ࡱ> Y\[Z`!ߗEQTPy8)Md2Rx!hM!8c^ 28=WHA%̦#~* X~V,~\_)l/9?[n:w3x+6bWnë`kc|nʳ1O<c< ܍r'. /Ű7䂰\󡗟sr΂\qaNE9)XVq*P9|A9In&qvğ^ яɽ9*ݡە l%nts~s݈|O㛺u4azуH=ROzǯs=ͷLgE؜S Оx z,o&=C{p^ _ P 3 ~<354W={E<@/az)x^ WL Zky Xulxބw݂ -SoFh` ƛmPoz>ik[\OMж7Q_*b}eG5}aƂ`g`~~͋^"اˈ⼀x/!|Xᣰ?#:M2gh溎ln?^ h}yrr9ys9;)r{H滎hNn44&129IIL:Nh2qcMN-q;f2|ne m!Sj4eeZ0m ng܀y8+<9w=?P~|y'y1sq˧xvc:_)|<ş׸ k {Ts>a/!/nWwgw 9 = 9{3.])HAԳy/AY#0>Cp :1?>oE]x]*W53v̙4hĎ&0591v7)v9)LdJqVSYPZjo%+\ZŹ.u έہWO|b̭F2= ܜsE׸ CܜBmp h2uY<7R jf.efn yzgYzzqza/@.i/o zi7FX_O/1\SMO3DSL4I5iTL/4I:&l&t`_M mmyV m-m#]6lc]6M0l/'l]ҕlT]܆:5::J>HOه>l/o_PI*۷T~+izUze=Z=KlDFkw1WG 7mb&l"8:O=%zkc{t^ T;U_~Q%BQ^L8ڞ /3t]3JL*zf&*}4L_35+sNgyuϻ5R}O<6iߦ:sjo1:*D}Q?S\ro:h63T^Y ro2mӐs[p_>#Gb|OWƠ9B_,Q5~MR,2WWx,%8.It.NJ:9׉8t4Υ#._zn7A=.OoCj=R/cB=^/XuڟW{r(/>J⽨*ފ⍨#'D+XtE_0 #XHL4DSs/&hlNZ#>.މSqA|$?[W˗"/DD&X+H,odH!4l$ (⠍""FwY{q"E|u]o'7FniVIn9_EnQT5Hn0Bn\#E񙢡.ji*)$ ɉ"1.!hr b4*j,Ơh5m@{tCE0 H0La:keYeW&blb&`4F?l:4MЯjl/:x tCX#M" m2)s]2-ӂK-XE2/25IӉI25ef1TfCd1HF$RYtFt#bo!X85b̀ʉ򋺲0-"*( r$|VJdaF頙F:RF@.DACYAf5[M[mPmd-2rr. rSc5r16??\qP(- uI\QqWbs"8#t 7a"K8 N(aQLvY/Vb($b(.fRb(+ LqD]1H4ESG=;hU5[`es1,Eh&vFb?j)QoRQGX<B1?JOTϱ5DnYL4E>tAIfJ868ȍQ-V f{baq1F&cz_;⸅8Qqj`¶STײ]%3 3oCoE^T܈(N(N.3N3#S:nZTT"2*256&2,1N5l(#6GD*(%"'z0Ceu;SݖjfTOWF5ֹ@ϩNB t~X3+5C5ym5J4j$S8jřUMΪJrv \R%*1uЯkr[U[fLFr]5B-j9QKx' s|Qx :x N}]woz2U$QUTmx飯DU"Q*_TqT R6M9dSSbNOq9 DEMO4O_ਮLQ7z4O7#tk0ݝ hN@9ڮzc?195qU"eٞwl|P2Ύ0ZoQ!j~4w#j55iNLt P?]7um@ujZFzԴѨwQ&MC E<*Q U_JFʦR&齔LDӧ(@52&)}}XNGZj|Rεi YN9$[@%[I-@9ʎT9Αج&9Cr=) r&;r}$r[M^9S]I-Nݳ9C[D= T=}_vzl'Gv:fmש6uSQhRyuP]R%ǞQ0U[Va;Ob;Aͳd;X;LUg;Ku+v􏩮i/lo?c#"_hHEV&u1֐4׶Q~g_ը9ڂTfj65Q ZO5FlS69)7ٲA\¶R.cP9|yWWse;1TNvյK]_1Қ˿ _W}>R;˺躄sX'Jc_Rr{^D%)CqVh"o$|m;Yہq ߅h66V6aR&d/ML}׻Lͤ[MR;Mdx}|C#1o~37鸹NJ?F%pڛ^f 4h@Z`z|5~1L'M{:lZFͨiLM*b zAhPMZߤj_ib1C.OuQgMu\Q{\RmZT @M +-b(bz"6;b*֨3b:,V]b(Vb+֪Ybb ~SP -R܁=yiD]-Z=S7u[|7jƷjW->|P{5J:U[4oTm JK5ɠ@)HHER!S!EY*HEAKC(0L30@eZ!L4Bdv"U)(JiDiJ$_E-jP4Q"fItb EC17E ?})ADW*%:S9ўT_FXX &b.RG.PoE4X̡bOccBSE D-Z֢ f!NtQkhotOl}"31^ 1M(C_~Z2E)6dJ"KS ِȞhy %S)Gq&AJ'Q.yJȽT^r+Ֆ\CRj6r:Agj ݖg"c<6u=d\-Q(4Xv;MdW';rفȶA9햍l@d:%YrtKzwz.sktI2 H <껊ށ<WR ԑu*Z~QP_\jʣ -騌M%eT"c1ntATIb ihBE!]bG"2)VGZܧQu\~? 9 LV$\MP8NQ(M@7@STIԻWEuP5TUGP Ti Y#1STwUJAaP SiJji1x*gwKtzKǻzKz;W=wMZ쮀sȝs{hJzVt4ͤn wiI\z0ו645~q+6;ƒc.> wiB]7fj{j{Vjg|VfE.mwhKB{\J:). tå;ŢG.?Czީ{{n꺻;λ=ۤNU[$u΍Vu S7 On&nR~~2~~ aџR_WIe̟ob|JD~J'v4A* z۫ؾ:+(?9Ѧx +ik%.o:۩c:໪wﭖj=VC}l/PbTFuRAuC{JyMy1SZw{EMSK:4Ǧyhy@;C5#Tg>Ew_ tWkn_Vթ(|1ͩoE|;@(ߑn4CiK4g$4Ư~= [iE}R'_&w@S*_Pq ǿ_JR[ԍ.:rg]\}%ч\*}oOn eiA9}ߟPT}sy=GSqvUŧU}*; ( ]r;}}ݏhz7xzK׹dz-jJԾ.