29PSYmZmlpKSAgAFZhQCUlJXfu3JmdnY2JiWlqakII7e3t6erqmpiY3Lt3r6Kiory8vKKiorKysqCgoKCgoLKysqKiAloqKipKSkrgN1BVVVV5eXlpaWkVju7du8dkMsvLy+/hqKqqKj8/v6qqqhpHlZWV5eXlNQ8SDGSxWDU1NaBg1dXVFRUVLBxBlKOsrKyurq4WR5WVlfCvmH/HYrGqqqrqcdTQ0FBdXc1isRpwVF9fX1paWl9f34ij2trampqapqamxsbGpkOqqampr6+H383Nzc3NzV1dXefPn4en8Otf/9ra2vr06dOzs7OmpqZjY2ORkZH5+fllZWUXLlyIi4u7efOmp6fn+Pj4N998gxBisVg2Njbd3d2GhoboMEULO8sCUwNIlwNjqlQxgG7fvm1qakrWxt3d3f/4j//A/E0CiUSiixcvmpqa3rt3r6amprGxsaWlpaOjo7u7u6enh81mczgcwMKcmpqamZmZnJwEhyk3Nxfu+syZM+DEvPLKK0qXjWRaWVmBjM7XX38dUs/wOr+1tSUUCiE3jc/nA7IbfP6x+9VApKx3IHgBOBzOhQsX4H0rKSnx9PRECC0sLNy8edPS0hK+rlZWVhC/EAqFb775ZmJiYk5OTnZ2dlFRUSGOcnJyCgsLi4qKKisrwXLDhvqvf/1r1RatoaHBysrKzc3N3d09MDAwNzf3m2++CQ8Pz8jI0NPTs7KyunXrVmxsbE9PT0hIiLm5ubm5uZubm7+/v5WVVXR0NIPB0NHRKS4u9vX1Jcd3MFpdXf3qq69SU1OLi4uB4by8POAZo6KiopKSkjfeeAPLxgCLFhwcrM7TQgglJibCQFjSQyYz9q+Y10kYBVBO5O8ktuzt6+tzcHCor68vLy+HI+kwi/bGG2989dVXurq6MBFYNB6PNzAwcPr06a2tLUCFAhFxudzExERI5dvf37927ZqZmVljY2NNTQ3YGhaLVVJSUlJSgrVUV1eDqQKbhVFFRQWTyQSbhRGkKVRVVWGGr6KiIjc3F7OG8IPJZJaUlGBGE6i4uJjJZIJtBWIymUVFRfAbDFlFRUVeXl5eXh7WArieBQUFpaWleNTP4uLigoICJpNZiqOCgoLCwsLS0lK4x9LS0uLi4vT0dHjuJSUlxcXFJSUloBvwJ0a5ubkFBQVFOKqqqjp9+jSmKh9//PFbb701Pz9vYmIyPT0dHh6ek5ODEOLz+WA14A26efMm6LylpWVPTw/e1kjUOyBZJpPh/SG5XG5sbEyOnCKEQkJCTpw48Q//8A8//elPCaXyMJ2+vr6FhQU8X7jx3NzcrKwsBoORmJgIiJuxsbGRkZHh4eFhYWHh4eFJSUkWFhYaD9Krr75K9tOVklAo/O1vf6uhofHaa6+RF+8ikQiLT2JeJ6HKXdU+2sHBgVAoPH/+PERkiouLjYyMpqameDweWOX5+fnJyUkdHR2waG1tbe+++6788LADFXx/9tlnL774oqGh4fDwcGxsrK+vr4rOnZ2dcKpefn7++fPnU1NTm5qaNDU18/PzR0dHq6urORxOcXFxRkZGT09PcnJyc3NzTU1NQUEBl8uFBcXAwMDw8DCbzVbxoeDz+RcvXiTDNpDp/fff/8lPfmJjYxMSEgIWDb6r6pCjoyM8YwaDgZ7cPlp3dzfsiGHXeeGFF959993c3FxsS/j06dPb29uzs7NxcXFMJhMhpKOjc+bMmWvXrmlpaZ06dWpvb6+2tpZGo83MzIjF4osXLyrdDYCvpZr3qw6R98Ieh+Bb/QQv+DjsGRgYPP/881evXu3q6kIInTlzZmRkhEKhVFVVRURE3Llzp7W1ta2traurq7Ozs6mpiU6nf/311wih2NjYiIgIFot16dIl7GqPs49mZmamq6uLN4jNzc0//vGPwc16+eWX/+3f/g2/5be+vn7+/Hn8Kv6hhG3k5+XlaWhovPjii5cvX4YF189+9jOl++BkGhoaOnHihIaGxmeffUZ27Z9MZOD8+fMxMTEIoYGBAT09PYgJwFLI1NT09u3bN27cmJubQwh5eHjAp+Chsc709HQ2mw2/1UcTUigUsKO3ubk5PDyszhD1Sc3IwP7+fmpqand3Nwx5+eWXNTQ0fve736mj9zKZDNZ3P/nJTwYHB9GTs2g9PT2pqakIIaiSWVhYKC8vx+wObA4GBgZ+8cUXKysrlZWVKSkpHR0dUql0bm5uZmZmZmZGJBKNjIykp6dDZEBLSwu0WSlU1A+RATUjAwUFBfgVN4VCSUxMrK+vv3HjxujoqKOjo6urq4uLC/Z/Ozu7rKwshUJx7ty50dFRDw8P/Mf+MSMDVlZWly5dAonNzMz867/+64kTJ6A4D3IqL168CAMFAsGZM2ewvXwoF8Nf6qhYJzzc8vLya9eu9fT0IIQMDAzgE05I3j6KMIAjGxsbRMIKVteiyWQyWAThCZZzCCEmk/n6669jMjogEbRvbW2dOnVqaGgIIQQZYYQLkqUMYjpe9gbg5cJG6aOOVUpkfDTC6h2IcBdYrg35tF0ypaWlQecPPvgA5EbwOlXgo6n2Ont7e8GiEZ4uOlR6+B0WFvbll1+y2eyioqL4+Pi2tjahUAjbcK2trdnZ2QUFBb29vRcvXsTypclPDfBmCY3kZRGePYyUsicUCslpPUoz5gnvFTjjhG6AVkhoFIvFBKN5FHvkcm6hUEg21mqyR+hz//79U6dOKRQKPT29tLQ0dAR5enra2Njs7OycPHkSv7Q5ij3VXifWiBBycXHR1NQUCAQhISGvvPIKprR7e3tXrlz5/e9/X1tbu7y8fPr0aTxUN1l6BL0lsIfvnJ6eDjr/1ltvkSNFBNra2nr11Vehf2NjI7kD3uvE8NGIXuf+/j6ABUtxBJWoUN+LELp27Zq5ubkKVuRy+Zdffunu7o4OV3wbGxswGZBEItnc3IR1H1wf5lUoFFQq9RgWrbW19caNG6ampkNDQ1BmiBBaW1tbWFiIi4tT88Q5PEGsc3l5GQJtUH0J20x4sUBxHDQqFIqqqip4AC+//DJ5/wtP3d3dWOY0bKDASmRzcxMurlAoBgYGXnrppfr6epgL/0QAERfPCcYeZMNArj8UA2Jj4XONhYcQQpGRkSdPnmxpaamoqEhNTcVOAImPjy8rK2ttbf3666/BnMlkMgB3BKR1hBCEv+HkWhAvuHgSiWRqamp6elp0WF6uUCgODg4wwwdfPsh/3t3dxbMHVcDwecca4VulQvJAeOlh3dbW1oRCoVLpEcRCnoLAHkxBZu8oxcBLXil7CCE9PT1PT8+9vb0zZ86EhIQQLOP29jaFQrl8+TJCyMTEBJIcVbAnkUiWl5fxYlHBHszl6en5ySefzM3NSR9c7slkMqlUOjg4+Mknn0CuOFxhf38fnjvhqZElDzCz+/v7sEMPjXw+/8033wS1VxqdwEihUGALulOnTsnl8p3D87CxKQDuf39/Xy6XLy8vw0mjUHWLsachkUh2dnYWFxf3cIQdICCRSMDl0dXV1dXVhbpWAo2NjX300UdXrlyBQIxUKl1ZWVlbW4OHCiQWi+EIdPwU29vbCoXiGJXqQPHx8bCdGRgYaGlpGRMTY2BgUF5ebmhoSKPRHhV+AyrVFxcX4RMHYoGDx/E8A6I5NMpkMoVCYWxsDI/hZz/7GeRkkKm4uPjv//7voZu2tjY8EolEIhKJINAOeWSQvdHR0QFhLPzUcAgAnhOMPYVC0d7eDnneePagm0gkWlxchOA3GLWEhITPPvtsZGQEgB9gp3xoaGh0dPTcuXMMBoPD4eTl5d2/f9/MzIzD4ZiamkZFRQkEgo6OjtnZWQ6HMz097ePj09PTA5utMTExd+7ciY2NHRgYkMlksIibmpra3t5eWVmZmZnhcDg+Pj6gVBCSJ7AH4Sq8YiiVPABIYI146QFJpdLV1VWBQIDXPUx6+CnAfyFMAcjd+G5isZjM3kMV4yj2EEJ8Pv+9996LiYnZ29uzs7ODzUo6nZ6cnHz37t3z5897e3vLZDJ3d/dTp06Bu/dQ9vBiUc0erGWCgoJOnz5Nztacm5v7+OOPYfGICRAKUQlTkG8N2AOLgW/f3d1lsVhYCeD169eXl5fJL8js7Ky2tja2OIBdHUhswj9cOAlBKpXKZLLFxUUqlQrnOeDZe7jXCSSXy+3t7V977TU4dLKvr6+3tzcvL8/c3Pzzzz8PCwvDj1XT64Qv/7FrBmg0Wk1NzcTEhK+vr7a2dnx8vKOjY1RU1GeffaY6eKqU1PQ690jOhVgsxqo3NDQ0Pvnkk+joaDabPTY21t3dHR8f/8UXX2D/+t577+GLyQir96mpKQ0NDSqVqjQPjkDqe51kt47BYLz33nvz8/NYy8I5ApubAAAgAElEQVTCwqeffgrhBT6fD6eueXl5JSUlubm53bx509vbm0qlxsfH29vbZ2ZmWlpaGhsbgwUPCAgwMTEpKCiAqGV2draLi8ulS5fguDxbW1sPDw8dHR3s6/1Q9v5ivE4ye7DLqampefPmzfn5+ZmZmfT09JCQkNDQ0Ozs7MXFxbGxscuXLxsYGJAjfY/jde49CH4XFRX14YcfQvkk0PDw8EcffQTeA4Ee1evEExgWLMSvoaHxm9/8xsHBobq6Go49LS8vt7Ky+sUvfgH/+uKLLwIEiFLpqeV1okdBfBwaGgoMDDQ3Nz937tzHH3+sqakZFRVFXg09nSqo4uLi3t7egYEBCwuLkJCQ4uJi2HnNyMhITk5+1OPyHgd7Y3l52cTEBB+u/tGPfvTiiy9iiAJAOjo6BEx9wg4rfDb+7u/+7ve///3Fixfd3d1TUlKYTGZLS0tnZyeHwxkdHR0bGwOujooMqLP1jhDKzMx8++23IUDB4XA+/PDD3Nxc7F+9vb19fHxaWlpu3LiRm5sLnqmhoeG1a9eqqqqGhobs7Ozy8/OhMNDb2zs5OZnH4y0sLNy6dYtKpd64ccPLyysyMtLd3Z3JZLq4uEDKHlnp/4IjA0rZA39QLpf7+vqePHnS3Nw8OTkZcuvi4+MNDQ0//vhj8PrJj+wo9tSJDIhJiI+JiYl//vOfZ2ZmEEI9PT3vv/8+eDxPHPERxubk5GC7LkAvvPACtnYD+qd/+ifslL+nhGGLnwCTODmW/5TrOkG5FAjt4K7/qCH8x8GwhQ2jkpKSjz/++Pnnn9d4kJ577rn33nsvJyeHvFWsVDM6OzvPnj2rQaLnn3/++eeff+GFF2Bl9DgWDfowmcwPPviATqefPn0acO6xRwnZXqurq8nJyX19fdXV1XV1ddHR0TU1Nc7OzvHx8Tk5Oa2trfA5LSgosLGxCQ0N5fF4dDq9s7OztbXV1dW1urq6oKCgs7OzoKAgODgY9oD+j1s0cKix3/fu3fP399fV1b1x40Z0dHRlZSW8OEorap+sRUMIJScnf/7555mZmZ9//nldXR36ljFsp6enzc3NseUYnn71q1/Z29vj14yPZdHU8TqxeyNH3MjiezpeJ0II8fmouhqxWKiuDrFYqLoadXUhlalwR1+JaNHU9DrxpeAIof7+/piYGEtLSwMDA0tLy4iIiO7ubhgiVXY8MF4sCoXCy8vrl7/85W9/+9uzZ89aW1vHxMTk5uayWCwoYx4YGBgaGgKlfxyvU3qIyl1dXf3b3/6WxWIhZajcSgl2iwiNUAGDN0zkm0VH5Ij+n/I6laJyKyXy2/cEvU6MsrOz//Zv/xbS5RBCsC1F6POYXieBPS6Xm5WVRaFQIO/Xzc2ttLQUb8vw8xJaCF5nVFSUEq8Tq4LC6rNgwxvMsBxHMpkMs1OyQ7Rc2InELgftADdKGEvA2IV5jx3r/F9KSUF37qC0NBQfj5KTUVwcunkTKdt6fChBrJPP52OlarB/LH+QYA8S3yKRSKCGjPwC40l+iG6MHyvFoXIrFIqJiQkNDQ1vb++H1tjj2VMoFGw2Ozk5GTJa9h4ESZceonITJI8ZICqVChDqmKHEpth/EHwZQpabm5sYKjf2f5FIRM7GwrChydZEHfYeKvl9Eja0XC4H7GVCo1LJkx8uxF4IU8BWNIE9dRQDYw+K2ODepVIpZjIgeAdZAQjnACkUCjiUF/sTfkBF7UPZU1NvYdLi4uITJ060tLTAcwFU7odKT6nkyezJDlG5sZajEu+BbcJYssUAeF75YRVUZGQkVruK9dGA4s/JycnVQxIKhXw+f3h4GE4R3tvbw2pB5+bmRkZGJiYm4E8Igqyvr/P5/NnZWahwlkgkXC4XTu2GM00h/MTj8eAIcWyW5eVlkUjk7+9/fIuWmIjq6hBCKCsLwXaepyfCbXirTysrK19//fXU1BSctg1CWFhYwG4BGhcWFvh8PuAUb25uCoXClZWViYkJrA9EXgQCwdLSEmQSwEA4URV+Y1eDI6zhT5FI1NraeuLEiYaGhq2trY2NDfzUCwsLBOlh7O3u7tbW1sbGxu7t7S0sLAAkOn6KiYkJgUCAb4RzcNfX11dWVvz8/GZmZjY3N2dnZzMzM+VyOYvFYrPZUPKN4TtjhdB8Pl8gEEAL1i4UCjc3N3t6enx8fCIjI0tLS4eHh6EOEfSnvr7+3r17bm5uRUVFILeHsneU5LFGvPSA1tfX5+bm5ubm4JBgjHg83srKylGSxxoXFxcJ0hMIBJOTk4Sx6rPH4/FEIlF1dfX169eFQuH8/HxVVRXAcPX29jY1NTk5OTU2NnI4nMbGxqWlpZaWltnZ2aioKG9v7+bm5qmpqfb2dqFQ2NbW1tvbu7KyQmZvYmKCwJ5SvV1cXCSwt76+zuVy//jHP2poaHz00Ufgb3K53NnZWbz04NbUkR6c/Yx1g6PUJycn8fNizx07sRiOVYarwTsFPckWAxiemZlZW1vb3NycmJgICAjg8/lLS0t49jQAhEAgECgOCSFUXV199epVkUg0Pz8PmBaTk5Otra01NTXu7u5sNnt6erq+vn53d7e1tXV8fNzPzy8oKGh0dHRmZqapqYnP57NYLAxdF7KT4IutwJFUKlUoFMc4OeX/E4OBMjNRejr66itkZYVqa1FAAOJyj3El8Drh5BSMPfCy8QQ5RwghLpeLuep4F3t5eXlqaorsxa+urs7Pz5NzU3d2djCxj4yMwMkpBEGB9ORyOUF6GHvd3d2QQwTfK3w3mUwmEAhg3Y0RBP7hIlQqFbjd2Ni4cuUKk8k0NjYGSPGoqKiamhoPDw+olHR3d29paSkuLnZ1de3t7Q0JCaFSqQ0NDXfv3oUNtYqKisuXL0PpLp1Oj4iIiImJ8fb2Liws1NbWLi8vb2xsdHJygqnVYQ8vAZA8vhGWHoQHtLW1tbm5SWiElDp8C+RtEbpBjgtZeoR5pVKp+uwhhDIyMvz8/Nrb24ODgx0cHFxdXZ2dnb28vNzd3Z2cnKKjo319fQMCAvr7+/39/Q0NDV1cXMzNzUNCQoKCgry8vEJDQ6FEZ3x8nKAYcrlcKXtK9ZagGOjBE4jz8vLQ4TYf4dZgA5QgFrLkCdLb29ubnJwkHy+9vb09NjZGLoqCTz4ZlQs/xc7ODkChKBQKgUAQGRkJSRt49pRHBtLS0vz9/dva2nx9fX19fb29vZ2dnUGyFArF29s7MDCQRqNNTU35+/tDOSuFQomJifH39w8ODraysjI1NbW2tobqKKQyMkClUn18fJQZGTWITkfFxai/Hxkbo8REND2NfH2PZ9FWVlbgLCg8e0p3WEGrrK2tk5OTpVIpi8UCgKOqqqru7m4ajRYeHj45OVlSUjI4OLi4uFhZWdnT02NgYJCbm7u4uFhWVsbhcKampnJzc2dmZvBbD0+kCuqRtt739/fDw8PByd3e3r5+/ToAAWRlZSUmJn711VcUCqWiosLNzc3IyKitre369esnT560sbHx8fEJCgqKiopyc3MzMTGBkqmamprbt283Nzfn5OQYGhpCAPratWuxsbEBAQEIobi4OHBw1GSPIPnvXWRAJpMtLy/Du0ChUMLDw2tqavT09EJDQ1kslpaWlo2NjZWVlbu7++zsbFpamru7u4GBAY1G8/LyMjAwiIqKKisrMzAwyMvL8/X1JadwP05kYHt7++233/7rv/7rn/zkJ3/1V3916tQpLCv4odKTqxEZaGlp0dPT43K58C7weLzh4eHKysp79+45Ozt3dnaOjY2VlpZubGzU1tZ2d3dDeJ3D4UBKx9bWVmlpKaFy4JixztnZWXNzcycnJxcXl4CAgMrKSgsLCz8/v3v37mlqalpZWRkZGcGKLC0tzc7O7tatWxCet7e39/Pzq6ysPHPmDJ1Op1KpUNuFVFq0+Ph4FxcXdDyKi0MFBQghVFGBeDy0v4+cnI7ndS4tLWlqauLXUEdpBkJoYmIiODiYRqPV19c7Ojr6+flZW1sHBAT4+vra29s7OTkBwFFdXd39+/cvX75sYWFhbW0dGhp69+7d0NDQkJCQW7du2dnZeXt743Xl6Vs0iUSCWTShUAh40JmZmS4uLnfu3LGxsXFwcLC3tw8ODra3t3d1dQ0LC6NQKJ6enllZWRkZGTk5ObGxsZ6enpaWlgihqqoqyM+sqqoyMzPLyMgArDofHx8vL6+ZmRkWi0WwBX/ZFk0ul3d1dbW0tOzv7xcWFurr69vY2DCZTAMDAz8/v9bW1szMzIaGhvz8fG9v74qKirCwMDqdXlZWFhYWVltbm5OTEx4e3tbW1tbWVl5eDms0MnvHs2hisXhgYKC7u9vd3X1wcHBsbAzWrU/KoqWkpPj7+xcWFgYEBFCpVFtbW2dn56ioqNu3bzs5OUHJanp6+tDQUEhIyFdffeXo6Hj37t3g4GBfX9+oqChbW1tra2szMzNAkwU6pkXr6+uDNKWysjItLS0PD4/Ozk4dHZ3w8PDm5ubS0tLW1tbKykoALIuMjCwoKKioqEhKShoaGqqoqIiKimpoaAA0MSxV7SiLplAoRkdHAdYGHYOqq5G1NQoLQzExKDwc+foiFxd0rErPmJgYKysrAntKlV6hUKSkpLi6ujo6Onp4eERHR0dHR5uYmDAYjLCwsJs3b965c+fWrVsZGRlsNtvd3d3ExMTKysrDwyMgIMDU1JTBYISGht68ebOystLDwwOvBE/fou3t7WEWDYrhEEKQmz4+Pr68vEyj0eLj47e2tsLDw4uKihBCi4uLra2tUGoDGx8DAwOLi4sKhQJTuN3dXdhG3Nra6uvrk0gki4uLW1tbUI+lPnt4+j5aNEIOU11dnVAoXF9fh+AyvidSgyCuR2bveBYNdEwikdBoNKzxSWVvzM3N3blzx9vb29LS0svLKz8/39zc3MvLq6CgQEdHx8LCwtLS0tvbu6OjIzU11dbW9tq1a15eXl5eXk5OTj4+Pnl5edevXwdvHeoHgB4rewM6QdW0QqFQXbRIIKWRe6XZG6DfVCr17NmzlZWVkETKIRG5cXR0dHR0lDM8zGlv5zQ3c1paOC0toy0tnN5ezoOdjxzL4XA4nLGxsb6+vqCgoM8++wzzkTH2jgrwg+skFotDQkK0tbVLS0szMjJ0dHTq6upGRkZqamrGxsbi4uJqa2sbGxsZDAabzQa4Lh6Pl5CQ0NLS0tvbOzEx0dnZiX/Dv71KdfK3BObd29uLiIgALSHfLMLlW2IaLCadDA+yIr+W5Fi+nAT18+xnb5AN7uNkb+zu7pL3UskPF/ahyFMoZY9srNXJ3lAoFBBsBdxEjL0nkr0xNjYGJ282Njbq6up6eXn19PQYGxvTaLSRkREWizU4ONja2hobGzs4OJiVlVVRUdHQ0FBQUDA5OdnU1MRgMEZHR/v7+9lsNj6hSi18tL29ve3tbSj9w+JZ4E7DYCzVFupdoRgVdA7yOWBPFHZzocKLz+evra1JcIi6IpFobW0NC41BTwgVw8VLS0uNjIy0tbW1tbWvXLmig6MrV65cunRJ50G6cuXKlStXdPT0dK5d07l2TefqVZ2rV7X19a/o6xO6aWtrE8Zevnz58uXLurq6Ojo62traurq67u7uk5OTB4cnyYuVoRtDI0Rw0KHt4PP5/f39EokEoiL4p0t+w6HaFq8WBwcHGCr3wcFBf38/oHLDJqsYRypQuQ8ODrC6zvX19e3tbYxnyDOA46XxjRBLBYUODQ2F3eW1tTUCvjMUpQMnsDCRSCQQfnooe7CJS5AeAVcasjQWFhYg6YSgGEolj2/EQrEYSSQSCJMpZQ8/xeOwd5Ri4CWPsYcQGhkZgeV8U1OTTCaDRjAoCCG5XA7ZM7A/Kz9MXYT1HZihsrKyqakpWBfjpxCLxQ9F5T6KPbgan88PCwuDekyJRAJxTLz09vb2lCoGQfIgPUAEEIvF8IWDeeGzLZFIYA8Ku3HMsKLDhB6EW65iXh0sOcWHqNx8Ph9ePUDlhkXlA6jcsPzm8/lY2R0QBroAKSEDAwOWlpaGhoYsFmt7exu+2FBtT6PRNjY2ICMJCGL5+KuBNSRMIRaLsZQTuA3Ic4FvEUaQLic9ROwAwiwpniB3hDAWM8EYQfQXfksP0eslEokUB3sN7GGQ2RiBWmA3BWyDcw0fEHjbwdbDlaHzwcEBqCP+alC8Db8VCsXg4CBgbxAEBdIjsAe6CwM7OzsBewNwCAhT8Pl8wlhALIAEHyqVCjk++Fsjs4fR2tra+vo6oVEFe3hSyh7gvpDZI4wlswe5XYRu6+vra2trZPbgoTyUPbwawxTYK4QRprfqsAf2yMfHh8vluri4APo5k8nMysqCIHJNTU1FRUV0dLSrq6uXl5ePj09jY6OHh0dkZCSTyTQzM4uLizt79mxRURGW90dgjzDvUXpLkDyERFdXV6lUKvamQ87QQ6WnVDHI0tvf34d9DAiPgsGCQnfogA7zH+FjCd2wsWSLAe+XTCY7ODhYXl6OiIiALwdeAurWDBwcHBQVFVGpVIVCkZGRYW5unpOTA5tBd+7coVKpIyMjWGf1awbIq3cp6YAMhUJBzjjFJIInpWVb5NxreK/I7BHmlalXMyA7/Orm5+fr6el5eHgsLi4uLS3BW7q+vt7V1ZWXlycSieBTjB/7dPDRVLh1IpEoIiICXjzyrSl1LuAz9kjsYfSo7OHpu/I6H79m4N69e5BbExAQcO3atebmZgsLCzisOjQ0NCkpKSEhwcDAICkpycfHJyEh4euvvzY2Ng4KCoJ4OgRewIlTyt4z6HViBPYRISSVSiFl0snJqbOzs6KiYm5uDlILdnZ2MjMzm5qaCHpFnoJcqa7E60Rq13VWVFTExcVtbm7GxcVpa2sHBga6urpGRUVdvHgRzojGeqpf16nODqtMJiPvBCktO1VzAxiWqWT2yMWPSg2fUvbgN0T0hEKhhYWFt7e3t7e3g4NDdnb2tWvXCgoKINMHP1b+LWDYPlJkYHd3F7No5FtTugH8A4at+pEBYK+tre3mzZsBAQF5eXnFxcWWlpZJSUkRERF+fn6ZmZk2NjbOzs4eHh6VlZVpaWlQA+vh4ZGSkhIVFcVkMhMTE52cnOC4wicYGTg4OJBKpevr63iL9q3WdTIYjLKyMltb25SUlLi4uJiYGFtb25ycHCcnJ8hiYbFYmOYrtRhPuFK9sbExNzcXcCbc3d0zMzM9PT0DAgJiY2NjY2PxK4v/sxbt7t27c3NzTU1NDg4O+vr6qampDg4OERER//3f/w1HyanWjKdv0XZ2diIiIsBC/WDRviWLJpPJJicnAUdeIpHcv38fWJqYmEAIcblc2AvDdq8QQvPz81wuFybC7zh/ry1aW1ubjo5Od3e3mZlZcnKyu7t7R0cHpCvm5eW98847eD/vsSyaUq+TbDKwaPTm5iYUACwvL2MrcPwdPo7XSV69y+VyNQvp1XQuoFCJPPZ4XieevZSUFKFQWFhYaGlpGRkZWVRURKFQ0tLSMjMzU1JSyCdRfede587OTmRkJNj3H7zOp1CprtQakp01pAw8Rmms89n3OjH2lpeXPTw8ZDJZZGTkxMREdna2vb09HKlVW1vLYDDodDr+Xo7pdcpIkYH9Bw8cxdph8xieJT4os7OzAzcsPzwyb3V1FZRe9T4feYcVJKXmGo382I69RoNt+0eNDADt7e0R4iqw8Qc7r/B2gfbAZxY/9juPDKyvr4eHh29ubj6bkQGCfsue1hoN26J+/MgAvORra2slJSW5ublDQ0PkLzEQHMFFbl9aWlpYWICH+32MDGDsQTAXVp1gQMA8yWQyeEBgE7Gxx4wM7CnL3tje3k5JSaHRaCBKdBhVPTg4wMwwmJj9/X3QldHRUcxM7O7uCoXCvr4+4F6sMnsDOsBjlsvlWN0pRisrK9PT01DgitHy8jKUxeJpcXERap7xY6GoGF8WOzc3x+PxoIwcClxBA9TM3sDMOjqEScDSI8DOSiQSWL2DZGC1C8tjgECASwGEgFAohIs//ewNmUwmEAjCwsLA/qoTpH9q2Rug6wqFAqqm4eESFEMgEJAfLpfLnZ+fxx6u+oohFAqXlpagrBqziY+fvSEWixFCVVVVNjY21dXVVlZWQ0ND+fn5PB6vp6cnJSVlaWmpsLCQzWZXVlZmZmZubGz09vb29PRkZWUJBIK6urpr164VFhYihMhnqouf1ewN8eGyjoClLpVKMch1Ce6klY2NDfj2yw9RyMFiwOuD6Z5QnewNRPI6FQpFTEwMnU4vLS2tqKiYmJhITU2dnZ0tKCgAvHkWi1VeXj45OclgMHp7e9PS0qqqqvT19bu6urKysvr6+gYGBuzs7Nzc3PCfGvHDvE46nW5oaHj58uVHyEd7kJTmsh2Vj4bvo6Oj4+DgwH2wIFSm0uusqKiIiIgApFylXgN0bm1txf6EU00xEgqFra2tMty64+ln2G5ubkZFRYEP/ux4