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OSS

The Office of Strategic Services (OSS) was the ' first independent, centralized , established on June 13, 1942, by executive order of President to coordinate espionage, sabotage, propaganda, and subversion against during . Headed by Major General , a decorated veteran, the OSS evolved from the earlier Coordinator of Information office and absorbed functions from military and civilian intelligence units, employing up to 13,000 personnel at its peak in late 1944, with roughly 7,500 serving overseas in theaters from to . The agency's operations encompassed research and analysis, secret intelligence gathering via agents and signals intercepts, and , including training and arming resistance fighters in occupied territories, which provided critical support to Allied invasions and disrupted enemy logistics. Notable achievements included intelligence contributions that aided major campaigns, such as the , and innovations in tools like silenced pistols and explosives, though its effectiveness was sometimes hampered by inter-service rivalries and the inexperience of its eclectic recruits, drawn from academics, journalists, and adventurers. Disbanded on October 1, 1945, shortly after Germany's surrender, the OSS's functions were dispersed to the and War Departments, with its legacy directly informing the creation of the in 1947 through the National Security Act. While praised for pioneering modern U.S. intelligence practices and fostering doctrine, the OSS faced postwar scrutiny for alleged overreach and inefficiencies, as documented in official reviews, yet its cadre of officers laid foundational expertise for Cold War-era agencies.

Open Source Software

Historical Development

The practice of sharing software source code originated in the 1950s and 1960s with early mainframe systems, where vendors like distributed both binaries and source code to facilitate customization and debugging by users in academic and research environments. This culture persisted into the 1970s with the development of Unix at , which was initially freely shared among universities, fostering collaborative modifications such as those at the , leading to BSD Unix. In 1983, Richard Stallman announced the GNU Project, aimed at creating a complete Unix-compatible operating system composed of free software to counter the growing proprietary restrictions exemplified by the Xerox printer software incident that motivated him. Stallman founded the Free Software Foundation in 1985 to promote this ethos, emphasizing user freedoms to run, study, modify, and redistribute software. The GNU General Public License (GPL), first published in 1989, formalized these principles by requiring derivative works to remain free, influencing subsequent licensing models. The , initiated by in 1991 as a personal project using and tools, marked a pivotal advancement when Torvalds publicly released version 0.01 on August 25, 1991, inviting contributions via the comp.os.minix newsgroup. Combined with components, it formed /Linux distributions, accelerating adoption; by 1993, projects like and emerged, enabling widespread server and desktop use. The term "" was coined by on February 2, 1998, during discussions with to reframe 's appeal for commercial viability, distancing it from the ideological connotations of "" to emphasize pragmatic benefits like code review and rapid innovation. This led to the formation of the (OSI) later that month by Raymond and , which approved based on , standardizing criteria for licenses like the GPL and to promote business adoption. By the early 2000s, corporate releases such as 's codebase in 1998 further propelled into mainstream enterprise applications.