^rs\~Ծ¨DWZuHWIuW[quwHwvt{J7st#Us=uu_WpCt)7Rscta7^WqYu-]sZjo "JVQT\7Iu+yNj^ \1gpkh4i "")"(b2")&"-" ҙ4"I!rD"I  I(ʚĢI 2&(oҦ0J"l+| _9L [(8c2⨆8j h`JFhb榐hi nOgEt5Ew^2iE0$C_L01tE3Dk1ڤB?=Ʋ&cYОSk"| ~%z"n3ޡi~Sm$an b^} $Za 4# qQ@qPy@d@ZK B#! hЎ(> _O|yȋE.O @RQu5HgUu~OVuYWVt5NTumBSMuCP7VuuSUSPt+UIQt;UZwPu'UDwQuWWTuoEQFVpPRq8COW"erz"lTJoSRW'ip\70wvxHA0zJJ 2 9qKA{T}N?@|T T%ϰ_A-b|?W} Mo)"bX >$?JEJAZ'%QdbWGD: %ב()H9tT u2̥:-%(Bu6sP4<IPv!2g*O"bJS-SQSz@m.u?'ݦ~t!Ś$tWb݉n6Q]7XW2HtyXo&ET 6ĺ7Eգ5<,jzz e;۠{R땔V/_b03Dhm= AOu] `@OTGU{UЭ ޥj_ʃʈ޳w:;Dݖ&4E7 iCt So4Z' ίApu4ꎶ/sNi:om.H u)ZۢKnA1NOB7$B?Q!i^f!OGj(F+j&b|~V7j~v r~N"úSwuޜ8u9 l0,`7kfbhLP'hUu?w|'zLuR]]-֕KYPT tA ! |G5CW>ƾǞp'#M;Ġt uhWPC55ZQ{Χ&$SMYM4 $Wu@4G%CNџ9Y/$TNԏ9Aߐ9N_gXT[# 'If9`X꾈>}8^8鞈8nk.ÝwIq!n/Fҭ-_t!$hq`I@iAF_dD.EA)eaS0QďߏydOY"'2Z ֈ~7f((*_EuRDXECm짊f~hG>"bo%Fbo!ƁIOm\s>3p1͏$L\1 ;of1qMka kab/A+*IJΏ[ q퀟=}qwGI^\ =_G<5 _Ku?-b}5/OpB.|_|F'/"q/eJE{:qsL q0XD( :04!R/ &+RD`,"aJ8 ||W)^7A_xˈxw1qaq$89=[>.wW"wb)b1<|dG|,Ǖ{}Jg{||!K}Q4'bl,Ff&{%tjy)+o'Y{Ǔ|r§a|WU|qYe|IYܗA>_ZY@z$ 1Āmd @CA+,?-_K+wI9Pˣ.<=`#7uoey:_EmyEpN7 D`"g#ΦOj/MOs#gq@rs&.k]E+bIsl0L80 s @7 ہVj 6Oyge)PY1<s1q?~/o}Y~+3#?o@0د~+KM/57&vbdAr*HkL 0ʦpP ZRA?0ՔS$` [M`09&Kpdn_$ @cM1тk&rpDl72XoU_b~~97S 8]s?Ksÿ3Wز}#>S/>A~kRUmAɺ;z~FG~ڳ=;Ck_}.g|2;'|jN$_N _|.}Rh/J?ήSZ?ˮn{nN} ްG{ܿp}TO4nO_ndmmo7َ~~mgV~mwm䇃`m7m?MOC]m_U\i_5]_%@WrQ}Iv|&\< Q]bd^MUS=^'iϹ[jo>wGgzǯBϰorgB?Ԇ8[]Ů]:؅% W-=J؛}rf'Vy1& r' r(fum\t ڍ..6=]3Y353m1:3ǭ4KR-\~Ǚ~)¾;LϾek _uqWĜtyiŜsi%\uqMqqqWӨ{Q.|> OĨ{qQ+5Ҡ ԻiOG т?tN):]Wg vlf#H#?kO &Nd7srt .hrY+\.v׶ nl'pS;ۑ6v͝lwbp7ہ۶6羶1 xCmUi+['<%69xmV v,fCĿvW͍/la>ݣ?lA[jЪ{~-m5w=u{j3ly~eK߶cGK%.>Gw8q@Bƥ9]N bue8\5jqDm hfizULgs8+\Q s>W |\".'wٸ4u鹼+\1pIK [ ۻͅ px(kzL..wrya[WKlߵ]%U᪈6Mk̕\6/֎C|S9-JZ\!hoWWW:yП f<c_kkN hCӠ3~qn%Oqp {5״ b)Js\y@ @g3béݟNC>oľǞȃ8fGq6IO;}X«qW{UWnVnC>.lsM^{sCgiQN b(<` 9Cg?1e5/=|h;rdڟW{UQqٰsag\tzsqP0?lr;fw:Tމ0t_s} AlOݽ 7AD20y@@g xo#xdo79{+8ioANg> 6Z$Xe `}"W!h?[X%kAGpĪ)1oCmpl;;\a;#lia]ִ 6]XlڰMfh' h7M&A QCa_M_1br -FH bab[2?M7§O]鍸z?Lm75 l0ƶ]_00]"Ļ(L~;?La /vJN3a;q B퀽x;!na{;#nauvfۆ]Kp63qFp~Cp~]o!Oڅlpa|!|-vz8E.-p{qp8ўS|x wك>7LƄ)0fp,n~_Ԁ^a>-,ڇE]˰k:Q%,J\q92-\zԕ_N.msĚ#vSV 7ن!9¦xUߎF55ENت rܱ˸ 12@ 1Dl)OK6\"Դa%@î.^ԿX3좇\pqyQ6Dzn12%X:un#*^jQ08#<ʽ 'ތA3 7x]8pD`u@z7jK̓2Su ^P)u R>nSw\A%iQqfJ4/XB:I[ɴ+H t(OGq[0΁KnO3= &` ӝ`н :hmѕ l=O.Fߧ`}W,&#g'Qp,E Sp(I؃R҂aw<@0r(G81~ vQp3% w=X2`k6cz* *.B*Χ΢Jtjԁzjj[}-va;asak14"HC)4™zgwnZjbX :wNjn~rΥZ_߆pc)@G4;|wXauuzh~P=C8z@W ^wca]?z(u3 c҄)U/rZa닄 u0UԺn :tV:XEYπay",Et0f|"A ~DE?6oAf܏};sޢAA|ݨ'cXF DM'5X[W A\] A|](H\AB ux2ăm, D|qX!x'J~ڟW{7nhvfnh (. )b(y1͞)=)^=*=(+N!vmb"6ڍb]'صb]#b花&c*v`wX_ Z >_F{^b/THj 1Hٻ"  SDUHԶODL4oDI?D[kd A6Qd5]m4Fmd [/.