ndCntLTU2NgYe9DkhwuNqh/uUd2UKsaVQ9LR0bG2toaDzZ5Ihm1TU9Pt27eDgoICAwNtbW21tLRgD7qysjI4OPjMmTP29vZ37961s7NLT0+HkhJ9fX1ra+uwsLC7d+9WVlaioxOAH9PrjIyM/Da8zqmpqZCQEEBzQUdTd3c3VrU+NTWFLaGAmpub8cqmVoYtIkUG9vb24JyL8vLy2NhYAwODa9euubu729ra+vj42NjY6OjoWFlZwRG8IyMjxsbGhoaGYWFhTk5Oly5dsrKysrCwSE1NxSNqPDQy4OTkpKur29nZubCwsLCwwMPRwsLC4uIi70Eid1PaqE63xcXFycnJyMjITz/9FJ8le9QOK0KoqqrKy8uLzWazWKyuri53d/fe3t7i4uLw8PCEhISCggIWi+Xv75+XlwcF/zExMdXV1adPn4a6sf7+/sbGRmNjYwqFgr/4048MbGxsYBZN/MxEBhBCYWFhZ86cqa+vh43zYz/cYyjG4uLizMwMg8H44IMPOjs7yabqUSMDCKHq6moPD4/09HQPDw8oAEpMTIRaaXd3d3NzcwaD4eDgwGQytbW1y8rKHB0dAwMDfXx8qFQqYCKiJ41h+61GBjY2NhwdHVtaWnJzc0dHR2k0Wm5ubnd3N5VKTUhIiI6Obm1tjYqKys/PDwkJKSkpSUlJKSsr++abb2g0WmlpKYPBmJ6eDg4OPn/+PB484pixToVCkZSURKVSoV7U2dnZ39+fRqMFBQUVFBTY29s7ODgkJCR4eXlVVFTEx8dfv37dysoqKCjIzc3N0dExKSkJStw9PDzw11Rh0drb28+fP69mddu3R9HR0XDuKZAKiwbnXSOEuFzunTt3cnJybG1tHRwcAgICACLG2tq6vLz85s2bzs7Oenp6t27dCgkJoVAopqamhoaGUPWdm5sL6PsYPX2Ltr6+HhUVBdr57Fi0qampL774QkgKBz1lKisr09fX39raIgfBH9WiLS4uTk1NIYTq6+vb2toyMzNnZmaGhobodPrKykpBQUF9ff3w8LBQKOzu7t7b2xsfH09OTubz+U1NTWlpaZCn+j2yaJOTk56engghqVQaFRWVkJCQkJCgq6sLGRseHh5Xr17NycmhUqkmJibm5ua6urqAgBAQEHD16lV7e3s9Pb3s7GwHBwf8MSaPlb1RUVGRn58vEokEAkF+fv7s7Ozs7Oz09LRAIOjp6amtreXxeCsrK3Nzc1VVVRwOp7e3d2FhoaKiYnh4eH5+Pj09HXICgVRbtJCQEMK7/Z3QzMyMlpYW5lCosGj9/f1OTk5paWkRERH+/v53794NCAiIjIzMzc1NTEwMCwuzsLAIDAx0cnLy8vJyc3Pz8fEpLS21s7NzcXHx8PCg0+mQzQcnj2D0NC0aKN/+/j5swCFljsl3ZdGys7NVnw/7dEgkEp0/fx58Tzwdw6JhJJfLj4oMPJS+RxZNIpH4+vomJCT4+fklJib6+PiEhYXB0ROhoaHJycnGxsY+Pj6BgYEUCsXd3d3R0RHQery9vV1dXePj44ODg728vIyMjB55jQZZ9bDVgtFRMj1qw4hAmOuLXfDgCMRHED3csDpX/lZpfn5eS0sL9hEUD0N8HB8fLysrg2hmWVkZbLKurq6urKwsLS25uLjQ6XSoyBEIBDU1NRsbGyMjI0tLS/X19SsrK9A4Pz8PcR8FDvGxqakJ3nCC9AiIj/uHmIUIoe7ubrBoYmWIj7DVgm8EpMCGhgYmk2ljY3Pv3r3Ozs6NjQ3CA5KRgP0QzqLh21Wwhycye2DR8GMRQikpKba2tt+VGmAkFou1tLSwakSMyIiPikPFINyaUulhQQ+89OCdxEteqfQkDwJSgkXbPxbiI8QWwaJhFhCzaGT28C0PZQ8hJBKJmEwm7B13dnaOj49DIJXL5a6srGRkZFAolKmpKSjXbW1tBdDs+fn5kZGRjo4OuVxeX1/f09OD6SSwh6WpCwSCqKgoCRnxUSwWb21t8Xg8EY7EYjEgoENMBCOhUAgxWqwboOviu+3t7S0vL6+urkLAAgiin3C+BjZ2c3MTwhne3t6hoaHfhdI+QHNzc5qamqurq6CyAGqOvzWxWAwIOdheKfSE2A2EnCGEzOVy4csG1aMIISzQiRDCGuFbAhc/ODiAE4hZLBaIUbXkMfYODg5aW1sTExMRQhh7WLednR0ejweBSKxRJBItLS3953/+JxzEB8eMwjG9hLFCoRDPxt7eHgCNPpS97e1tsvTW19fhgG4Ce5DVAY0IoeTkZGtr6+9SFRBCCIlEIk1NzY6ODlj1kCWvVDGwRqXSEwgEkG9Blh5+Cnit8H3I0hOJRLu7uzweDzIzHpU9gCFYWloKDQ2FGOXe3t7q6iqBPbFYLBQKCVOQbw3Yw1sMWK9BIgE6TJPASq0hMIo1QuhTJpPBtw0hBPFTMJSY9FZXV7Ej7iHWCZFTPHsaCoUCQvIHOFLg0kbw7WCt8d329/fhQ4RvBLuLb4TvlX+59EQAACAASURBVPzw9A3oBjWrCCE/P79nwaLNzs5evHhxa2uL8K3D8yw6/NZhLVKpVCAQEG4N7g4hhB+OoRtj3WARBH8iHCo3PFfVksfYQwhhqNxk9vb394E9fCPwlpqaioEyw+l2hLF49rBGAGVRRzGUSg8+4/gpMFRuTA50Oh2/ofldkUgk0tLS6u3txRZEBMmrUIyDgwOl0oO8GaXSIzw18lhsEYQ1ynGo3I/KHqzR1tbWwsPDsSUnhsqNH6tab/HsESzGUexh+e1HKQaMhZRJ/BSqUbmh26Od1ylSb7vkUaugnimLhm0SPVIVlOJoVx0j0cP2I57mPhps6PzpT3/S0ND4+uuvkbLUiu9qHy0tLe3ZsWh9fX2E9sfZR1N6up1SxVAqve/LPhqQ4sEqKCA1FUOpxXjyJxB/hxZtb2/vkYJfZOYfSse2aBgonUgkqqur8/T01NfXP3v2rL6+vpubW3V1NVwTy0bG6LuyaNj1c3Jy/uZv/obNZhPalbIH9IxYNKlU+m3rww8WTQV7fyEWDSaA1SmZLYyeuEWbnJyE6GF8fDw4PugQZQhw3BBCGOJQY2NjTEzM0NDQzs4OlOyEhoZCCYWKKdBjWDTolpycDGeFkenf//3fY2JiyPL8riza2tpaQkKCqampjo7O7373u3PnztnY2BQXF5PHPpsWbX193cbGJiAgIDQ0FNLQQWJQlwKxHUz1BwYGIiIienp6Njc3AQwSyiSwUUfRDxZNBXvPtEWTy+XkQ6iw3Ws89ff3u7i4fP755++///65c+dMTEzc3NwASwBPsH9JZprQgkWy/f39VVs0NpttZ2c3ODjo5OSUk5Ojr6+flJQUFRVlaWnp4ODg5uYGiD3R0dEJCQk3btwwNzcvKSnp7e29cePG3bt3r1y5kp2draenFxcXp2IWsGhYoBY2Ggh9JMrAaaenpy9duoQ3YSdOnPjZz3720ksv4Ru/+OILQlmC4kHwZRU1A2TpHRwcYOz19vbS6XSkDA9doVAQ1jIpKSlnzpyxsLCoqKgYGxvjcrkcDic3N9fY2PjLL7/Mz88/ij2g7e1tcp2/avYwUsoeWfcYDIZqizY/P29hYTE0NOTs7JyTk2NkZESlUhMTE0EfHB0ds7OzjY2N/f3909LSTE1Nb926lZ2dPTg4aGpq6uHhcfny5YyMjJs3b/r5+anIpQCLBoc04klpBoZSxSCLZXd3l/w9gO0nfAu214knqH4lNK6trRHmPUpvybn78JmH3ShoER1WIj+UPfKtqcmemoqBlEkP4h7wWygURkdHg5nCT6EBxZ+zs7MbOIKvmUAggG1g2F02MzM7c+aMp6dnVVUVl8vlcrltbW3W1tZ/+MMf7OzsIBgBpWdcLndpaQk2QYHW19eXl5chGoJNAYEVuVzu4eGh2qL19fXp6Ojcvn07PDzcxcXFzs4uMjLS2dk5Ozs7ICAgPDz8888/d3Nzc3V1tbS0bGtrMzMzCwoKSk9P/+abb0xNTcPCwmxsbGxsbKKioshqh9Hc3NyFCxeWlpbgSwVFZJubm3ieoe4Pa5RKpUtLS2+88QbYrOeee+7SpUs5OTnj4+N8Pn9ychJOAHrhhRewxdrs7KxMJoOrra2t8fl8LKzMZrNPnDhRVVUFYsQ/ET6fT5Aexp5YLG5sbIyLi5NKpXDIMcYeTDEzMwOFfuvr6/r6+leuXIHK1tjYWGdnZzi5isFgrK2t9fX1ffTRR87OzrAvi2cPaGtrCxLr1WcP30hmb319HdjDGvf39+Pj41VbtKWlJV1d3Tt37sDpQaamptHR0XZ2djk5OV5eXvHx8SdPnrSzswsICDA0NOzq6rK2tvb396fT6XZ2diYmJsHBwY6OjmZmZsHBweQXGCORSKSpqdnc3AxhQbzerqysqFYMTOfJ0uPxeGTpAa4y/qkRJA+vJF56MAUcGIwfq47ewlg4QzYwMFAgEGxtbW1tbUFxDp49GKsme2Ax8O2zs7P4edVUjA1lFmNra2tpaYnL5cLZADMzM0FBQVDei2dPAxZyXC53Z2dnF0fr6+vg04nFYj6f/8477+jo6Ch13Obn5wG2H4IsIpEICoMhQgy0s7MDgBz4KTY2NsCEe3p6qrZoQ0NDeXl5BwcH0dHRdDrdy8urpKQkOzu7rq4uJyenqKgoIyPDw8ODyWRmZmaam5uHhoaWlJT4+vpSKJSEhISQkJDc3Fw4KFeFozE7OwtHdorFYlBiyDjBEzwe7E+ZTKapqQnW6je/+Q3U35GpsbHxlVdegW4nT56E60MNHTaFVCrt6el56aWXampqIBMCLz2IoOM5wdiTSqUtLS0JCQmyQzx0fDf4wEDo+fr16yYmJgghPz+/CxcuwPFOlZWVBQUFvr6+Z86cyczM3N/f//LLL0NCQhBCkEOAv5pIJFpeXubz+Xj2dnd3IUhPmJcsvbW1tY2NDXzL9vY2l8vFj5XL5YmJiaot2uLiInjZycnJKSkpvr6+eXl5WVlZ9fX1mZmZcHyyr69vbm4uICz6+/uXlJSEhoZCuUtISEh2dra3tzeDwSAvKzACi9bW1ga12QS9Va0YcGtk6fH5/OXlZbL0AOFKtfTg9ca37OzswBuOb1Sqt/DOE9jb2NhYXFwMCQmBxB2RSATHthPYg9J9ddjDdoHw7BHmPYo98q0RLIZIJBIIBEtLS5AsMj8/HxoaCrYPz55aXqehoSGWwz0+Pg4nDMJJguPj49BuYGBgYWEBv5+410mgXZLXg3BpvfjSVpgUFrTk+moCHcPrLC0tBTv1y1/+kuye4Gl8fPyf//mfoTMcaomenNfZ19f3UK8zJydHU1MTIWRmZmZnZzcxMdHb28tisRwcHPr7+3t6eiYmJnR0dMLCwiQSyTvvvAOnf5HnBSV7JPYwelJeJ4HIpdQIt7V3lD6Q9/7IV3j2vU4hCb7t/7rXiR4WGaioqNDS0oLGoaGhlJSU4eHh4eHhjIyMycnJ5OTkgYEBhND6+vqrr74KZyBvqBcZQIcow9+v7A3st0Kh+PTTT8FIATyZaiosLHzuuec0NDTeeust2eGxEU8hMgAL+48//nhycpJGo92+fXtjY6Oqqqq9vX1mZsbZ2Xltba24uLi9vX1zc/PMmTNtbW0lJSVQaUvWqmchMvB06IfIgAr2nunIwFEWDeY4e/Zseno6Qmh4eJhOp4MlFovFUH4hkUiysrLgO+bh4XHjxg2khkVTKBRwIDn8GRAQAG6OCurv729rayO3w5oRAyTB9x8ZGcEf9vdQUseiyWSy2NhY4HxhYQH2/v/whz+oU6ynUCjefvttDQ2NH//4x729vehpWTSJRFJWVqajo7Ozs3Pu3LmRkRGs+JnH41VXV8OQzs7Oqqqq5uZmPT293d3dL7/8cm5ujrzu+DYsmkKhyMjIYDKZ0JiRkfHQmoHp6WmA3icQj8err6/HY6gAjYyMDA4OEsBqVNMPFk0Fe8+0RZPhkPIxAubm5+fffPPNqakphULR2to6PT0NC7fh4eGSkhIYC8j6BwcHIyMjV65cgUbyGpLA3FtvvfXcc8/p6Oj09/cHBgZSqVR0NCkUipCQEE9Pz62tLTqdHhkZOTAwkJCQkJqaGhcXR6FQ2trakpOT09LSFhYWIiIiioqKtLS0QkNDBwYGkpKS0tPTW1tbPTw8iouLVe+jXbp06aG1q//zP//zox/9yNjY2MPDA0qI7ty5o3oIRm5ubrCmAwN08CDOFGbRyLcvVglAhlk0pQBkBwcHfn5+NBoNTiGanZ0dGxuDeQcHBxkMBvQUi8V9fX1cLldXV5fL5drY2ACIDYGg0ovMoZoSIBO8G3p6ehoaGl999VVTUxOdTre3t1c9Ki0tzdLScmtrC44a6evry8zMpNFoaWlpDg4OdXV1hYWFkZGRS0tL8fHxBQUF