Core Principles and Licensing Models

The core principles of open source software are codified in the Open Source Definition (OSD), maintained by the Open Source Initiative (OSI), a nonprofit organization founded in 1998 to standardize and promote open source practices. The OSD outlines ten criteria that any license must meet to qualify software as open source, emphasizing freedoms for users to run, copy, distribute, study, change, and improve the software while balancing author rights. These include: free redistribution without royalties or fees; provision of source code; allowance for derived works; preservation of the author's source code integrity (often via preferred file formats or documentation); no discrimination against individuals or groups; no restrictions on fields of endeavor; applicability of the license to all parties; non-specificity to a particular product; non-restriction on other software distributed with it; and technology neutrality. Compliance with the OSD ensures interoperability and community-driven evolution, distinguishing open source from proprietary models by prioritizing collaborative access over exclusive control. Open source licensing models primarily divide into permissive and copyleft categories, each enforcing the OSD criteria differently to influence how derivatives are shared. Permissive licenses, such as the (originating from the in the late 1980s) and BSD License, grant broad freedoms to use, modify, and distribute code—even in proprietary products—with minimal reciprocal obligations beyond attribution and retaining notices. The Apache License 2.0, approved by OSI in 2004, adds patent grants and contributor protections, making it suitable for enterprise adoption as seen in projects like . These models facilitate widespread reuse but risk "closing" code in commercial forks, potentially reducing communal benefits. In contrast, licenses enforce reciprocity to preserve openness in derivatives, rooted in the ethos of the GNU Project launched by in 1983. The GNU General Public License (GPL), first published in 1989 and updated to version 3 in 2007, requires that any modified versions or combined works be distributed under the same license terms, including availability, to prevent proprietary enclosures of communal contributions. Weak or limited variants, like the GNU Lesser GPL (LGPL, 1991) for libraries and (MPL, 1998), apply reciprocity only to modified portions, allowing linkage with proprietary code while protecting core files. The Affero GPL (AGPL, 2002) extends to network use, mandating source disclosure for server-side modifications, addressing loopholes in traditional GPL. As of 2023, permissive licenses dominate new projects (e.g., in over 40% of repositories), reflecting developer preference for flexibility amid rising commercial OSS adoption, though sustains ideological commitments to universal access.
License TypeExamplesKey FeaturesAdoption Notes
Permissive, BSD, Minimal restrictions; allows derivatives; requires attributionUsed in 70%+ of projects by 2023; enables hybrid commercial models
Strong Copyleft, AGPLFull reciprocity for all derivatives; source must remain openPowers (GPL); enforces communal sharing but complicates integration
Weak/Limited CopyleftLGPL, MPLReciprocity limited to modified files; permits linkingCommon in libraries (e.g., MPL in ); balances openness with practicality

Empirical Benefits and Achievements

Open source delivers substantial economic value, with demand-side estimates indicating that the code embedded in commercial applications would cost firms $8.8 trillion to recreate from scratch using global average developer wages, equivalent to a 3.5-fold increase in expenditures absent OSS availability. Supply-side valuation, reflecting the labor to produce prominent OSS projects once, stands at $4.15 billion under the same wage assumptions. These figures derive from analyses applying the II model to datasets like the Foundation's Census II, which catalogs OSS usage across millions of applications, underscoring OSS's role in enabling cost-effective for enterprises. OSS also fosters and open standards, accelerating integration across systems and reducing , as evidenced by industry surveys highlighting faster development cycles. Widespread adoption metrics further illustrate OSS achievements, with 96% of organizations reporting increased or stable usage in 2024-2025, including 26% citing significant growth driven by cloud-native and applications. components appear in 96% of surveyed codebases, powering from servers to ecosystems. In operating systems, —built on the —commands 75.18% global market share as of September 2025, enabling billions of devices and app ecosystems through modifiable, freely distributable code. Key projects exemplify tangible outcomes: the underpins dominant server distributions like (43.1% enterprise share) and (33.9%), supporting and cloud services. OSS has accelerated innovation in fields like , where open models reduce development barriers and lower costs by factors reported in sector analyses. Community-driven transparency in OSS facilitates rapid vulnerability detection and patching in high-traffic projects, with empirical audits showing quicker fixes compared to isolated efforts, though overall efficacy depends on active maintenance. These dynamics have propelled global by minimizing negotiation frictions and shortening software module development timelines.

