Professional Portfolio
L eadership is expressed in a set of competencies that develop the self, others and the organization. Use the tabs and links below to navigate these competencies and the artifacts of the portfolio.
Leadership and the Self
This cluster of three competencies focuses on the self awareness and the personal and professional identity required when practicing leadership.
| 1a |
Philosophical Foundations |
Leadership functions within the context of multiple perspectives and understands how their own worldview influences their practice. |
| 1b |
Ethics, Values, and Spirituality |
Leadership functions from a set of principles and standards that guides their work and all their relationships with others. |
| 1c |
Learning and Human Development |
Leadership is committed to and practices continuous personal, interpersonal, and organizational learning. |
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Leadership and Others
This cluster of three competencies focuses on the interpersonal aspects of leadership. Growth and development of others is an essential function of leadership.
| 2a |
Effective Communication |
Leadership fosters effective communication in all internal and external interactions, to establish and maintain cooperative relationships. |
| 2b |
Mentor/Coach |
Leadership promotes relationships that are trust-centered, providing the kind of empowerment that results in personal and performance improvement toward satisfying mutual objectives. |
| 2c |
Social Responsibility |
Leadership is accountable to others and endeavors to see that family, community, and environmental needs are met in local and, as appropriate, in global ways. |
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Leadership through Organizations
This cluster of five competencies focuses on the organizational aspects of leadership. Leadership sets direction in ways that facilitate achievement of organizational goals.
| 3a |
Resource Development; Human and Financial |
Leadership appropriately allocates and manages human and financial resources for healthy and strategic outcomes. |
| 3b |
Legal and Policy Issues |
Leadership applies and understands the scope of a legal and policy structure appropriate for their field. |
| 3c |
Organizational Behavior, Development, & Culture |
Leadership understands personal, group, and inter-group behaviors, and how they impact organizational history, needs, and goals. |
| 3d |
Implementing Change |
Leadership involves working with others in order to collaboratively shape the vision and strategy for change, as well as being capable of facilitating the change process. |
| 3e |
Evaluation and Assessment |
Leadership uses appropriate evaluation and assessment tools to make decisions about programs and plans. |
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Leadership and Research
This cluster of three competencies focuses on the need to use data to communicate, persuade, and make decisions, and to contribute to the knowledge base for leadership. Competency in research needs to include both qualitative and quantitative methods. Research skills are often necessary while engaging in organizational development, assessment and evaluation, and other leadership projects.
| 4a |
Reading and Evaluating Research |
Leadership critiques the adequacy of research reports, conducts literature reviews using electronic sources, and relates research to the body of knowledge in their professional field. |
| 4b |
Conducting Research |
Leadership understands the logic and processes of scientific inquiry, explains major research methodologies, formulates empirically-driven research problems, selects appropriate research designs, explains standards for data collection, and conducts basic data collection and analysis. |
| 4c |
Reporting and Implementing Research |
Leadership adequately communicates research findings and implements the findings in the workplace. |
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Leadership and Technology
This competency is focused on the leader's ability to recognize where technology can help the organization to reach its goals and then apply that technology in a responsible manner.
| 5 |
Leadership through Technology |
Leadership appropriately, responsibly and comprehensively applies and integrates technology within their organization to enhance professional practice, and as leverage towards a shared organizational goal. |
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T hese items are required to fulfill the requirements of the Education Administration program. They may or may not fit a particular standard. Where an item does fit it is listed as an artifacts for that respective standards as well as reflected in this list.
Discuss these ITEMS
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| a |
Summary of Individual Knowledge and Skill Assessment (1.2) |
This self-assessment instrument enabled me to self-assess knowledge and performance skills related to the standards used as bench marks for K-12 educational administrators.
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| b |
Summary of Disposition Assessment/Others (1.3,1.4) |
This artifact helped me to be aware of my dispositions that are rooted in deeply held beliefs, values, and previous experiences that have shaped my current practice. Key to the content of this artifact is feedback my from peers, superiors, and subordinates. Inlcuded are other personal evaluations and assessments (VARK, Gregorc, etc).
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c i
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Position Goal Statement (1.5)
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A brief description of the desired terminal position and any positions needed or desired for advancement to that position. |
| c ii |
Leadership Goal Statement (1.5)
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Addresses the purpose of motivation for leading. It includes my educational and personal needs that underlie my motivation to lead, what I hop to accomplish as a leader, and how my accomplishments will lead to increased learning and overall school improvement as an education leader. |
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Improvement Plan (1.6) |
In this artifact I summarized and prioritized the major goals and needs of my school and district.