169fd3Fx6evrKygoiI6O7u7u9vX1ZTAYKtC7RCLRxYsXAQLveEQWyz7pXHSl3dQnpTsw6pNYLP5WUbnJ8G1qAuehh6FyH4mPBhOsrKzIcAQ2+ODgoKen5+OPPwbXNyUlpbGxEabp6+uzsLAQCAS7u7t1dXWZmZnggX/44Yc0Gi0lJSU5OTkzMzPjkNLT01NSUtLT0zMyMjIzM/Py8l577TUsreEXv/hFTEwMUdg44vF4d+/eBaAof3//wsLCq1evRkdHp6enX7t2zcnJ6ebNm6mpqQMDA93d3dbW1jdu3PD09IyMjLx9+3ZSUlJaWpqWlhaVSnV2dlYR2+LxeKdPn05KSsrKysrIyEhLS0tNTc3AUWZmZk5ODpRD4umhC0yMkpOTYUhgYCA8SAxAGSE0NDT00ksvNTQ0wCPAP5Ht7W08dDU8NSgTUSgUbDYbqqB2d3cBzwvrBo/c1tY2Ly8vJycnNDQ0Pz/f2tq6qqoKITQ9PW1mZlZQULC4uOjv76+jo9Pe3m5nZ9fb2+vl5aWpqZmXl0eQQGJiYlJSEv7hZmRkpKSkMBgMfAuDwSBLLzU1FU5dwFrS09Pj4uIKCwsx/11DQ+PnP/+5g4ODCjHu7u4CSENRUZGvry+TyTQyMvLz8ysqKtLR0aFQKMbGxpGRkffv3+/v7/f29tbT03N3d6dSqYChWFhYqKWlBcAPc3NzR82yt7d34cIFb2/v7Oxs/I2QFQMkkJaWhm8BnSdIICkpKTEx8RjSy8jIoNPpdDqdMEVcXBxhrFL2QPKEsXQ6PSYmxs3NDYyCXC6HOCZe9+SHWPwEpSIAf0OZI6zm8O0AOYsfi+ktfiyUteIb9/f3t7e393Go3HK5HCISUBrF5/PBFkMFFTZWY29vD4LKYhzt7e3BYdocDkdLSwsWqLGxsffu3YNvws7OTmlp6eLi4tbWVnl5eXJyskQiWV1dffPNN8FzaWpqYrPZnThqamrq6Ojo7Oxks9l9fX3/9V//Ber75z//+cMPP4yKilKhwXl5eVQqNTU11cnJydbWNjQ01MPDw9HRMSwszN7e3sbGxt3dPTAwMDc319PTE5AUXV1doRGAPaysrEpKSoKCglTk2c7Pz589e7ahoaGrq4vNZre1tbW0tODvgs1m9/T0gOcIhhjWaOpDIdFoNBgL+4aQIQEyVygUUKleW1sLDwn/RFSjcre1tR2Fyg26cvPmzczMzOLiYh8fn+bm5uLiYgjpyGSy2dlZiF02NzfHx8cPDg6am5sPDw+7urqamZn19vbiHyKbza6vr29oaCA83ObmZni4WLf29vbm5maC9FpaWtra2rBGNpvd0dHBYrH6+/vPnz8Pknn99ddPnjyp2qLV19f7+vpmZma6uLhYWVkFBwf7+PjY29tTqVQ7OzuAn4P0nZCQECMjIycnJ1dXVwqFEhoa6uvrGxYWZm1tnZ2dHR4ePj09fdQsYrH4woULDAaju7sbz7NSxWhubsbfWmdnZ0dHR3NzM15KXV1djY2N9fX1XV1dZOnhpwDpESRPkB5QTU1Ne3s7gT2y5JWy19TU1N7ePj4+DgoDrzDYILymHQ+VWywWi0Qi9UHDCYDjIhKOP6ByLy8vw2IQq1RXgsp91D7awcHB7u7umTNnRkZGFApFS0vLyMgIef05NDTU2NioUCjKy8s/+OADeE/I+y+EpfVHH330xz/+MTMzU6FQREZGqo4MYB/SlpYWY2Pj7u7unp4eU1PT4eHhnZ2d6enp7e3t/v7+vr4+oVDY0dGxsLAwNTUFp1T09fWNjIxsbGysrq4uLS2p8DLU9DpPnjz5+uuvl5aWlpWVgUXT0dFRPQQjExMTeG8LCgrQ09pHk8vlfn5+3t7eg4ODBgYGPB4P+zLhaWpqislk8ng8TU3NtbW1q1evwsYCgb4lr9PQ0PCVV16Ji4sTi8VFRUWq0YR4PB74bqOjo8bGxvX19bOzs7dv3+7u7t7Z2YHkyomJiba2to2Njc7Ozrm5ubm5ufv374vF4vHx8e7u7q2tLchUUFEdBftoT9brlMlkz47XSZ5X/X00dbb5nrnIAPBnaGjo6OiIEJqenqbT6Ts7O/v7+0KhcGRkBFaG2dnZ8NQtLCwAuPKhkYGDg4O+vj7MAXykWCe8AGDs1RyiJqkTGZBIJF1dXXB3Gxsbv/71r8FLUmfLeX19/R//8R81NDRefvnl+fl59LQs2u7u7tDQ0Ndffy2TyS5dulRXV8disYaHh7e3twUCQUlJCXz9WCzWyMhIYmKira2tQCA4ffr0+vo62b5/S5GBwcFBrLbhkWKdIEC5XI6VwT0p+ouPDJBNxl9IZEB19sbAwMC//Mu/QPBoamoqNTX1/v37bDY7KiqKw+HQaDRYt9+/f/+zzz6D66ifvaF+pbpUKr1//35LSws5rAlwNITOq6urZMGppkfN3kAIGRkZwZrL1NT0odenUCjQ+dKlS9DydCwaWIorV64UFRX19fWdPHmSy+U2NjaWlJS0tbXp6+tPTEwkJydPT0/39fV9+OGHm5ub7u7uLi4u6MFjWIGekewNiES1tLQA2jWewFshMAMAYaqvSaAfLJoK9r7HFg0hFBUV9fnnn8OLsbq62tPTU1lZmZ2d3dfXB6fqjo2N/f73vwdPCn072BtsNvvq1auxsbFVVVVwfNnk5CSbzeZwOJ2dnYODg93d3dPT0+3t7aOjoxQKJTc3d2VlpaOjY3Jycm1trbq6GvIVVNAxKtVHR0dPnDgBdkp1uDYpKen555/X0NB4/vnnu7q6oPGpVaojhDo7O9944w0+n19cXHzq1KnKysrZ2dne3t7c3NyxsbHZ2dm0tLRPP/10aGiovb39T3/6E6w6n1mLNjs7C9EhJpM5PT29tbU1Pj4OOw99fX29vb1dXV0zMzNtbW3T09MeHh4pKSnz8/P3798fGBjY2dlhsVgqdtCwm/rBoh3F3vfboiGEQkJCYNsLkYjBYLzyyiuRkZFYy7dh0To6OnR1dRMTEwcGBuLj4/39/RMTE11cXDw9PT08POzt7WGf6OrVq6ampi4uLr6+vsHBwf7+/sHBwdbW1nfu3AGPWAUdD3sjJiYGC9KZmZmRM6EWFhbs7OywPvgwwlPG3khPT3/33XdnZ2dHRkYMDQ2vX79+9+7diIgIOIjrzp07KysrLS0tf/zjH+FQvmcWewMhND09raOjExMTA0bZ3d2dwWBQKBRfX19nZ2dXV1dbW9vh4WELCwtDQ0M43iE0NBQyH+3s7KysrBwcHMiGiXBTP1i0o9h7di2aWCyGWKcIR+IHUbnh+ZWUlLz77rsnT5708/OLjY0F6IsvvvhCX18f0MSxzsvLy0KhcO+JonI3NDTY2dmNjY1BxpmtrW1RURGDwaBSqdeuXTMxMamtrc3IyDAyMrp9+3Z8fLyXl9etW7eysrKioqKMjIxYLNZDU5wAlVsoFKqDyg0tYPTNzMzwmQdXrlyByGxkZKS+vv4vf/lL7F+hrBLAe8UPohtjsc7joXJDrFM1KjdCqLCw8O23346KilpfXx8dHa2trS0pKWlsbJyZmVleXnZ2dn7//fcBLk18NCq3QCB4KHvfNio3h8MxMzPjcDhcLjc3N9fAwKCqqio+Pp5Op1++fPmbb77JycmpqKiAw7diY2O9vLywVB59ff2amhp7e3vs9VBKor90VG4ye08QlRtIffbIt0awGHsPonLzeDzlqNxQ6bKysiLH0cHh6eIAjwst8Cp2dHTExcXZ2dl98803fn5+cK4EQgjfc21tbXt7G2uBVJGdnR1IKsG6geCQemu0hYUFf3//8PDwlJSU5ubmwcFBLy8vXV3dkpISdldXUXHx9PR0Q0NDXHx8eXl5aWkpOFOxsbHl5eXt7e3Dw8PV1dWqp5idndXS0sIgp+FkAPxdQPAXosBYC8iKTqf/6le/0jiafv7zn2PLWGysVCqF3Bz4Bg4PD2Oo3GTpAWAkNhZjDyHU1dWFoXIT2ANADqh9g86jo6NGRkanTp2ys7MLCQmJjIwMCgoyMzP79NNP7e3t4egdGLu/v4+xh11w4xAhHt9OZg/AlwljQS/x7O3v72PsYXJQB5V7a2srNDQUDha6d+/e6OhoeHj4lStXMjMzu7q6SkpKBoeGevv6aDRaSWlpeXl5eno6h8NhMBi5ubmdnZ1DQ0PV1dWqYSBFIhGcnAL6gNdbgmLI5XKCYsjlcqXSA7gRsvSkUinhqT1UeqAYKysrhLHq6O1R7G1tbanDntKxYJvI7BEUEtgjjIU8yodaDPhMHhwcKBSKlZUVODtZLBbj2Xs0xEelGkBegX8bXieZZmZmsDr5J0LHRnyEKBuXy3V1dX3ttddefPFFzJD9+Mc//sMf/mBvb0/ewEbfHeIjQojH47FYLD8/P1dX19DQ0La2NvwxYkrZA3pGvE4y8fl8MlTf45DoB6/zaPbIt/aseJ3oe4LKfSR1d6OQEBQTg5KSEI2GqFSUkYHUO4WPQE/knIG9vb3e3t6CgoLU1NSioiI2m409+4dqxrdh0RBCGxsbhLFKc+4IGAZk9oCeWYv2vzQ+jsLCUEwMSkxEcXEoIgIlJqJjJfr8YNFUsPf9s2hI2YqMnBwok8nI9/ZULRqVikJCUHc3yslBDQ2ooQGZmKBHKVDH6C/y5JTBwcHJyUkyMxwOZ2xsjPCIDw4OeDwej8cj59Bi9KxbtKws5OaGurtRfj66dw+1taHbtxHuMGz16QeLpoK9Z9qiyWQyAnDz2tpaQ0MD2VVZXl5ms9nkUrjFxcXJyUnsPHelISTybchkMnijHsuixcailhaEEPLz+1/F9fREfP4xrkTAR5PJZOQbgapJfItMWZ2/XFk5rpxUrkCo+AV8NHKlOkJIrLJSvbe3V2ml+u7u7o0bN7Kzszc2NvLz8xsaGng8XnZ2dnNzM9SuT05O0un0kZGRsbGxgoICJpOpra1dXl7O4/GgvaWlJSUlhcfjYdfc3t4mI82pZg8jpYX0QqGQMPaxLFpuLiosRAih6GjU2IgQQoGBaGTkGFcSHYGPhuktnsiKAfgChG47OztqloIrlR75tYc6RwJ7SvWWIHml7D3xSnUye2oqBnpYpbpQKFReqQ57kEtLS5JDUigURUVFenp6AoGgrq4uKipqYGCgsrIyMTERoPhYLFZdXV10dPTi4mJ2djaTyQQQwZ6envr6+ri4uN7e3oiIiOzsbKlUCohDUPa1t7eHzQKb4sCfj4/P8S1acjLKzERhYeiTT5CxMSopQQEBiLQlpA5BrHNtbQ1KVQBvEz4CGM+bm5vwdaqrqwNgOIQQXgm6urqam5uxNGDsXWWz2f39/eS89vX1dUzs9+/ff+mll+rq6kA5JDiCKBKeE4y9g4ODjo4OAGgDvFDgGSHU0NAAWQu5ubkeHh7BwcHGxsYxMTEODg5WVlZ2dnY2NjYJCQmdnZ2NjY3nzp0zNTWF6kgbG5u4uDg3N7fr169TKBQqlapQKOBprq6uCoXCh7IHykeQHuApY40QU15aWoLNXWyjIyUl5fgWrbAQJSejxET0xRdIVxcVFaGQkMdZo7HZbLlcjuf5KMXAJA8kPjyaGiMotsFguAjSw08hEokIY8nSg9cKMF2PwR68kgT21tbW4IRN/NiNjQ3CFORbA/YATwHfrj575FsjWIz9/f319XWBQAAmbGlpiUqlikSi7e1t/BREiwZaGxQURKFQ8vLyfHx8GAyGmZkZHFmira3t6Oj4zTff+Pr6NjY23r9/PyAgQEtLy8HBAfKAvLy8srOzNTU1KRSKg4PD4OCgXC5Xyh/eonl5eYWFhR1Tg2k01NCARCLk6oq6upBEgry8jrdGm5+fv3DhwkMtGoRobWxs4uPjBQIBlUqNjIzs7u4ODQ3NysoKCgry9vZuaWnx9/dnMpkcDic4ODgrK+urr76i0Wh9fX3BwcFMJrO8vNzV1bW2thYzBE/cou3v7/v7+/v7+0PuFZVKpVKppqamCQkJFArFxMTE3Nzc0tKSTqfX1NRYWloaGhpaWlo6Ojr6+/tbW1vHx8e7urpaWFhAhT+gqj4di5aUlPRYa7T8fLS3h4KCUFkZksmOvUbb29vT1NTs7Ox8ghZtbW3tB4v2+BZNJpOBRQNM4AcsGiJ5nf39/c7OzrGxsU5OTo6OjtHR0Xfv3gXAfmNjY1tbWzs7u8DAwKKioujoaGNjY0tLSxcXFwqF4u/v7+vrS6PRbty4QafTo6Ki8LEnFV4nvGPHUV+EUFgYio9Hk5OosBD19qL+fmRqerx9tMHBQW1tbWwFe9TqHSHU3d3t7u7u4+NTVFREpVLj4+P19PSysrKoVOrt27cdHByMjIzy8/M5HE5ra6uBgYGpqamfn19kZKSxsXFhYSGVStXV1Y2IiLh79y5+wawClfsYXifEKBBCfD7fy8vr5s2bPT09sbGxZmZmfX19HA6HzWbzeLzU1NS+vr7W1tbCwsLBwUEWi8VmswUCQWpq6sjIyP3792dnZ0dxa5yn4HVWVFQYGhqShaAWZWYif380MYGYTNTSgkZHkYUFOla1+dra2tdff00uLfjB63xGvM7o6GglXiciRQZmZmYg8RWgGhgMxvz8vJGREZPJ5HK5Q0NDPB5veHi4uLh4eXn53r17PT09o6OjTU1NQqFweHi4srJyZmZmYmJidnYWk47qyACXy/3ss8+GhobQMej+fRQWhhITUXo6SklBUVEoI+M410Hoxo0b0dHRePaUbmHK5XIajZaQkBAZGWlnZ+fs7Ozv70+hUNzc3AIDA52dnW1tbe/evevv719aWmpvb3/79m2w+N7e3mD0Q0ND7e3tKyoqAgIC8Jup30ZkALxFOG4HITQzM/NIFf7kiMdTiAxsbW2dPn36ofmDymluDlGpKDERMRgoNRXRaCghAak8T+AocnV1dXJykpIg8H+IDDzrkQGlsU64FoZqDXvDKkJghInV4Q+vGUwm8+TJk97e3gBNR3+QlLb8b2NWFj0nh56ZSc/MTMvK+t8/cf1VjT38MyYmRkdHx8LCAs/2URZNKpVipU45OTl37twZEdsFawAAEMBJREFUHh4G4zU9Pb25uTk9Pb2xsVFXVzcxMbGwsNDR0bG8vMzhcAYHByUSSXNz8/z8vEAgEAqFPB4PP8W3YdGkUimHw+HxeIRrSiQSwlILUmQJjeRoxlOwaAih1tbWU6dOUSgUQFJU+hyVP9zMzLTcXNCH//0vNzctPV2tsYcUHx9vZGSkr68PeHM/WLTvmUUjxzoRQlwut6+vDwtfYkQ+TV0ikcC5UliLVNmpMCq8TqCFhQUajebs7Ozi4uKGIxcXF3t7e7cHycXF5f93c3eH/yguLq7w5yEBzh9hrKOjo5OTk/thN1dXV19fXzJovZqxTsjG3trawt+L+ohX5Fjnk/I6gVJTU83MzGJjY3t7eyEPe3t7e3p6WiAQtLe3r62tLS8vLy8vr6ysdHZ2RkREtLW17e/vT01NQXnA2NgYgZOn4HWCcq+vr6empsIDcnNzo1AoBMUgP1x3d3cnJydHJyf3u3cxrXBzdwcEUNVjMaVycXHx8vIqLy8HZsgG9wev89nxOvf394le5/7+vkgkWl5e3j8kmUwmEAgMDAwCAwNzcnK4XK5EIuFyuXNzc8PDwwMDA319fRMTEzweb2RkZHl5OTg4ODU1dXJyksvljo+PS6XS9vZ2OJoAuyZsHELYASOIU2B/oqNJdUXxo5LSlSbUduAJyusIjWDQoV6kt7eXzWbDyan4SwGOIP4tFYlEKysr5CrCvb29ra0tuPLBwcHg4OBLL71UX18PT4EgPdAYMnsHBwdsNjs5Ofng4ADKA7E+CoUiJCTk6tWrmZmZzc3NERERdDo9MDDQ2traw8MjNjb2zp07aWlpVVVV2traVv+vvXN7SuvqAnj73Oal/0UfMtPnzvSxr+1oO9Vap0y8N5iM15DYGKIiN8FwUwE1F6OY1GiqQ5MHvMQxOom2qHXGoFQF4SAqgpeABySH72F9Od/O3gc9MYlt+rGfmD17s397nc3i7L32WqukpKCgoKmpyWw2V1ZW6nS6yspKgUBgtVrZRwlheYLBIIoXi8VIvP39fVJ64PuJ1tA0zUYlxRbG8R4u6+z15gVcdlhHQgyPc2FgU2MfLiu9YDAYCARI6WFD8JReNBol8Q5Zt0fihUIhPnhkX8CDzRmGh43Licc5NUxjAB689B0cHKytrWm1WvAARfE+gPTITqcz8LJsb2//9ddfaWlpcrncZrPdvn378uXLRqOxtLRUJBLB61J+fv74+Hh5eXlGRkZRURF4CF69ehWCZf/4449FRUUejwcEBBZrr9cLZjIo8HZAUdTW1hZaSVHU+vo6W7m1tbW+vo7isX19Ph/aNxAIeL1e2M2hfb1eL9oG0lCvrq7C2mLxPB4P1tfv92N4gUCAoii/3x+NRm/cuCEQCPR6/a+//jo7Ozs/P2+32x8+fDg9Pf3bb7+NjY0NDQ1NTU2Njo7abLbz58/fvXt3fn5+YGDg2bNnc3NzfX19brcbxALfHA6HJyYmPv74Y6vVCpwoHjk1Fg9SPTQ3N9M0DXgsM03TtbW1Uql0YWEhGAx+8803ZrNZo9E8fPgwOzs7JycnJydnampKo9Gkp6cLhUKVSlVWVnbmzJnBwcH8/PyKigqDwSCRSGiaZqXncrkgmtORkqcoCntqFEWtra2hfTc2NpxOJ6TFPkTyW1tbXq8XXRjQl3y4brfb5XKh0kuGh/U9BA9bkIcsjGPjkWuexPP5fBje5uZmMrzAqyUZHvqTDAaDq6urkKT9ELxAIJAMD/tJAh46LiceSB7DIzUG4MEp//b29uLiolwuh0DEKB73ORpFUQUFBfPz83AlLT09fWRkxGQy9fT0fPXVV8XFxa2trRMTE2VlZd9//71Go5HL5QUFBSaT6f79+5mZmXfu3CktLUWvZR55jsYWnpfywVKL9SU3/JybdjAVozWcB1WxQ30GLBbLmTNnuru7//zzT7FY3NzcfO3aNTAKy2QyoVDY0tLy9OnTr7/+uqys7NKlSw0NDVKpVCKRyOXykpISoVBoNBoTr75av4tztL6+vnPnzul0utbWVpvNZrVahUJhfn7+nTt37t27ZzabXS6XSqVSKBRg67BYLDabraqqCsKOP3jwAHKssOUEztGi0eibHFSR+yaeCyPZQVXqHO09O0cjNVokEqmrq5NIJEajsaenx263GwyGjIwMrVYLmZ8eP35st9sVCsXNmze7urqam5ufPHly8+bNlpaWkZGRoaEhi8WCiubfp9GuX7+uUChWVlZ8Pl9xcXFjYyM4cl68ePGnn34qKir6448/9Hq9QCAoLS1taWkRi8WFhYUDAwMQza2/v7+2tjbx7jVaIpEIBAKoVK1WazK3eTRsOnwg/d5SGi2l0d4/jcaOzX72+/1swmCskMcWEC3kSL73WqNNT0/X1tZqtdr29vZHjx5NTk6Wl5fn5uYODg6Oj4/39vZ6PJ6+vj6z2fzgwYOenp7+/n74DxgdHR0fH5+ZmYF0MycQe4NUQHBChFXGYjHSsvm32DpTGi2l0d6+RiP/nBNcMZoTXMf2NE1jLf99Gg0t8G0zMzNo4G+yGan6T8BTnWGY0dHRuro6uVzOum0liOc7PDxMJnCYmpqCO7poSWm0lEZ7LzUaTdMajaampkav17O6I/ZqRmiv19vf348tx+fPn3d2dmJ2vX+rRgMTDLkIwOyCVWIG0MRJRRNqamrS6/VjY2P19fWPHz+uqqqy2+3Dw8NisdjhcDQ1NbW3t4tEory8vLGxsbGxsZ9//nl2dvbWrVtpaWm94PWNlJRGS2k0nnh/j0YDOzGWgTgajfr9/sLCwrm5ubq6ut7eXplMJpFIHA6HRCJpbm4eGhoSiURNTU3fffedWCyenZ2FnNWDg4Pnz5/PzMwE7zD2C8NEPlG4uMCZixRLWbq3t8eZIBncvtB6MPxhfbFUqTRN+/3+zc1Nmkjxi+ElS5UKKaZfvHhhNBqrqqrEYrHdbo/H42xuZvBKA4vV9evXQeJw6Q+WuNfrvXHjBoQhJjMQ22w24CSnxon3InkGYvhao9EoEAh++OGH7u7u3NzcwsJCtVp9//79rKysnJyctrY2h8NRUVEBsc6zsrLKysqys7NVKlVbW1tnZyf8HljpQVTuI/H29vZI6YVCITTR7P7+PsSVxp4an4URiUTIPLg0TW9sbEDcVBIPWxhH4kUikXA4TOIdsjDeIh5nil8Sj3+KXwwPfpIY3tvNQByJRN51BmJQwa9kIIYLb2RU7p2dndzc3KKiorNnz3Z0dKSlpYnF4u7ubplMBove4XDcvXtXJpPp9fqcnByBQHD16tWMjIzR0VGRSLSxsYHF2IW08ugoIJr4qwU0AloDvyKsbzgchr8OtICjLNYXCx8cj8fB+ovWAF4MiSsdR9LZc+IxDHPx4sXBwUGj0ajRaK5du1ZaWmqxWHJzc/v6+vr7+0tKSoxG47lz5zo6OiYnJ00mU3l5eW1tLYQqycnJiUQiwAzfzDDM3NzcqVOnRkZGsMly4rFTYxjm6dOnEJUbfhhos0QiYTab7927Nz4+rlKp6uvrq6urf/nll+LiYqFQCH9URqOxvr5+YGBAqVQqFArIQiKRSIRCISQhRr8QwsmTkk+GhxYSD/47sb6RSITPwojFYqz02BIKhYLBIInHZ2GAUsaGgMs6aCXPdZsMb2tr60i8KBKu/Ug8bNxk6xaTPOBhKw1Sf/DBI6dG4h0cHJB4PBcGp8bY2dkJBALxeJxhGL/fr9Vq9/f3w+EwOkTSXef29rZUKg0Gg+3t7Uaj8fLly21tbSaTqaCgoKamxmQyQRohi8XS2dlpNpurq6vb2tpu374tEolKSkrIjUnkKJ8B9v2Tz64TPFTJIcgorOQGgXPXGSFuvR/pM3Dp0qWzZ89mZWV1dXWlp6crFAqdTicSierq6i5cuPDkyZO8vDypVNrU1HTlypUrV65kZ2fL5fLs7OyxsbGamhp4p0PFcsiuk8RDp8buOsm71/F43O12w3wpigqFQr///vvu7u7y8rLT6YzFYuCEC7kwQDKTk5MMw/h8vunpaXIPwrnrPBwPlR65NSMfbiwWO/al/N3dXU48PguDvPWebNf5JnikSEERYOPywUu2reMpeRKPc9dJSo+nzwAnXjLJ8/EZ4Nx1Hu2pDgVeBROJBCjLtbU1j8dD07TL5QLd6XQ6IVMLG2UfzsWXlpZcLtf/g2XAYDD4fL7BwUGVSqVSqZRK5aNHj+rr6+VyucViqaysbGlp6erqGh8fr66uXlpaunDhQmtra29vb0VFhVgsjsViJ2PrJIOyHRwckH5anLYg8gGlztFS52jx99QyECcs9yTKixcvyF8C5uaZjO9912jsM1hbW3v+/Dl49fv9fmCAC8bwGeDhwje0gYljK4OiqI8++mh4ePgYGq2joyPBddkC5ovVMAxDtuR0DiPtDHDwcWQzzi88ATw4Tzk2HqnoSbwE10T445G64K3jkX154pG3FJLhkZVvgse5MMghILwa+80QTYivp3qybR2fzQUb6BXri9Uk23WSfwj88fhsLnZ2djCFm+Ca2pG7TnYIzpcg8q4G58qAsru7OzExkZeX9+GHH05PT5N9D5f85OSkUqn0+/3Ly8tut5tCChsACq10uVzLy8vUq2VpaWl1dRWt8Xg8S0tLaI3P51tYWFhcXPT5fFhfbAhwWMGGWF5edrlc7xpvYWGB7Hs8PI/HMzc3h43rdrs5+2KS58RbXFx0OByk9LAhXgsPG/e18LxeL4mH9eXEw6ZGUdTKygqG5/V6j43n9XpJPKfT+ezZM/g8MzMjlUoPDg6SeqpHkQK+o5CEEa0HWwbaLBKJgM8qWrm5uRkKhWAwKDRNb29v0zSNNgNHf6wv5EllK2EITjw4jSbxsL7g74rhga811hfDC4fDnHjgUovhkVPD8GDz3traCnFlq6urwSj8xRdffPrpp5988smpU6c+++yznp6evb09THqckmfxYrGY2+2Wy+UGg6GxsVGj0eiRotVqZTKZTqdDKzUaTWNjo/7V0tjYqNVqsb5YM4PB0NDQoFKpDAYDWq9Wq7EhyL4wBIan0+nkcvnx8HQ6nVqtxvDgBODt4mHjviFeQ0MDhsdH8nq9HqIQY5X88cipkXhqtZonHtb3HeGhTw3wlEqlwWAwGAxKpfLWrVsxxAkffhofgOmBoqh9pIBvPQRUQOuDwWA4HEabwc4WbRaNRsHpNBqNspWRSCQYDMKGhe0L+ZDRvjRNQx4pthKG4MQDHUTiYX3hkgeKt76+HggEUDzoi+GBZiHx2PsZKB45NQwvGo3u7u5+++23p0+fPn369Oeff/7ll19mZmYWFxer1Wqr1bqysgJ/MuBTTeJhkkfx4K2bYZj9l+cRDMPAOx3s2eGlj62MvjyoYpDCbqjZZrApRtskkHM0tB5sf2gzdlOMVu6/PGpBh2APql4LD3amJB57jobWs8cRr4XHMAx6jsY2Y48j0L7sQdXx8DDJAx7WlxMvEAhgfXnisedoaDP2HA2tJPE4pwbL8th45NTgpAVtxp6jMS/3K6TGSO06/9eXOe6uk8TjNIeREuAsPPF42oySBSDjI3lOk9bJxEc7tjERXt5JvOPZOhmGCQQCqfho/8D4aGzBJP+PyECMTeN9sQwcghflstaRQ3DajHjinYAxkRMvZetM2Tr/CbZOdGp8bZ0pjfbWNRqflZHSaCmNltJoKY32X7yURktptJRGS2m0lEZLabSURktptH+DRvsP14zDrq6PYUMAAAAASUVORK5CYII=[/img]