Criticisms, Risks, and Empirical Shortcomings

Open source software (OSS) faces significant security risks due to its widespread use of dependencies, where known vulnerabilities in third-party components often persist without timely remediation. The Foundation identifies unpatched dependencies as the top risk (OSS-RISK-1), noting that exploits can compromise downstream applications even if the vulnerability is publicly known. For instance, attacks targeting OSS repositories have proliferated, with documenting real-world incidents such as malicious package injections in npm and PyPI ecosystems, enabling attackers to distribute trojanized code to millions of users. These vulnerabilities arise partly because OSS codebases are publicly accessible, facilitating reconnaissance by adversaries, and maintainers frequently lack resources for comprehensive auditing. Empirical analyses reveal higher exposure to unpatched flaws in compared to alternatives, as volunteer-driven projects often prioritize feature development over rigorous testing. A examining OSS reliability highlights systemic issues like incomplete error handling and inadequate , contrasting with software's structured quality gates. In practice, this manifests in incidents like the 2021 vulnerability in the Apache Log4j library, which affected over 3 billion devices due to delayed patching despite open disclosure. Additionally, fragmentation from forking and version proliferation exacerbates compatibility problems, leading to "dependency hell" where integrating components requires extensive manual reconciliation. Maintenance sustainability poses a core empirical shortcoming, with maintainer burnout driving project abandonment and stalled updates. Surveys and reports indicate that unpaid or underfunded maintainers handle disproportionate workloads, resulting in neglected security fixes and reduced code quality; for example, Kubernetes maintainers have reported chronic exhaustion amid exponential issue backlogs as of October 2025. This unsustainability is compounded by economic imbalances: large corporations derive billions in value from OSS (e.g., cloud providers built on Linux and Kubernetes) without proportional funding, leading to a "sustainability crisis" where 80-90% of code in production environments is OSS, yet maintainer support remains ad hoc. Peer-reviewed evaluations further underscore quality gaps, such as higher bug densities in OSS due to decentralized peer review, which, while fostering innovation, fails to enforce uniform standards. Other risks include hidden costs from and voids, as lacks vendor warranties, forcing organizations to allocate internal resources for and . issues with systems and steep learning curves for non-expert users amplify deployment failures, with studies noting installation problems in up to 20-30% of adoptions. Licensing complexities also introduce risks, where inadvertent violations of terms (e.g., GPL) can trigger legal disputes, as seen in cases involving embedded in commercial products. These shortcomings collectively undermine 's reliability in mission-critical applications, where causal factors like resource scarcity directly correlate with elevated failure rates.

Economic and Industry Impact

Open source software contributes an estimated $8.8 trillion in demand-side economic value globally, calculated as the replacement cost for firms using OSS components in their applications. This valuation derives from analyzing OSS usage across millions of firms via datasets like BuiltWith and Census II, scaling supply-side recreation costs—pegged at $4.15 billion using the II model and global average developer wages—by actual deployment prevalence. Without OSS availability, firms would incur 3.5 times higher expenditures, totaling $12.2 trillion, as proprietary equivalents lack the collaborative efficiencies of open contributions where 5% of developers generate 96% of the value. The OSS sector itself exhibits robust growth, with market size expanding from $41.83 billion in 2024 to $48.54 billion in at a reflecting widespread adoption. Cost reduction remains the dominant adoption driver, cited by 53% of organizations in surveys, up 43% year-over-year, enabling resource reallocation toward proprietary differentiation atop commoditized foundations like operating systems and libraries. This efficiency stems from shared development burdens, where private investment in reached $36.2 billion in 2019 alone, per GitHub-derived estimates of coding effort. In the , OSS disrupts dominance by commoditizing infrastructure layers, compelling vendors to shift from sales to services, cloud hosting, and ecosystem integration. Examples include eroding Unix in servers and supplanting commercial web servers, fostering hybrid models where firms like contribute to OSS kernels while monetizing higher-value layers. Such dynamics reduce and accelerate innovation cycles, with OSS enabling and standards that lower entry barriers for startups, though they intensify competition and talent shortages—93% of employers report challenges hiring OSS-proficient developers. Empirical analyses project OSS sustains employment growth in high-salary software roles by amplifying without proportional headcount increases.

Operations Support Systems

Definition and Core Functions

Operations Support Systems (OSS) refer to the suite of software applications and processes employed by telecommunications service providers to monitor, manage, and maintain the technical infrastructure of their networks. These systems handle network-facing operations, enabling operators to oversee elements such as switches, routers, transmission equipment, and broadband access points, distinct from Business Support Systems (BSS) which focus on customer-facing billing and CRM functions. OSS emerged as critical tools in the evolution of telecom from analog to digital networks, supporting scalability for technologies like 5G and fiber optics. The core functions of OSS encompass fault management, , accounting management, performance management, and , often aligned with frameworks like the model (Fault, Configuration, Accounting, Performance, Security). Fault management involves detecting, isolating, and resolving network issues to minimize downtime, such as through automated alarms and workflows. Configuration management automates the provisioning and updating of network devices, ensuring consistent deployment of services like VoIP or data circuits. Performance management collects and analyzes metrics on utilization, , and error rates to optimize and predict capacity needs. Service fulfillment and assurance represent additional pivotal roles, where facilitates order-to-activation workflows for provisioning new and monitors service levels to guarantee quality-of-service (QoS) commitments, such as uptime guarantees exceeding 99.99% in SLAs. tracks physical and logical assets, including routes and allocations, to support and avoid overprovisioning. These functions integrate via standardized interfaces, such as those defined by the TM Forum's eTOM and models, enabling across multivendor environments and reducing manual interventions that historically plagued operations.