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| e |
Summary and Evaluation of Experience (4.1)
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Through reflction papers I am able to summarize and provide highlights of specific activies connected with my leadership and administrative experiences in various competencies and standards and. An synthesis paper provides an overall reflection of my experiences and anwers such questions as:
- What models/ concepts/ theories were effective or not effective?
- What deep seated beliefs guided your actions and experience?
- How did the history/ traditions /culture of the district/ school. affect your actions?
- How did your emotional state/moods affect your actions and experience?
- How did the availability or lack of resources affect your actions?
- How did the on the job experience change your beliefs and, actions?
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| f |
Summary of Local Project(s) (2.4)
(see MAJOR PROJECTS tab)
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This includes a
- Need for the project
- Goal of the project
- Resources available
- Timeline
- Method of evaluation
It also includes other experience and skill areas (e.g., decision making, communication, etc.) |
| g |
Summary of Reflective Practice (4.2 |
After reviewing all results obtained in my internship I compiled a prioritized list of all results that led to increased learning and school improvement. A second prioritized list is compiled as recommendations for increased learning and school improvement.
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| h |
School Improvement Lists (4.3) |
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| i |
Updated Vita (4.5)
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My vita lieu of finishing this Masters program |
| k |
Letter of Application (4.6)
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This letter vies for a vice principalship position. |
| m |
Networking List (2.5)
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This is a compilation of a network of key personnel from which I seek advice, discuss ideas, and improve my ability to fulfill the responsibilities of my educational leadership positions. It consists of mentors, peers, and experts in various fields. |
| n |
Professional Resources and Affiliations (2,1., #371) |
After Visiting the website of the NAESP/NASSP I compiled a list of all services and information available to the principal. My findings are summarized with a discussion of the resources' relevance to the current needs of my school. |
| o |
Three Year Professional Development Plan (4.7) |
A three year professional development plan based on my internship experience. This plan discusses
- Progress toward meeting the standards
- Successes and failures in the intern experience
- Reflections in and on action
- Self, peer, and superior evaluations
- Position and leadership goals
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| p |
Journal (3.5)
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Informal reflections on learning experiences |
| q |
Log (3.6) |
This was a method of documenting my time and effort. It cites the date, time, and a brief statement describing the activity. |
Discuss these ITEMS
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Comment on this Stage below
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The true teacher is ... not satisfied with directing his students to a standard lower than the highest which it is possible for them to attain. He cannot be content with imparting to them only technical knowledge…
| 1 |
Facilitating the Vision
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A school administrator is an educational leader who promotes the success of all students by facilitating the development, articulation, implementation, and stewardship of a vision of learning that is shared and supported by the school community.
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| 2 |
School Culture & Instructional Program
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A school administrator is an educational leader who promotes the success of all students by advocating, nurturing, and sustaining a school culture and instructional program conducive to student learning and staff professional growth. |
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Managing the Organization
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A school administrator is an educational leader who promotes the success of all students by ensuring management of the organization, operations, and resources for a safe, efficient, and effective learning environment. |
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... It is his ambition to inspire them with principles of truth, obedience, honor, integrity, and purity--principles that will make them a positive force for the stability and uplifting of society. He desires them, above all else, to learn life's great lesson of unselfish service. These principles become a living power to shape the character, through the acquaintance of the soul with Christ, through an acceptance of His wisdom as the guide, His power as the strength, of heart and life...
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Collaboration and Community Engagement
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A school administrator is an educational leader who promotes the success of all students by collaborating with families and the community members, responding to diverse community interest and needs, and mobilizing community resources. |
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Ethics and Integrity
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A school administrator is an educational leader who promotes the success of all students by acting with integrity, fairness, and in an ethical manner. |
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Understanding Publics
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A school administrator is an educational leader who promotes the success of all students by understanding, responding to, and influencing the larger political, social, economic, legal, and cultural context.
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... This union formed, the student has found the Source of wisdom. He has within his reach the power to realize in himself his noblest ideals. … In the highest sense the work of education and the work of redemption are one,... E. White, Education, p. 29
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Technology
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A school administrator is an educational leader who promotes the success of all students by understanding and comprehensively applying technology to advance student achievement. |
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Personal Philosophy
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A school administrator is an educational leader who promotes the success of all students by appreciating the perspectives of others and developing a personal philosophy from which action and service arise. |
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Research & Evaluation
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A school administrator is an educational leader who promotes the success of all students by understanding and comprehensively applying research and evaluation for effective decision making. |
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T he most comprehensive leadership experiences that contributed to my growth as an educational leadership intern are here documented.