Sub-processes are self-contained, executable chunks that are triggered by something and end with a state of some kind. Work is executed in these chunks using a BPMS-automated process. The sequencing and branching logic - whether event- or data-based - is what the E2E can express on its own that the 3 separate processes cannor - or at least cannot w/o a whole lot of explanation not evident from the models.


Hopefully, this expresses the point I made earlier. I have built simulations around the E2E (a much, much more complicated construct) that is used to support targeted improvement efforts and resource usage assessments.
Comment
Agreed. State machine design pattern works for case management situations where activity sequencing dominates event dependency, which was the case here. The sim with BPSim takes some doing, but I remain hopeful that it will eventually catch on.
  1. Lloyd Dugan
  2. 1 month ago
LLoyd, yes, the E2E (right-part) process is almost a state machine. which adsorbs a few events. And bravo for simulation. So far, I used PPT animation instead of real simulation. For example - http://www.slideshare.net/samarin/practical-process-pattern (please download this PPT and view it locally).
  1. Dr Alexander Samarin
  2. 1 month ago
Lloyd - this is EXACTLY how we are building processes in Profluo. Call activities are actually configurable templates, right now by the modelers, in the near future directly by users.

We have gone so far down this road, that actually tasks formerly knowns as "user tasks" are also call activities that comprise the actual user task plus associated technical processes that address temporary saves, rules for errors, validations etc.
  1. Bogdan Nafornita
  2. 1 month ago
  1. more than a month ago
  2. BPM Discussions
  3. # 15
David Chassels Accepted Answer