Historical Evolution and Modern Applications

Operations Support Systems () originated in the amid the transition from electromechanical to electronic switching systems in , necessitating automated tools for basic fault detection, performance monitoring, and network inventory management to handle growing complexity beyond manual operator interventions. By the , OSS expanded to encompass and rudimentary service provisioning as networks proliferated, with early implementations often and siloed to specific equipment. The founding of the in 1988 represented a pivotal industry collaboration, standardizing processes through frameworks like the Telecom Operations Map, which evolved into the enhanced eTOM by the early 2000s to map end-to-end operations. The 1990s introduced the ITU-T's Telecommunications Management Network (TMN) framework, establishing a five-layer (element, network, service, business, and management layers) and formalizing (Fault, Configuration, Accounting, Performance, Security) as core OSS functions for interoperable . Entering the 2000s, initiatives like OSS/J promoted Java-based, component-oriented designs to enhance modularity and integration, while service-oriented architectures (SOA) bridged OSS with (BSS) for streamlined billing and customer care. This period saw OSS maturing to support IP convergence and early , though legacy monolithic systems persisted, limiting agility. In modern applications during the , OSS leverage cloud-native architectures, , and API-driven integrations—exemplified by TM Forum's Open APIs launched in 2016 and Open Digital Architecture (ODA) introduced in 2018—to enable disaggregated, scalable operations for , SDN (Software-Defined Networking), and (Network Function Virtualization). Key uses include real-time orchestration of virtualized network functions, via / for fault resolution, and zero-touch provisioning to reduce operational costs by up to 30% in automated environments. OSS now support IoT device management, for low-latency services, and autonomous network levels, with validations in June 2025 demonstrating Level 4 autonomy (intent-based, self-healing operations) in trials involving over 20 operators. These advancements address inertia, facilitating dynamic and service assurance in hyperscale networks handling petabytes of daily data.

Office of Strategic Services

Formation and World War II Role

The (OSS) originated from the (COI), established on July 11, 1941, by President to centralize gathering and analysis amid escalating global tensions before U.S. entry into . , a veteran and lawyer appointed as COI head, advocated for a unified intelligence effort drawing on academic expertise, , and covert capabilities to counter threats. The COI focused on research and information coordination but faced bureaucratic resistance from military branches wary of civilian oversight. On June 13, 1942, following U.S. involvement in the war after , issued a presidential order formally creating the as a wartime under the , absorbing and expanding the COI's functions into collection, , and . , promoted to , directed the from its headquarters, organizing it into branches such as Research and Analysis for strategic assessments, Secret Intelligence for espionage, and for and subversion. By mid-1942, the had deployed teams to and for initial and missions, evolving from COI's preparatory work. During , the OSS conducted covert operations across theaters, inserting agents into Nazi-occupied Europe—including —for , , and aid to resistance networks by supplying arms, training partisans, and executing against like rail lines and factories. In the Pacific, OSS efforts included launching the to undermine Japanese control, training indigenous volunteers, and gathering intelligence that supported Allied advances. The agency also ran double-agent networks and campaigns to deceive enemies and bolster Allied morale, contributing to operational successes such as disrupting German supply lines ahead of invasions. These activities, while innovative, were constrained by inter-service rivalries and the OSS's short lifespan, ending with its dissolution on October 1, 1945.