Definition of Leadership:
A leader is an individual who possesses the appropriate talents (traits, behaviors, knowledge, skills, values, character or spirituality), and chooses to rise to the challenge of using these talents, within a particular context in an ethical manner, to mobilize resources while creating the suitable relationships that transform individuals into agents of change for the purpose of accomplishing the shared goals of the organization.
Philosophy of Leadership:
Leadership is much more than having good ideas about what needs to be done and rallying people towards a goal. A Christian leader understands their role in God’s plan of salvation and the compulsory need to have goals and plans directed by Divine influence. I believe that an effective Christian educational leader has the ability to sense God’s leading and feel the need for that leadership; can be in touch with and maneuver between the issues of their community and institution without losing focus on individual followers’ needs; while exhibiting a godly character that is worthy of exemplification. The act of leading, then, is inextricably linked with my sanctification.
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MANAGEMENT |
LEADERSHIP |
MAIN CONCERN
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Concerned with coping with organizational complexity by maintaining order and consistency to evoke quality and profits.
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Concerned about coping with change.
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| First Steps |
Planning and budgeting are first steps to dealing with this complexity. |
Setting a direction via articulating a vision along with strategies for producing changes toward producing the vision are first steps to coping with this change. |
| Method of achieving plan |
Achieves its plans through organizing and staffing |
Achieves its plans through aligning people |
| Secures accomplishments by… |
Ensures plan accomplishments by controlling and problem solving – monitoring the results versus the plan; identifying deviations; then planning and organizing to solve problems |
Ensures plan accomplishments (i.e. achieving the vision) by motivating and inspiring – keeping people moving in the right direction by appealing to needs, values, and emotions. |
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K-12 Faith-Learning Integration
This website resource is estimated to be completed in about 3-5 years. Designed with k-12 educators in mind its aim is to facilitate collaboration that will be contagious to all its participants. Imagine being able to communicate with like minded Christian educators from around the world who are seeking and giving practical ideas for integrating faith and learning--or, as I prefer to name it, learning within the context of faith. Here is a template for the website.
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School Evaluation
These are the artifacts associated with this project that spanned many leadership cometencies and education administration standards
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Description of Experience
I was invited to be a part of the evaluation team for a Seventh-day Adventist academy. The assignments were to be a member of the technology committee, and chair of the philosophical foundations committee. It was an opportunity to assess and evaluate a school program and give commendations and recommendations for school improvement. It was also a key opportunity to collaborate with other education professionals, and gain a wider perspective of how the SDA system of education functions to maintain a quality education program.
Relation to Leadership Competencies
1a Philosophical Foundations:
- Being part of the committee for philosophical foundations afforded me the opportunity to analyze how and if the philosophy of the school was implemented in tangible ways across the school program.
1b Ethics, Values, and Spirituality:
- The chair of the evaluation team provided an excellent example as well as provided guidelines for approaching the task in an ethical way.
1c Learning and Human Development:
- This was a new experience for me provided a wider perspective of the Seventh-day Adventist education system.
2a Effective Communication:
- As chair of a committee I had to collaborate with team members, formulate the document would present our findings, as well as make a verbal report to the evaluation team.
2c Social Responsibility:
- This opportunity allowed me to understand how education leadership was help accountable to the wider education system for maintaining a quality education.
3b Legal and Policy Issues:
- The policies of the school were scrutinized to see if they were being implemented as written.
3c Organizational Behavior, Development, & Culture:
- The entire staff was interviewed to assess the organization's culture and climate.
3d Implementing Change:
- The recommendations and commendations were geared toward facilitating change in the school.
3e Evaluation and Assessment:
- The entire four-day experience was one of evaluating and assessing the school's program.
5 Leadership through Technology:
- Being part of the technology committee I had the opportunity to assess whether technology was being applied in appropriate ways towards student achievement.
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School Improvement & Leadership Initiatives
These activities were designed to improve some aspect of the school or school system. These were completed at the school, conference and union levels of the North American Division Seventh-day Adventists system of education.
School Level Activity
Conference Level Activity
Union Level Activity
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Research
Research is an important part of school leadership since it informs the leadership practice in ways that intuition and other sources of knowledge cannot.
- The Formative Use of Summative Assessment. This is qualitative study that I conducted at my school to consider the effects of using summative test in formative way while preserving the different purposes of the two types of assessment. In involved the teachers of grade 5, 6 and 8.
- School Trends in IOWA ITBS Test Scores. Six years of IOWA ITBS scores were analyzed to discover trends the school may need to address in order to improve instruction.
- Journal Article Critiques. These are academic anayses of research articles. This is demonstrates a crucial skill since not all research may be appropriate to the needs or goals of my leadership context. It is important to understand to strength, weakness and scope of any research documents in order to determine its applicability to my leadership context.