%魐~+O,Κ.)#HrI I'O"0#S2GW0dT[d[E:[U~7U0_E13SI7廬`C<SV2eVSZnkMI3%L0L0SLAsƚ-mjɒ,o`lbzvi~`&`6]`?8lSb(/Afeɾfllff,kRY̬&y\u@\eMsE62e3s^2d'sBv3d/sH4h_3?Ϩk한b~ȹtYM;HQ DB&h(tJ;!^C/ J]IU|xrݻ7 %o\Mq=$.^ĭ#NJ3IVj]'iDrO/6t_/n@٫ %hl/@3{ZߠUj9]1.SM}CnQ6d7A3jk`] K|Xaz;xbG@ ~;H1k 5i`=W8{=lo Ӡ}Բ/BDOlQ}XY O=Zp/'B3`/Dk`0OC /d};Ւ_>? gAM~l.|oP=KvԊ=u ԙ3Rw~po0M Påh8'ԃ+SЂ+QcTSrY ~%5y9qa\Pާ)PQH_)Nt)ݠtZ_Vִ#pg*1T҇<`zPn!3  ԟnS?)\t^ MGPOAzP(bh/|#>&R$ F]hؖPKi:%a@+h(pT8!y:]vK}'$5lR-UNtPvtZo+ݑzImdg"Hq Ih=3/Bv|[Ck)''RQB9M»w9raGedJ}Rj=N}*O\{~q.ǹ#~Wڂ\CUs~@a|Y޽dQ ovҏ]ԅP X~LE厜#$z{aŕ7W8ē"ϔ $2ɸJrIHdɛhMd9/Y&9>.Q:ߡXP8+^touzWHً,e)r#=H>6`]KnS-;Tߎ/jj{ mKl%`SG[l(uGl.9h&-nHƎiTIrs~N;JN:Burje~Tci,*מsGa"\6 ۂTj6Ԕ:7@=RK4fFMM"z6]l*+.KbS J֦v0屳f*@Sg8JrM01^.0upM#gIxG|H{ɊLF.x/xe'u2v-𝌷}^ pHԑ]=p8+qN6_l4<k cu@bu誋Bg]:Hz2ЩPZ TPArzS!LJn"mm}B~gu Ap]=PᰊTNd5֫8HPaT8܆p3ƕ8b q#dQmډq+Ņ_}*N}Ҫ+5Pq.^(X'‘*pq;qspۇNRۂ}Va[=Bq1Mn,vr#0 .ۺƵ֮PClkWL.FeX%$PLt! `{%8M|,8.Ζxs](wp\%\bi. w}+\-^rOai:|A;!Hta&$FDl` )nlwSadMl"V5)kn u?ß Vް ~0qԏR ?NrL~t χRW~!oߊ.H ivW$uX6Lwa/?<>VYυ|~l aGC+xT+}(Wqvpu&.GDQ =`C`b+!a_?Itc?}7bTwbtl/ 3X_gV0?2/,_`*';E>z2Iэ.4ёdWX%jrW^-ua[xƥ[.50/5XOA?-}]|A)g"|E>sU[+цpLqGq;'rq3׽fj+PJ),7^o W#\ ѻjMTOBŸ6k"תڸnU_ުj81>tTy[I]uUUS5z6l tC[@%ǔsLrN;ן~- npc}\__ ӿ}}G1vv;{SW2yͣCx'<ox>G<s-,}gB>S7ړ~'fm1zHG5;뱈a0׽Aۣ lA+|z /yx^' =WY ZZ^׃7bVĵUky͛uų-ƛo x{uM>Q<ϷtSCƳ=ԝ׃#t?Q|Is z$@g&1s^Fৈ.b8/"ދ>c||'L$ϚX"uM4&}/#EyyyEg3giXD_M|$g2i8] ♴M*N& g6 99L e<;n}܌3ǹ,:p+VXYYʆ\4Fhe3'2n7dW.ւ"uޕ M+s&]s2\PWЅ.8OP ]70nS1 ۃ,ApnH7Ď5巺%2-nAGC  zɆRPO5,SM3mB3L=׳=ӬV=Q=ڜE=\<}Нe`խ k麺+Qq:ӘE:YGs+:B7Sg3a]VtPWiumC7uc[]7 tT7-^ײ]uECC;mۺ:c:ͫCIBKF6:=@zzd[襭Bm}zo['ہn.jnБ6ڭ{Aǵ7+I\:#yzf}B]ޠ+"]{=t.vGG:l۝ڮvi=Hc:sqhKM]&V´Y4+@]6j V.>q1LQ/Ӿ>>7vr?(٫^%Gi^bSؕT73a4~mGMm[ط"g[O}߶<%7[Gfx86 S/4 s7F lR6Rw|;浺l,8.xߤYꙙޘG( 2]hiIsLe4SF}MklAL}cQ,SG;'5)IEL"JbbQrR2Gί(?|oTQE>N]Ԙ7SK^Gy%u4gDNy"mt{mD5&GHQ_$ՊOc t̤avfJ{=ΦqȽv#MANLG-}ي}j⣨)ދh(şx"GbFq`x,clx*%X5X6Wb4vbx#wO[\m|(`~Rҋ2dDRFX≌+ʄL,ndL!n4L'.yQ&I@G\1 qAy_Fu'v`$ o=M2"3m2. %ˈ=2 㽹![b5b^{V?W6d1CVe1MSea1Y90V#*2$ .h &9hbNt}09 (0Ls2ج1@}@75)ƚ ` v5h9MA}kZ#ʆ_qԂNUVkEY[E1]D>[{DV}1%+EB DR9O$G<Z9YE&ēUYPQIdYkNDDp.k|ĚgD[DVEe%<ˋB8822P28bR8B^Y<@nVDUGBՑ-+ˊv:)@l=nB ]Mau|^pW"sc">H=ƪ,"{^Dq\t]+( /vb X/򊕢X. ŢX 9)JJ0pQ[ HD/ Nh mPZbF n!fL4Ec5B$v4/ԜEE" *JT^ dQS6q dg<q~qmp{JM@ޭb7==D quoQ=QI<R]%sK_؝"jUT*;N) N/N4=*TZp*T242&6+N4Fč.URZF_Y"4H4娋DtUjkR ]Ɣ[7 H$ )n@u=I][}5G]]U ]Y==]^eE]R%I]Lׅ6]@2Gչ<{3Z9lR.WVE]M*ʭ[캃 * *;jN{>azWgjFz x{|%UV=G3Ub=Mœzz+o $)%/^+;}sa hR1@SVR]HW1?PFߗ{x'|n? } ~n < a}C}Mnkori c-`Hߕ 3LXެP6r;9f/` UHG9<%p<ًvJ6gu9yd5.,p)YZc-e n%;L&r 7˵D.gpe˥\Q.