Major Operations and Intelligence Outcomes

The (OSS) conducted a range of clandestine operations during , focusing on , , , and support for movements across and , with outcomes including disrupted enemy , critical enabling Allied advances, and localized surrenders. In , OSS (SO) and Operational Groups (OGs) supplied fighters with 3,335 tons of materials, including 75,000 small arms and 35,000 grenades, primarily via bases in , facilitating of railways, bridges, and roads that hampered German reinforcements. Key European efforts included the deployment of 93 teams—joint , British (SOE), and Free French units—parachuted into starting in summer 1944 to coordinate resistance sabotage ahead of and during the on June 6, 1944; these teams diverted German divisions and disrupted communications, contributing to the success of . Operational Groups, comprising small units trained in parachuting and demolition, executed hit-and-run raids in , , , , and ; for instance, 21 OG teams supported the invasion by targeting enemy infrastructure, while intelligence from networks in , led by , revealed V-1 and sites and details of German internal plots, aiding Allied bombing campaigns and enabling the negotiated German surrender in on May 2, 1945. The X-2 branch utilized double agents and decrypted signals to infiltrate German networks and safeguard Allied secrets, while Morale Operations (MO) propaganda efforts, such as Operation SAUERKRAUT in , induced approximately 10,000 enemy desertions or surrenders through disinformation. In the China-Burma-India theater, Detachment 101 recruited Kachin tribesmen in for and intelligence, killing over 5,500 Japanese soldiers, destroying supply lines, and scouting paths that allowed Allied forces to advance ahead of schedule in 1944; the unit received a Presidential Unit Citation for these actions. Detachment 202 in trained six commando regiments for sabotage and mercy missions to Allied prisoners of war, while the Free Thai inserted trained agents via and parachute into , yielding intelligence on Japanese positions and bolstering local resistance against occupation. OSS intelligence outcomes were amplified by the Research and Analysis (R&A) branch, which employed around 900 analysts to produce reports on enemy economics, geography, and bombing effectiveness, informing Allied strategies such as preparations for post-occupation and the destruction of a Panzer that facilitated the U.S. Army's crossing in March 1945. Secret Intelligence (SI) networks, including 29 teams in , gathered tactical data on enemy deployments, though some operations like support for the 1944 Slovak uprising failed due to countermeasures, resulting in agent executions. Overall, these efforts, conducted by a peak force of nearly 13,000 personnel with about 7,500 overseas, demonstrated efficacy in but highlighted limitations in coordination and penetration against entrenched foes.

Internal Controversies and Post-War Legacy

The Office of Strategic Services (OSS) experienced significant internal challenges stemming from its rapid expansion and recruitment of unconventional personnel, often described as "glorious amateurs" from diverse backgrounds including academics, artists, and civilians lacking formal training. This approach fostered innovation in and but also led to documented inefficiencies, such as wasteful resource allocation and operational overlaps between branches like Research and Analysis (R&A), which suffered from internal bickering over priorities and . Critics within the organization and highlighted these issues, with tales of mismanagement—some substantiated—exacerbating tensions amid the agency's competition for wartime funding and authority. A more grave internal controversy involved Soviet penetration, as sympathizers and actual spies infiltrated OSS offices in and , compromising sensitive operations and reflecting lax vetting in an era of ideological fluidity among recruits drawn from left-leaning intellectual circles. J. Donovan's emphasis on bold over stringent clearances contributed to this vulnerability, enabling leaks that aided Soviet intelligence efforts during and after the war. These infiltrations, later revealed through declassified records, underscored systemic risks in the OSS's decentralized structure, where ideological biases occasionally superseded operational discipline. Post-war, the OSS faced abrupt dissolution on October 1, 1945, following President Harry Truman's Executive Order 9621, prompted in part by a leaked from advocating a permanent peacetime , which opponents portrayed as a bid for unchecked power akin to a "." The memo's exposure fueled bureaucratic backlash from military leaders and figures like , who had long resisted OSS encroachment on established domains, leading to the agency's fragmentation rather than reform. Core functions transitioned via the interim Strategic Services Unit (SSU) into the Group (CIG) in 1946, evolving into the (CIA) under the , with OSS's Secret Intelligence and Counterintelligence branches providing foundational personnel and methods. The OSS's legacy endures in the CIA's emphasis on , covert action, and operations, infusing the agency with a culture of risk-taking and esprit de corps derived from wartime precedents. Many OSS veterans, including figures who honed tactics, influenced post-war U.S. Army units like the Green Berets, establishing templates for that prioritized adaptability over rigid hierarchy. Despite disbandment amid controversy, the agency's empirical contributions to Allied victory—through intelligence fusion and —validated its model, though inherited vulnerabilities like ideological risks persisted into institutions.