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Strategic Plan for Cross-site Collaborative School Networks
These are the artifacts associated with this project that spanned many leadership cometencies and education administration standards.
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Presentations
These activities were either part of a teacher in-service or other forum such as a formal church worship experince.
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School Presentations
1. Staff In-service workshops, Miracle Meadows School, Salem, West Virginia, WV (2007):Conducted a professional development program to assist staff in the following:
- Research-based strategies for improving instruction (based on an ASCD publication by Robert Marzanno)
- Hardwiring teamwork and collaborative problem solving (based on research by Glaser & Associates)
- Aligning personal visions with the mission of the organization (self-created)
2. Staff In-service workshop, Greater New York Conference of SDA, Manhasset, NY (2007): Conducted a professional development program to assist district teachers in delivering mathematics instruction more effectively.
3. Cyberbullying presentation, Oakview Preparatory School of SDA, Yonkers, NY (2007): As technology in my school began to become a native part of the instructional program new challenges arose. These included the need for children and the school to be protected from unsavory activity via the Internet. Cyberbullying is such a treat. This presentation was delivered for the Home & School Association (akin to the PTA of public schools) as a way to make both teachers and parents aware of the issue, as well as provide ways to prevent it.
4. Graduation Commencement Address. In June 2007 I was invited to be the speaker to give the Commencement Address for an 8th Grade class' graduation proceedings. The title of the address was, For we walk by faith and not by sight.
Church Presentations
5. Education Seminar, Mamaroneck SDA Church, Mamaroneck, NY (2007). As part of Education Day Conducted a workshop on hardwiring teamwork and collaborative problem solving (based on research by Glaser & Associates)
6. Adventist Heritage Seminar, Mamaroneck SDA Church, Mamaroneck, NY (2004). Conducted a short workshop series on SDA heritage using publications by George Knight for reference.
7. Preaching Appointments. As part of the Sabbath worship I have had the opportunity to deliver Biblical messages that have been in concert with a Seventh-day Adventist worldview. Key among these have been a sermon entitle, Beyond forgiveness--restitution, that explorers the Biblical model of forgiveness and restitution that is still applicable to our lives today.
8. Music Workshop. Partnering with a fellow musician and Christian we designed and executed a 2-day workshop exploring the God's design for music, rudiments of music, and practical ways it can be used to enhance the worship experience (and pitfalls to avoid). The target audience was choir directors, organists, praise team leaders, and any individual that led the musical experience of the church.
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T is the four-part plan for my development in the leadership program. It is an Individualized Development Plan outlining the path of my formal education as a leader.
The essential, unique dimension of [being a leader] is represented by a continuum with the individual at one end and the community at the other. Leaders are influenced by unique historical, cultural, political, and economic experiences. By engaging in a dialogue with respect and understanding, [leaders] honor diverse cultures, beliefs, worldviews, and theoretical orientations. This shared lived-experience, the journey, is a valuable component of the leadership experience. Andrews University Leadership handbook 2007-2008, p. 11
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Vision Statement (1.01 MB) |
Through narratives my core values are identified. These serve as a driving force for my professional growth and leadership experience.
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Discuss these statements
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S ome artifacts contribute to the very different purposes of each professional portfolio. The table below demonstrates wherever it was possible to make this correlation.
Discuss these ITEMS
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Leadership Competency |
Education Administration Leadership Area
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| 1a |
Philosophical Foundations |
45, 46, 47
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| 1b |
Ethics, Values, and Spirituality |
31 |
1c
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Learning and Human Development |
19, 30, 34, 37, 38
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| 2a |
Effective Communication |
4, 5, 6, 25, 27, 28, 36 |
2b
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Mentor/Coach
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13, 16 |
| 2c |
Social Responsibility
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25, 26, 27, 28, 36 |
| 3a |
Resource Development: Human & Financial |
2, 8, 9, 11, 13, 14, 16, 17, 18, 19, 20, 21, 22, 23, 24, 29 |
| 3b |
Legal and Policy Issues |
14, 16, 33, 34 |
| 3c |
Organizational Behavior, Development and Culture
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5, 6, 10, 27, 32, 35 |
| 3d |
Implementing Change |
1, 7, 11, 15, 30, 31 |
| 3e |
Evaluation and Assessment |
3, 9, 12
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| 4a |
Reading and Evaluation Research
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50
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| 4b |
Conducting Research |
48, 49 |
| 4c |
Reporting and Implementing Research
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51 |
| 5 |
Leadership through Technology
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39, 40, 41, 42, 43, 44
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Discuss these ITEMS
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