㪈\|̓6,w⹗'ȃ~\ ks=Vw#j Z.}U>CdaΥ"S\U]QwS^r+OX7.MK" PTM9;%LRjNA81e帔cP>DW1QI/TQAU1ԍ-T_/z>Lj'S=z3H Zsz_ochGD 琻}Z]OzeԣSS݃ZnVwuPSݖ4um jԻɨeu 8_Wź,-%i5/myhNtfڧQNDtZǣ:]6tG+;RGv,Wkx})S2'ؙ2& ɲ +۱%vv\j'ʵ v<"y.*yǮFnN?AIٞV1y^U-SE#U>SK׾P#j}fj.Ɩf~:f/и`Ϩ [lv/w}vf_f_۵[&%j)jہjf.jvh C;D';_(KbJLv-lSE|ֲڍ.vrGݛ.T_em *dQ6[RZD1mYjSDڙ(BWs*gSM|5ũ- zzDmkd[:֣ն W|U_Sۑ>ێm{ɶm}Ŗ__MCwmra%NDt&6mqU~_/HZ) |ʹLe~ZYYXS:u^J4tQsM0tN[g0uRM4;tdK{~(iNM+]7'!Wf]3iO)Ӂfm4#iHB|oIfOPs3609웘Tה(U%.0(iC)|OOlΪz&ޯ٫.iޙFꓩIꆉN}&j&ZbR&frkJff~S~`.*>`$ƃA^t; 4u[Q>J< aN#)@ ENJ* SrQRʔRzD+ h0L3B/b%K)GH,S6QrTHb""6UѨL D$j."R'alHJE:<`O4u婋JDj#S[I4%ѕ֋xbChAst1&I1YṘT[C/6 aw6KS\]hxDS>e S3JMd*(S~ xh'2i>D&2.Mqh>l6oLOdn:,KAYjK֡mmilMd[ط`lG]d+L_vز'CqJ& &P39:ɉCN\AZ(7R;Z=B&85H55"oQyyJ'z5\e_(N)$(2CUD/n\PqAPF٪R*ZXVU^5WT'R*+,9YȬU<)LUEO+R c9꭛^[5ۨ5|u1gY"mxn%q(KNSFwҸC cSOuRuu j;V3j;&=ƝW#E5]V 5s(EMtLS-JZmF^:#>+>:듩`/擪_r4HM ؎}|S@WWuqTs[5T]PT1UiC'5!tO"<*/R*/(˩r2 ꃮ`/ j*jz *ob*ݔ~ǀJe[5*_*_*g|~*⧨~'!X*UR E_/jO"]߬jFqjX9Z%~ZM~C:o|n 檺)ߣ {^Nof|2)y#Vw~8" .0l)B9CSQJߩJyOQ{gR GjS _ZBޗN~4uiK8?4O~2-hKHn?tӾ3]7ߒnbMw}}zk3_^rڗ0}y Шstwu于.NTNүMhDy|FS w:{~򺇊GZ| gU|ʄ'x 򚫢!ۢr ?D]s]7y1>fhef椘hOd_Lo61X24L*aMxļL;0?j #b `L{4L5P^.-6SPBNs7椩#NFi+n1%|?87 >#4#?^Ѝ(#v wb/r0ڗM<'v731W7cwC;?w;x\p'7>,~wϼ]|5yswQn"qCqZW@9PE@A69AV҂H B/&HAVw| 8X™Wj@?9}v*HzJzʦ*_nj閪nFZZʪ.2.:ꢪ.|Ρz鬪Τ4jNjFjfhkV+4u`Vjj;أ: 8`kStHNA8NjN ;ڹП[,⻢:Nas[k~>?M}O$=izEE1@,zI/JB)TZS )Lt RlEH: :'EQuv3S|i(NA)uJPFꘔ]G: ֑()? jC(TR9BC%zGOmzN C.? ݦ^t#7 Ĝ~ZP/M; :":::1I:⪢SQ%XA2 PY*TGǼZc9E"Жc_xĴ{EF_ZZrsthO:~օiz@ׇvC6mCDuiECt5+b]e.h"X'0:)NOVLDGSU=CEtWʣPDvu ηEJ ʤgQ!Jػ=TRǙlWhJNO@t#?vH<n7=F]Փ5 Yջ}G'˧#+r4Q볘w9ܭ/qWΫ`6`c<̝ͱzU^%brz* wԜ-bڊA>Sb$ 7 b/ *p_BEX_HLWLl̝ﳊE>X`"b+l"b+UXk%Xcn#17}s1ڷvQ]EWSt}Ek?LDK?G{hg.~b%Xd16`ȏa;Dls 46qb"Vv9,~X8VbMZ1ޯ:7bqmWDOHtG1mY_ QQۿ[7b}9o/qO>b!3ؗSb?!b=עo?/f8WDQ9# 34bqR, A|2 bUA$:k{-N5"a{J\? x8ꯋ#), 17OHZ2d \Io0S<>=cKG?S0h~7ʸ~LɌ~,ˢ~,~!tM8، N+)?|/'/# x2o,o#o.FЫݚ*K/+K,\ +RdK6DZJqlLʤwНݯ2;&C`㶁`̆1eDmpFWpNN)F_L b⎞yĝ{$N⚯|+n~9>^Ϩ=_Q~ sT:Szf 2['#`n>fi``8 7A{hfu৚(-+!E-^>k/ޮ^P /\r=Wow?A!+c^6bg`{3?Oğ?PAt%mbM I2&_Ŕ r*A~S/(bZM%ڠ5ۂ@P ANs=jnͣ Zo$3A8e1̵ 9'͎͆@Y꿘y/3?4 M_1[9sȟ6]?滿m?sϿ)'iKV ms}7#a7?o?g;?lk}a6f+m2?&Slj?fD[OU4[ϴ-/h/ ;ޯS;ۯ zok{.{'ooC̾']T%4wt~K৺h~c?~C;?Ⱦ#|/{}gw}Gws|;;ɷZ[M[Ͼ[Os7rE|Wq}UW͗q|Wg3cR>*좸>X.'v'| 'o||}NYFоU{ݲ{aw>]> MLn8}_vsKlGжrlc븕Vt[mIwr7mlBF !w >y1m]ڝk#M6n#Vmk9cn놛nY輦UnY料n.x M__tEL_tMoM䎚V*]3E ם2Y֝7Iefƹ;=q{gW|>oiyͫ|I^,ߝD|}Us`_riw͹gON'sE.vBNqJ3.uɹK1VJ.