Geographical and Place Names

Oss, Netherlands

Oss is a in the province of in the , encompassing the city of and several surrounding villages. It spans a total area of 171.12 square kilometers, with a of 540.7 inhabitants per square kilometer. As of 2025 estimates, the municipality has 95,239 residents. The area lies in the northeast of , bordering the River to the north and the province of , positioned between the cities of and 's-Hertogenbosch. The local economy centers on and services, with pharmaceuticals forming a cornerstone since medicinal production began in 1923. Oss hosts a substantial share of the ' pharmaceutical employment, contributing to 40% of national jobs in the sector concentrated in , the highest in the region. , including dairy operations linked to companies like , and logistics also drive economic activity, alongside traditional industries in an area recognized as one of the country's key industrial zones. Historically, the name derives from the word for "," reflecting its agrarian roots, with evidence of dating back thousands of years. The evolved through administrative mergers, forming its current structure via successive changes in the 19th and 20th centuries. It maintains a predominantly Roman Catholic heritage and features cultural events such as an annual fair in August with around 90 rides and attractions.

Other Acronym Uses

Education and Organizational Contexts

In educational settings, particularly within K-12 public schools, OSS denotes out-of-school suspension, a disciplinary action that temporarily removes a from the premises and regular instructional activities for violations of conduct codes, such as fighting, disruption, or possession of . This exclusion, often lasting from one to ten days, typically does not include provision of educational services unless mandated for students with disabilities under . administrators apply OSS to address behaviors deemed threats to safety or order, with documentation required in student records and parental notification standard practice. Usage of has been widespread, with over 4.6 million incidents reported in U.S. public during the 2017–18 , equating to rates of approximately 6.9% nationally when adjusted for . Rates peaked around 7% in the 2009–10 year before modest declines in some states, though elementary issued over 26 OSS actions per 100 students in early grades as of recent analyses. Empirical data from longitudinal studies link OSS to causal chains of diminished , increased , and elevated risks of repeated disciplinary involvement or dropout, as the absence from instruction compounds skill gaps without addressing root behaviors. While some educational policies have shifted toward alternatives like in-school suspension to mitigate these effects, OSS persists where immediate separation is prioritized for operational continuity. In non-telecommunications organizational contexts, OSS frequently abbreviates , referring to programs whose is publicly accessible under licenses permitting free examination, modification, and redistribution, enabling collaborative development across enterprises. Organizations in sectors like , healthcare, and integrate OSS components—such as databases like or containers like —into their IT infrastructures to reduce licensing costs, enhance customization, and leverage community-maintained security updates, with adoption rates exceeding 90% in large firms for core tools as of surveys. This usage contrasts with systems by emphasizing verifiable in code, though it requires internal to manage licensing and vulnerability patching, as undetected issues can propagate through supply chains. In educational organizations, such as universities, OSS facilitates scalable deployments for learning management systems, aligning with institutional goals of without compromising functionality.

Cultural, Slang, and Miscellaneous References

In martial arts traditions derived from Japan, such as karate, judo, kendo, and Brazilian jiu-jitsu, "OSS" (commonly rendered as "Oss" or "Osu") functions as a multifaceted verbal cue among practitioners, primarily males in dojo settings. It conveys affirmation, respect, perseverance, or acknowledgment, often shouted during training to signal understanding of an instructor's directive, motivate during exertion, or greet fellow participants. Etymological roots trace to "osu," a colloquial contraction possibly from "osu no seishin" (pressing ahead with spirit) or related to historical military drills emphasizing endurance, though precise origins remain debated among martial arts historians. Within specifically, "" gained prominence through the Gracie lineage and international academies, where it underscores camaraderie and discipline—used to affirm techniques, express gratitude post-sparring, or rally during competitions. Its enthusiastic delivery reinforces the sport's cultural emphasis on and relentless effort, evolving from influences imported via in the early . In French popular culture, "OSS" denotes the titular agency in the long-running spy parody series OSS 117, originating from Jean Bruce's 1949 pulp novels and adapted into films, with notable modern entries like OSS 117: Cairo, Nest of Spies (2006) directed by Michel Hazanavicius. The acronym evokes the historical U.S. Office of Strategic Services but reimagines it as a fictional French intelligence outfit, starring the inept agent Hubert Bonisseur de la Bath in satirical takes on Cold War-era espionage clichés. The franchise, blending farce with period aesthetics, has cultivated a cult following in Europe for critiquing nationalistic spy tropes. Miscellaneous slang expansions of "OSS" appear sporadically in informal contexts, such as "One Stop " for convenient services or "Old School Soldiers" among gamers, but these lack institutional codification or broad adoption beyond niche online forums.

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