Certainly not...with the right BPM supporting Adaptive software. An end to end process is the big application handling likes of say case management. Within that there will be many component smaller processes/sub processes all working in sync supporting people and machines creating new data and outcomes as required. Case management could easily have 100 such processes all orchestrated as required and of course linking with any legacy systems. With in built adaptive capability users have a say in how their process works and change is readily supported thus the integrity of the "end to end process" is ensured; as such becomes a future proof application.
Comment
  1. more than a month ago
  2. BPM Discussions
  3. # 16

@David.. Fascinating comment . . . . "An end to end process is the big application handling likes of say case management".


Why fascinating?


Because once an organization admits to "process fragments", objectives move from plan-side to run-time-side and Case becomes the environment of choice for hosting objectives (i.e. Case Objectives), managing workflow and managing workload at Cases.


The choice of UI is all-important because most organizations need to also manage workload
[u]across [/u]
Cases, so the UI needs to accommodate supervisory override at Cases to respond to changing priorities (internal and external).


In Case, we have an "opening" then, in the fullness of time, a "closing" and that makes Case "end-to-end" by definition. The desired outcome always is to close each Case (pay the incurance claim, discharge the patient, arrest a suspect, fill the order).


The statement "easily have 100 ... processes all orchestrated as required and of course linking with any legacy systems" might benefit from minor re-statement to " easily have 100 ... processes all providing orchestration as required and of course linking with any legacy systems". to support the concept that it is the BPM process fragments that provide the orchestration
[u]within [/u]
the Case.


There are various ways of making it easy for users to thread together process fragments, one of which is to provide a Menu of Services to allow users to simply stream a Case record onto the process that a particular Menu of Services checkbox links to. Governance takes care of inapproprate streaming, in part, by parking pre-conditions at the 1st node of any process fragment (is it OK to engage or not OK to engage processing?)


Significant clutter can be avoided by only presenting the Menu of Sevices as the option for streaming. Users never get to directly stream aCase record onto the 100 or so process fragments - all they can do is click at a Menu of Services checkbox.


For a setup like this, you pretty much have to list most of the steps along a process fragment as possible ad hoc "processes of one step each", otherwise you quickly get to where you have to stream onto a process fragment, skip up to the one step you want to, for example, revisit and then remove the Case record from the process fragment.


From a distance of 30,000 feet all we are really looking for is guidelines (orchestration) and guardrails (governance) in inching toward Case Objectives.


At the end of the day, it's not BPM that is managing the work, it's the Case Manager, with the help of background BPM, background RALB (resource allocation, leveling and balancing) plus some mechanism such as FOMM (Figure of Merit Matrices) for assessing, in a non-subjective way, progress toward Case objectives.


 
Comment
Karl Your comment re the UI just highlights this is the most important function in any system. The software should have this customisable requirement embedded into the software platform which then can support the delivery of Adaptive UIs with right data for right person to handle specific instances. This will also support easy change to the process or to the UI.
  1. David Chassels
  2. 1 month ago
David ... I agree the UI makes or breaks the application but, for some reason, the particular approach we took does not seem to require much in the way of customization at the day-to-day operations level. (i.e. steps are steps, forms are forms, performance roles are performance roles).

Our approach maintains that all work is made up of fixed-time commitments on the one hand and floating-time commitments on the other.

This requires nothing more than a day/week calendar on one side of a screen and a task listbox on the other.

The UI is insensitive to the type of events that are posted to calendars and to the types of tasks that post to listboxes.

The "customization" for us is at the level of the application system where CiverMed as a product name clearly would not work as a substitute for CiverSupplier, or for CiverIncident but the facts are that aside from minor widgets that are embedded in one product and not another and aside from changes in terminology and different user manual screenshots/examples, a new product is mostly defined by a new name and a new login screen.

Our source code for all of our Case Record management systems is the same with a few compiler directives.

The mapping "engine", excluding industry-specific/application specific widgets, is, again the same with, in this case, no name change but a qualifier i.e. CiverOrders for CiverMed, CiverOrders for CiverSupplier).