&WwѸ]DngKh4F:.*.=w%]N.rs <0rE9+e8+\N*!*.bk\K:p躃> D0N`Όv]9 -|\ЫqMh׆~&<7t1V1~o<4!y`!X=Yc#v۹r m\ }uVr= nfB{ k,|xv@ux<'= '8F(q nǵ^h}/!`ϋX>p?vm@ >׀w \t<=%8ȃ8.s'0l,|3_yre!+:Wƙ~t9Pt %Hȏg.qO"w'm:BDoW|߾?G~-)Ay_-p|;w{v/;f Wv)Xs3?~e3ۗ_-2j%[ T- ﶃ)o\<{uD-ݨK|sc{lԡsqTkx5/a9S|C}#6'@F>fӀ H 8 ƣl|<x5k. bv}n۾a# z {cpv-lѰr4#=WkkudY@GvAmZUGP wA[ztAgztGAwA=Gr0CL0N#X0cio0viK0~ fЪ`6- `1 Д`+M vM ~ilp\]<- ~5Z\%Z\h a !''|uWNK4?T43dzFa  P0%H R0 Ӡ0/4-Islct%LJ{Dtσxߏ̴[0g ʰ- KТ-ܰ+Ҍ2"SȰ> а blFVu ;QRp QpbNé3ƢoR8à=fvn>{wZuMaS6@ui/؃.vah@|Єp#8pM 0O4OaOm жp'FRG¹دkn`Q@)`4\s>b+btF=]ÚnKGG N8T xa_]u>leX]8ۏ8a'LE?”Tτu°N)Š:uXMg)ebX^v*ΆBV SaB; ֑O: s)xOulӠ?KC 5 Y*g]5ou ]]+K,8 `l?sBc,B].Ku` ՙ:}A Z#f:uթjkhٿDYIS~ `oq5p0o;\>GnyGAC߂'{ jF .9'Mu&Tq :AP 2ODbh 0:|ӱg˿1K?ttkI_؈+WtvgT Nlqm6\v>WOt5QWQp9A\rIA| D贸`s8k߉8e8fo#7q^i{n&ծBxkl7}u1VUl[N1 rC7|dtJ\I PܱA*dwa{%}[^dƚݐ%BW([Ȓ5"*K<{s>wy=?>R1n,mk8wEnxv(|cʺq8©3g 4n{uGtf/E=?Fg6:aD]aPt&G'mIѯCY\b/qF{=[=oG"k['+B -ۑ\8~~~H.bp ?Ẅ́\֖~u.o+X9.m_y#kq \Ђ ?o*>˅.?sI>ʱ|_̍&7㿹i-kHxD'bϾ6^N&Ŀ؏MǶu6>gHx`cmO[Ѧv`v] Hs\o_w]7j+g"L?ۅos=R>d3[pA7mf#wϺL|e.^.?u.WwRŕ qorW\ jtW'yk v-k\{.E\..sCWW3\Nv.p569x3:+sy(x%m{ٱE+14wU8Ԕu̮ ?Ӯ'{ׇq#nhѴɢg# -.YJtr]tm-=뾉vhmv Xʝw!.ƎVHun| O֛(ʋe1XeF?F &pcHTT5$2PBs 7Qܖ7%9u Y>d2kVØf`cJ^ILGgҟ1 閩EMMb MF76iI]3rхӹ( ӡ(7eDyiK"-ќ(Ќhf4\9$-4Gi9DKlf-cPIf 3+ṬRsK38I= *O2]hH45R0i)_45S "BPqJ ThjQo}_i>Jk^J;h$u_EsjR; 5TG8}c[Hn2z#NftGӃi݇$ʩP>ݑ TY8hOu ڭ+^]2tڥK&Ku+I H|5uzWji:_QCuK\VQWMS/4JQiƨ >P"Ջ֩Dڡ:~Վ.P3:^P[+ x]A) e|$_d։tEO7:1{Ӎ4@[;MII{-umdSQBYX5TP]PY5D*wUiMbPKGmʁz{ !ZZUE$4q#zccR5a>:bL<̔\b Fa>A$+-l l]~WC۩ME]U1CdSY| apU ~(!8$`f}oX{`Ol |"1w@?$}kķD5;!+XALPG]?nT#I dO~ě"~:JxA~*t-߁B~r=xV_-wM.-tN6ZW Mh@V翡N_eEYsE^o ]e.MBD?}wb +4G/hHu)Ah6BS7ՓՅrBQ"krK\!E*^25PP ‡8C?R+ S7[XޠE$24<-*QPbBMz)ԓ| ){hLYB+>gBg)k!c)_C-FR0 C(. PГZn:tMڅSRH ki@XI)a ޙiB%ǤЗ> NjmMJڵ!;d^F@v:Ҟ [|.It-̢A^O>LCUd U]%vPB=Ą( f GX(s6[ ߣl@հ @Ӱk!|N! ,a,Br&/2z }B> E0HjZ %$`XHƸ0?Bo, *t Cl]hBK Mq"4P;\ q*NߡbB!9)WD7~wlQ}*W,UeBgCsl'P#d QIrUl7'Zto/~h UDƋVq~懪>EU}W5 l滫V>QG|o|Sӿ*WWC;jjCME _HeTUle-x/C}_%M2J9?G $"O':Fnpv}OVj-YKT!ߩzjx.6:si99EWrEr+]qy.tEy<w5tey#{ٷ869ּ#ed k`؏]Է?I-{E*۲&5>6Y6m㮀MvlVni#AۯJnR]fhWn(OnnwsY3:L\Idq#M6ӿ|V\Eܕ#]A>+lyVl6lk?~Gڞ Kx+JBVUʚGP47z瓨lm›m Ͷ9-Ox_Na;ہ6mƕl=.fkpn[& |8>dVs~14s6Ǩ9H~jkQS2T( [=Ô$蜜Crb"DIӗbdRkKu.+͸|Yd89_|s&K\~U&r-K/n.}ik>ӍNuoxrݱ:apݿHN>lNZ e6^B ]& |!d!-%ԒBHޕỹ%{K 1Z̍ nZU\.fsy7KA\ۍ.cS-$FwH5MzT^ӽRSK T֧BT<@%@Ʉm.iHe  ú\3-+紴o)j_F:a7RG_+b|q>::E{R_w}uO?>y3|63ȇꪘ|Mw4}|3|X7D!2\3|XÌwt>:k?M ޾>új/eoc|O/mICTeG!=bů֯[hݿ!YM6/|'h9ECLΖЫ4\@$\ЬBf= m{f+rb7I_U.4$/G!9dBHEpDZfi⧩9Ci\LA򡾲\~$蚼=e'Ք!Ѡ6:6ߩlR>+&fKg`2K؛l~,Aо~+.ZΧh@eQ,ݜsI|Q=>K  ķ;>Q|gAx !{JN/M8/K$y ߕTJPT+2rIJ!"0՜&rV٨>祢2TR .EoqEj Vuԍ?Ϲ 4Gwj&*%5pԤʠe_)%BT8H%ά4CtCS M/ 2':N=U!V"/+t9"9I~ڎb$]ibc6iIlV*o(Ҕ&rݖ,4n&e0)IGyK!p( 6Uh-ܠߡ.7q[kiPS:"oM~iJѦ.tL/ZF{JQ#f4 > L=ñ K{f 0S2p(lN,|.ޔX%,*k v) 퍐m6Y:&#l'!p{uoà_ uH ohfomQ5Jxl{k⬱IE Me4{~gi=J3~{}unv3YCs'\=Fܻu@)/K6cUp: FhRCM⩆OH8*)­RxWX#4D,ri*?4mn th( ۭ^394Mcps[}\q+tgN:sh݂|n3D?;Ea Kz2i A! vlcӧ )CMh6~Osqo֬\Ck }B!Yh5A+$} 5VﰖWq/mȟj]WZGߢcm~CQjȿd^B{nQ:v_οkyY݄o"E|]yWnq /(4fm=,r 8^)1_6h1Yke9:DYV)u>ދ%VHNdd8NDS[ˡrYֽߺ`? &"NJ8*ԫ.z hM6@٢#%k1#oqRMf1Ӵ]\퀓YuW<|:&ZF-jULoh[N~&4W4;0%9|@OMu~z6dRJ-> ]ҀH[^'y|ˤ'ϑh[K2^yiyË`g4Ӂǚ<4 ~Vr~bzk3ĥ7?%?ķ#>t]&@;nMrl;hJ3lZj6v뇮qmu?t ٮ?z5|tgI%5Q\`^w蟈yƕу.Fnƺ%c7 q}xp!V*n+㶸nF"u4Mc=5؎.崃\1;U\ڵ{\O{ OxEHm<kij{O`7\Q&*Ҹŝ<tǤ;(.NʻhVI%t~s48п1kmu;Z؉rΐKv*ѐAv`~$K(vsxqed/=\Fy9i4pF^w".RHVRWD\e!/lyf#Lwm%mK9o[iX۷䨭*훲6m'l79gJ|JF7cFr)R͒gku7vQʍ3:H0NQFiٍzw+2|ǍgUm+鴎dHɭeu_p~=y5s*ΠYq|vWuչ{wmŻm'^nB[{/x;ۙTڕ4V\^^]Mꢮk#Pp{psd1sBO G.IwϺk|=i㠇q8-nI lbźdޅ4h$GsI{ 5I!asy]NدC|E߻b9ܷ[-!~ z!}K/6lsD\@ӂOy szs~?(phڏ.Nfm|Kțhl]~%+_ 5P|1JjR 7}U-/WM0%dަ5E%).J5!e2@4$1v(;r8EoJUy"5%y[悷T6-a6dvdٹf/gpi#d-&kmIb>d|ξ-ɶu-`-v rOe+e.&-5g/be E/| L?/#öA.M`>YC))jJK&a~f6qn7i " e-PC3|$GJ!W'xMYG>DmEkD !!!*,OINH"J JDXeFg%VYn93<7?'Sy^<'2W^⿑Oe4h˖/)#)(%uw͢_dS&4Y1C_4ySş61Lk!fHiGK$}7Y[R! | TO&2{O;!}tcFKu])wɦ/|GYıڛ7hW^y!ZjVKpc(s5/WrI\%pwK\Es er!0@_ y͹vP#s׳6[ .v&i'p30mg6R&2֑˶)m+Ao 6fqm6wvm^bke[E[m3mW]i.lTh/:)pSuۮk:_3u:Xt=}v§Տ|v-oS[9w-}>Wv)/fvbWvo`'vog{n~/wD>ˀe. pg]c/'&v37rK;#xncGp[-ړۮ@gnm?!7sm[\psY ;s8e?f1St%3k>a?'g:'p2oyc%GI1^./|ƭח][)5C2d>FV!h?͗4C$iH?wh f >f4$´~LQ ci]M;-r)-uh[JKAݤ5iV83ږkwWaQ:tst FžRd) euqAgM_&St҃_m>7oTg5>3>j PYlFM-lE=hknHmnt7 !u]3mEn0SAM֎n4]M y=/7y*U~nsZ>a&^3bfrvCG^kR][!7ץ?I?/$>5 &<5gz}s\%W<+ YY]vrT>}WkKV2dn2룯4m#UOZPi)Bm$kG^&pOw7}iֳz='aPI/RzS =t 2k}~HIuedQ`"w}Mp|*B_.ءǒ?>z5C.h_ j'E`=@?#6L?5hO!/P}sm7M[C-ʾ ]}9gڎI/qvo .ЏzG]Ao ;Ѕor3,oѿ!_o:B:a)Gg1f]1}Iׄi%<+L~^ (_'i^? %)ù$IQp8@)i0ŴS6sS_:m)|qE9]ٙ uޤ%U)c1Wh(A&ڴl4$H?."wh?v)gTx^l "yگ7es jgu3{s_?$Ex"3 /`&[oj0~ b>]ЇN<o\ y/D^?Lj>}yڃy*!{d0ls0qNƞpZǙd(H*!@3|3>n%D1}wo`a^f.Ũ4Rzuȏ(Ǘd%UCUgx_J Ls CєB&PZd%(LpQпҗr H= z$T19K Ի N"% kE:p #v9G{3_B4m9i4- } |Ѷ=+|KtNVÀ!~PoG'8˽+=0Ӑ`_?ѶlN 18 wF uԋMr1+)֮8NwF&Jkݰ隝I:Q;= z<-_lS8stj?Y{NK<q+tPq#Mk]]C&ri+I1mo=…S<Mqi 9iG$x&jmti1r}hgvkz47 v[04ǝuVls ˝A(viۅܲ"~w{PPۮjܴ>-D.@O2eM_  BvĶ#'軜SQFRqzȬ9OkgNr V'>=G@6 A=._qSq{&PWrG` 7^\Os-Vn\Z{; Žu ҍJV-YpCȬׁ<&uh)pWYbiΑ:Klse.ղ7ź YEzX.y1?m6uITؤyFuq;239)MYmcjg63sF"6^;ȝLұ4Ԟc)3@nش4̻>)M_ڰ |uY}:5GK_Ӏ ( Hc|:Rt;75^p0/K|+QO ;l{}YVbcV yk^D rlC`}"6B6ÿr-5A|@gT](3!!