We have had some trouble with references to "Case" as an index position in an RDBMS (i.e. military aircraft undergoing MRO and applications that manage manufacturing orders) but the medical, legal, law enforcement communities are totally at home with the word "Case" as they use this terminology day-in-day-out.
  1. karl walter keirstead
  2. 1 month ago
  1. more than a month ago
  2. BPM Discussions
  3. # 17

I try to align the concept “end-to-end process” with the current interest to customer experience (thanks to John). I think that “customer experience” dimension has the following ranks:

[list]
[*]
touch-point as a contact between a customer and internal enterprise processes
[*]
journey as a case of close dependency between a customer and an enterprise, e.g. an VIP is invited to participate at some matches during the EURO 2016
[*]
experience as customer's attraction, awareness, discovery, cultivation, advocacy and purchase and use of services over the duration of their relationship between a customer and an enterprise
[*]
lifecycle of a customer as changing his/her needs
[/list]


Although, sometimes an E2E process is considered as a set of enterprise’s activities related to a touch-point, I would consider an E2E process as a set of enterprise’s activities related to a customer journey. Again, several touch-points may happen within one journey.


So, E2E processes is an inside-in viewpoint on customer experience. Considering that the latter is rather dynamic right now then the former is very fuzzy (like a phantom?). It is not surprising that it is difficult to show E2E processes as working not illustrative artefacts.


Not being, by its nature, stable, an E2E process also may be considered as “the big application” (ref. to David). Considering the current architecture trend of moving away from monolith, it may be better to say that the target architecture is a Corporate Unified Business Execution (CUBE) platform which is designed for coordination of numerous “process fragments” via various coordination techniques (Karl has mentioned some of them). The platform implies some coherency (no anymore the eternal fight between BPM and Case management) and quality assurance (all the “process fragments” are developed and evolve under the same governance).





Thanks,


AS
Comment
I agree, I should have said "Your Case History becomes the E2E process for that Case".

So, no problem with data mining across Cases to upgrade a plan side process ( 57 times at 60 Cases the users inserted a step after step #111; 80 times at Cases the users skipped over step #312).

leading to . . . . we include #111 in the upgrade and drop #312 from the upgrade.

I would like to be able to overlay a plan-side process with the actuals from run-time Cases with the type of stats shown above.

Clearly, if step #111 is inserted only 2 times out of 90, you would not want/need to see that.

With such an overlay capability, you could also tally at branching decision boxes the number of times sub-path A is engaged versus B, C, D etc. to provide decision support to users.

I suspect we want to avoid data consolidation to where "“E2E process” is actually a superposition of processes for servicing different groups of customers".

Nothing wrong with one E2E process for, say, customers who rarely make repeat orders with a different plan-side process for customers who place many orders.

We can easily get to where we clone a "good" Case as opposed to upgrading a plan-side process map.
  1. karl walter keirstead
  2. 1 month ago
Karl, RE “Your Case History becomes the E2e process.” I think, the case history + some information about customers will be a very valuable input for intelligence-based coordination “the best next process fragment”. I can imagine as well that by analysing “case history” via process mining techniques one can find that “E2E process” is actually a superposition of processes for servicing different groups of customers. Thus, “E2E process” is not stable because it is exposed to some fluctuations in customers habits and population.
  1. Dr Alexander Samarin
  2. 1 month ago
OK, how about we say that at a Case we accommodate any mix of structured process fragments and ad hoc "processes of one step each"?

This levels the playing field to where all "interventions" at Cases are "processes".

Now, we can re-describe "stability" as being "good value for time/money progression toward pre-stated Case objectives"..

The standard behavior for this comes from "S" curves where, in physics, a "start" involves overcoming static friction.

In respect of work, there is a twist at the "end" in the case of most work where, contrary to physics, where "a body in motion continues to continue", we get to 90% and find that progress is very slow.

All of this has been formalized in the construction industry and I maintain that the theory holds in Case

http://www.aboutcivil.org/answers/2350/what-is-s-curve-s-curve-in-project-management

Therefore, Cases are "stable" so long as progress is achieved along an "S" curve and you do indeed end up with an "E2E process", but only at the last intervention before Case closure which Yogi Berra very appropriately explained as "It ain't over till it's over".

Your Case History becomes the E2e process.
  1. karl walter keirstead
  2. 1 month ago
LLoyd, As we understood, E2E process is a set of many process fragments (they are stable) which can be initiated in a rather arbitrary way. Imagine delivery of various goods to establish accreditation, fan, VIP, press areas at a venue (stadium) before the Champion’s League Final. It will have rather reactive and unpredictable (although anticipated) order or standard “process fragments”. Another example is an incident process. This is a reason that I call E2E processes not stable by its nature.

I think that customer journey process is more valuable than its E2E process. Thus, E2E process is dead because we understood it is just a projection of customer journey process.
  1. Dr Alexander Samarin
  2. 1 month ago
Could you explain what you mean by "Not being, by its nature, stable, an E2E process..." because I would take issue with that statement. Perhaps we have different understandings of "stable"?

On the other hand, there seems (to me, anyway) a rough consensus that E2E is at least a useful artifact, especially in certain case management situations that have a state machine like execution over process chunks/snippets/fragments, that approximates a largely inward-facing understanding of the operational behaviors occurring (though these likely may not carry down to the full spectrum of execution semantics). If true, then we have answered Peter's question.
  1. Lloyd Dugan
  2. 1 month ago
Sure...

And, with regard to "the eternal fight between BPM and Case management"

This, IMO, went out the window at the time people started to realize that there is no difference between performance of a linked set of steps and performance of a seemingly arbitrary unlinked number of steps by a capable knowledge worker (i.e. processes of one step each).

In the normal course of events we get to the same outcome either way.

If the environment accommodates governance, then extreme, unwanted excursions away from best practices are mostly avoided.

The usual anchor points for governance are at the start nodes of process fragments (i. e. should the processing be here, should it be allowed to engage), then at key process points along template instances, "gatekeeper" steps that look for imported data and either facilitate forward progress or inhibit forward progress.


Orchestration comes, under one scenario, from the linked set of steps and ,under the other, from the knowledge worker.
  1. karl walter keirstead
  2. 1 month ago
More on "“E2E process” is actually a superposition of processes for servicing different groups of customers". Let us make it more straightforward - "“E2E process” is actually a superposition of processes for servicing individual customer who has unique personality and unique needs. At the age of customer experience, E2E process is dead.
  1. Dr Alexander Samarin
  2. 1 month ago
More on "“E2E process” is actually a superposition of processes for servicing different groups of customers".

It would, however, be easy to combine two flowgraphs, one relating to low-volume customers and a 2nd relating to high-volume customers AND render the branching to the appropriate sub-flowgraph automatic.

This would be done by an upfront hidden branching decision-box that tests a customer record parameter using a rule ("is low-volume?, is high volume?).

Advantage: Simplifies maintenance by having the two flowgraphs on one "sheet"

Disadvantage: (Rarely). For very large flowgraphs, processing could be impacted by having to load into memory many nodes/decision boxes but with an upfront branching decision box, the moment the system streams the template instance onto either low-volume customer or high-volume customer one entire sub-flow gets cleared out of memory.
  1. karl walter keirstead
  2. 1 month ago
The problem with anchor points only between process fragments is that many process fragments are impacted by external events.

Consider an order placed on a sub-contractor where we can of course show a level of detail "order->build->ship->receive" but unless the contract has an express clause requiring the sub to report on "build" and "ship" what the organization has to work with in real life is "order->receive".

Many times there will be no contract with a 1:1 correlation to the process fragment - a frequent occurrence is the part/assembly is common and its inventory simply has run out so there is no clear association between the part in/part not in inventory and the process fragment.

So, the part/assembly arrives and goes into inventory and just sits there.

Meanwhile, the process fragment reaches a stage where it needs the part.

Here, having a gatekeeper process control point as a step within the process fragment is convenient in that:

a|) it can be hidden (i.e. the performing resource is "system')

b) it can be tasked to do a periodic lookup in inventory.

With this setup you have an embedded automated gatekeeper step that will fire when the rule "is the part available?" resolves to true and unblock processing along the process fragment.

We see this a lot in healthcare where someone comes in, they are asked whether they have insurance, they don't have on their person any proof, and the choices are suspend processing or move forward provisionally.

The proviso is OK to do intake, OK to do assessment but not OK to proceed with "diagnosis-> treatment" in the absence of insurance coverage.

Having a process control point step just before the "diagnosis" step avoids an unnecessary arbitrary stop to patient processing.

We almost always in our world of process fragments have a hidden pre-cursor task as the 1st step tasked with "is it OK to engage processing?" This prevents expensive, sometimes dangerous, actions followed by re-winding.

For me, a process control point embedded in a process fragment simply enables the question "is it OK to continue processing?"

Clearly, in any system when a feature is available, people will use it. Equally true when someone wants a particular capability and it is not present, they will find/evolve a workaround.
  1. karl walter keirstead
  2. 1 month ago
RE "The usual anchor points for governance are at the start nodes of process fragments" - I would say that those points are BETWEEN process fragments. Also, each of such fragment has its own input quality and output quality controls points. But, they must not be merged together! It would be better to have an empty or fast-track or placeholder "governance" point.
  1. Dr Alexander Samarin
  2. 1 month ago
RE "The problem with anchor points only between process fragments is that many process fragments are impacted by external events." - It is OK if a process fragment is impacted by events coming ONLY from its current "shell" process or its (fragments) peers which are managed by their common "shell" processes. This such a "shell" processes must catch those external events, take informed decisions and, maybe, throw its our events for process fragments.
  1. Dr Alexander Samarin
  2. 1 month ago
  1. more than a month ago
  2. BPM Discussions
  3. # 18
steve Accepted Answer

I suggest we start with the statement that "all work is process work." That is 100% of whatever tasks are executed are part of a process. The process may be unnamed, unmeasured, unowned, or unloved but it's still a process.


Then, technology evolution cerainly changes processes, but doesn't obviate the first axiom. All work is still process work, even if it;s technologically turbocharged.


Some times we in the process world can be like old fashioned parents wondering about the music young kids listen to compared to the great muisc of our youth.


Processes evolve, but the need to connect work across boundaries and functions remains a critical need. Fragmentation is real and without E2E processes, there's no integrative capability. It's challenging to put Humpty Dumpty back together again when the clockspeed is in nanosconds, but the need remains.



Comment
  1. more than a month ago
  2. BPM Discussions
  3. # 19
stephen hosley Accepted Answer

Seems like End to End process transformation is being incorrectly penalized in context of this argument because it attempts to understand the existing asis influencers before and after and down the chain of a process so one can be informed about how to optimize and identify cause and affect. It appears that a new way of articulating OTC is as a "customer Journey". All this said, i liken it to my time at a company who had fallen from grace and was full of historian that were being infiltrated by big thinkers. Folks would continuously talk past each others from these two intersecting cultures. As an observer and referee through this process, the historians did not do themselves any favors in the process with their entrenched thinking and can't be done mantra but the new big thinkers were off the mark as well because as one of those big thinkers refereenced at the end of the meeting..."can we get back to the rainbow and bunny discussions there much more fun". I digressed. I think a new way to look at a problem is refreshing and if it takes a new way of learning all for it but I think all that is for nothing if it is not informed, not incumbered, in some fashion by the reality of the situation.
Comment
  1. more than a month ago
  2. BPM Discussions
  3. # 20
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