|$Ƈv@n BV 7ȌxvF ~a=#Wp}qY.b0<0?JA)j>G{<ȋGσw ^ ~Y{ϿoZ9\2}GE5}M;{z8}Ҥg`ρ'#類(pxsyt{9Rc 8F` `=aKOW =&{F㌬ GjNۤFIgdn xzsgWǘ:t)0uis\pC_F/1L%d쬣}LK x|.Hm>LS.o>b*4%\Ҥ mn_ rs]-e uƍ|)w>{I^zs}f10 ˭nbFr=7+Ozci-o{GC6slGwvm$%=nȹ;ʉfu4+e\e}5 mzj7Tvj_7Cut[{Y;VoIAwI7:%pKw 5R.^ӻCrB؍tC]' tmhMw5VRn+ⶸp=[뚈quE{H +"oTRT:ԵO}$ػ^6Aqd4#!;c˞6Ia\F rLW~wE1r®%\嚡?kIZ^^۞j9KFw0UZIK"557%rƧ5h^ʳ#skr{&lp3vv(g~cv)~ɮGJ`UKR@H5tk% \giC+߹2-n vc彍rKdpK V偤tw$.y7.$[Jܥ7_/nw yO#Nyw/|% "u8ٝ0+.r/m[MuԽv}I4jwBr'08xpO͐,zɭ@|_O1?r0M]Gһ#;$z®}p1;|%e0nt1c6`+-G!9<`^=ko޴WS&=orK h^/-d*)Ga;8Pt(0nƚHC6 [5m\ J8lK}-,؜R:)iHQS )hzH!SKRJ͖RGKRHM%o^)'qRVN H%B)(MicH G9flŨt斻戍0q6Ҍ/ ήpV -R28I*N N2E"_얛.tpfK2o^ ,flGgD_9?l$G0`LA^0&دwq3][brM66:$1fl5+L N/`y`!ˎp$UG!Z%Ia Ep.BEx|?~k/{DVޅDVFU2P쑕Q${dA̬l$u^^}}kssqߙ/LA) bO6ycyrrԧ,՟tx APHBm&i0%Z>4 +!9\/>:PA-m鈓' rЂ`2s`WnpN4T Kh>Ő֦vɶ~؎m4\*ɪXY{ȃb8Cl*͉E;NFSTGűOt :FsD6$jǮ2tqu9m]72ܙIEO1kHX쏓 i Z|f O4oP@F%iPK|G8]*y##3|8E &륖%( dU)&_aI K[#moP=vOž7m6lJWTr [y(#M3<.QxIf4[944hA݂np:)EP;-xTЄomNmp ӂ;YSqd,0i&S2ԴuIb^{Ay9"!%S{ץ@٦ ڬ [; vۥSI{98c#nX, +ssL9wüh[85=)-CkdN>[bW9l+Y42f6H毧O .AN.i%, #b-;_N։S݉sFҸL"dsQ| KI<ąR2n<.v1[bNwlwW')'~͞򒤵e-d|-/s2zǸd"IAlQAmlj<|I@YtJsc֖5`'H;C\B"W^ڹ/V_dWX a'>gOu9#+|=E\Ux&Wg>wڼlhGyv Ic]D4HGca֟eKUmyL7x.ƞ#!q޼͏YGĤ{e3W|Cf`ٸ-z\% J@wR 5]:iunucaot+w'p  GSuG7apD5c_Rt4I}ws|1٢RhFKw wfA9w<+Xn&7d[,LPa۶ FĶ :n@!aW34 vq@}L8L\0z}Ag0xQu,S씔6ĘarG &ʍ >}9y{n~`J!m<`O2aC6nmqa vy3pԵLM[dӕwત3^ǿ391I` ?&e2i9ǥLvngPg˻ul2Ss_m+t fXICaUA>LЃ&}fJp>US fno}B)4yHt w<&?VwmAk+p3ۗ3ۃ=܃}KɨbGBEBwT5HmC,k`[^c)=Fil6??9xHph vi=Tn;A3Čt;>;E或bh#ԏn@(޽ zc {IҘ!ʤw0ey$41koT4(ݨS0sxz_sk<ϟ`f9՘߄d(vWC##LI.~ˤ(|'V6]f6wvfh7޿%IK(eZFyC5ywDt1|inq7mS6k-Lm8`F m̯aZ8p SfkA5/T=d '7 w(~;JWuûfŘ;]Zacz6\FUɮm/i+S֠B($Jh!܁`k~Gb\<{?n47vutus(P5.Qr<*Et7L-I;P=*+ͥb8_l,G $k5VX 6sTcWlO/bdZdm|vQJKjǺ 2-$mM¨zIVp%~5FSG8O3D{[]~ifwwȯ#a=>[%u0Ѝ^n v'TB5:pW۹M{ \ZVZqM6>!/Cܚ-w!_8}8=9MpE.5Kun\x\nUsc'U:e n5t 8Ñ|WeP=3i<0\>b{|<7{%T8)H©5ĵ4 RA4 ~c쑨]F0_/pp{z, 31 lFG2M6B4֔UFB HYHR*EEG|Tיq,Gg<6*'GJkOuoq|'` ^y!f烘 k-ژsOJ$ZMcJm^ 8 DMY[hVIk sAn9: Ѵ /Љ6- Ӆ*69E~#1V&n{8\#dC6ICLvMMTRi@<2qгqRgކ A%(Vt0\L: X(Ko(6^rPj@h> :JcۑT6UH4t?8k:e'`6aXcu8 aI)3:;awwpNy/anJO])9MRw4@OƓR~LLoA7n roK3pKx?<kq(58 Ea'3h٩k\I<|A`/MwӞ<ogFoAOv\Y _ 泧HX;v;>n`S6փ)kWkާ.#qr ksr=%)!FAJOrH2)5&K&_s _HaHFgxIxwhL~­SW+sW1,wXJNe5HX Fq%%WvxT<$<\ b6f_axqʹKPP|;Z+Pן~JWyιˍĭntˇ{^hw^ҺCIE櫅ysךovoF>QTufGgrW<@ߣ`.M=jvJ=aj- Ix L+xzέp4;\ b-F}\jdhʞ#usU~6B]uAՠvF As̊ԟ4ǷNR F 8xY=Q+ 4rހϩ_ߚO}oD[D15eǴT&ƺ{QԽcUcvkC3iАA2< j_|CyKK_#UڂަLm>C=ǿ;;e9wxýӴO@9~pj=|I7̠>0zH.l^CiNQ'mGw4 Vx"NkpjW[WuGBn&Y3tfzL3GƏ{2=w@HnĿǴvw; vsP}$Tq}-xʭ6bz9EFM5Kvy;x2j~b"V{\6òΆz{Ŀ{$f{KǬ!&ޟn7/aN',f'O4njg)wL NuV a dSXg|l{=g)h45jFBnA:ɎUi!ߛr10@b ɉH-8$,*Ⱥ7KeHj2[ſ/j7՟5p}_%nSSAM JRx 70ď{$[qlyP {КxzІM?NcFpi3s]Ӄmnk^\ƴAS>Y j{*,wsoܣqstRP+Ae.dRm\3;4_]4}@h_+TAU/(x +0X3ե:CJkY+@-| #5L#s ᮩ 1 9! ̐rC*(}1yΛoI7M)j`11xxFs줚Mx^FfXYjx֩ԕ0H-d{zD.t6G!+ֹѸXRb(V,V, Ԣ55OwȠ Un(Hy=pœ֟p:b \/j]gk8;c ͻ8Co\}?{Esv/#8:s `vpm}w ؄,Ly J9&"Xx7g\k& "8qVKaVkX4S !U-`_c_؅ᮎ'9]CZ մL@a u}6k_j!ex$l*@(]V[m=htmP~:dS')94 Ae=wȤ&7?orQSitHi|>˿2LAw4H|q6:^NC혌Nav2R3PYyi;i[Ց4V i /CNhUש(ՠ,3 )95nǁze:Ɔ8k(~> _^3Xh֞ bkZҟf(3rcڥ0>O>J>=̣AŸXGчF7R/@Tj5|ys\KqEH_QFZ\L^%[}H}OGqh 두ՙZ9]ZCy+}~:c|Oi5OKRQ ,,t7ZcnP?Rߨ%(.ء>96o=lgΤa1뼮p';ïk|'^26 qV:)7>?{r@fK݆ p^JW@k0(g$&둘Ce8697A[X=5O[5 G٦Hp j9Z;8Ǡ'߂*pI? (h9RJq-iöLdHܙ_5E(gqrD:~LeWz$;N|O:pBDh_>$mxtx$xVJY/=dLu@))2WvH^OQ!Γ%+Y^94`\rpm_JzZri<:cOu<\ϣ Q#E]J)ʨ2s6,K4xz};ZOhd Ge$)=+$+kQuA >E>Q#e-~$?i5 [ PmIO/ʓԺ®Zi8PXS02<wMyH%j.A[Q*=5tLSQyrIW*)m4RZ7A"*}WJig =zS%)Y^OPz݇'?HܡOjگV/Isi~_F\;p)]&yF TjE\Yey$Jj!ߗ|^>2(^)dGH2=dd6R'J,JFbk>(t?-No'm_<iU_JI=e,?/" /U*o9{ZO~$[T0er)ۘkJ\ϖ Wm8Do7l66v'{z]{ۼ>ڊ67m'neWx`pAs9=ř&.fp;m"^G;@ASn2Š)`SJ6OIRU~S^|Q.u9:dr>We/#6v wN4 m&kkF*ۤnjr =GŸc^k=ĿأΞ2{D}vajQa7~߿>T9d?=v&Pm_ a`ۇ?=y$yo[Ne/m6>eܞa.2Xs.-~ę&A2ѽ`3湶 l^d#U8_Рp'}ޥa~6(~Guv Grg}o?Cxۨo>p< GG*Cד78dGV8cx j8Ͱ' ;% _a-@߆i[X905KGea:>C?ehKXMUT;vp0uQp=UN:|f6hsGw.7w \ ׎v8o/:~M_H{j[|Hn{؏3yz?7`Špk (w5aC _Q]r0?6r1yŹL.s \dOkn=gUn*'su]\87_p9/p'^ajfa6aIGa9m+L H0t Hx^Z7%>yKz@s示K%ϻRUdSdt%+\Z)J%'=V.JrR2L|p]!ZX|_N-P86SMYL@4oϓ>nmri@ky}?AOʜ&P?7=(A:S.uOw}_I$QKJUmN:uxK\#T:a.`둈1br9mrEG:^W>wur{%.7utj*?H{jvӛz&ں{J,5p[H#QKPt"sEKE]&=O20EWa@8"J#gݨvv(lMtMZl}}ݰuT]a(vT*cF_Ch&ԋ&K+QKH5W溺0Ղ:N:&=:AyJ1PMn$qJ~= nCE3w:=; {58_{.qKw&#ߝn=Ǝa b2;{$r=.r-W t[+\^=]&ҡHġQqUW&X3zFc3%0s4D0g4 Ga-,US_<`Ҩz~|JvPvs FhSڗ;&ml 5\mAG{K\=mT:>$b+TcG0.*ԮOfgûv,t@ bB-{G 5~H)a c7[z"b;ΰsMdۂ-D=Nle'cKSzږmlh@#{|z.kLppn65Wٝp?ؤp^4Asn6eҘpI6FRS&|xCTa1<7\\l m];݄-OV5tĞģvcْGړpXЖP H)[ӼKXZmx7Ox ?  3DŽiRX_9as</edZz訢%L3Mt67Y*-iO۹tݮ'Õ%\hv5ͱ3i.Mh-AKl:ZeS5% P0Tg+czc]I4NyM#RZjj5y:1p' 7ekauׇpep$7+̅_qqx6h8΅=j Vx\ 6WCH-e%'-i#Ƀm\,cq,=w.)&)6GmB2Y_|!p784mPG@yY |=.OI# | d=]C."U14XWVbm:,- |O(t^W8Óp/!|i;nr==ZR8/#McozSF,'zq{6tXΫ`&_I8\{s#`_lbt~vlJ G9wfFe7`ׁrLIYh|f 0dHė==aSx3lC+݇gx?୸rp{\̭{$$قR*+ՂR;X/Z0M:àUY"{r&x^QQ~2#h.シdp0NfH` VK`<bA&MTi2; ܬ&9iA=*hjm휠kk-,nתo4GT I-I *3H7%i_z=،Tem݂vFpn 5^ ڋv`lm[!m`-tT^GoeO [ތUH[M'VAg<X> VK&K۞^ .+9BcJV󋭩a;[fmgv=9Un]{;XX2=^!L7imzKO=2|*̗\|#VNKZ,YE!9LmihhkKpW%)dV)xYfd3D&2ȼ!LK)b^#m̲(lfxζ /h>P*ZPI7%}JsG=if]ifb,D #1Hk#Sik.7l)sX]..H_&n(ڽ&$]cz?5`gM[nڦckVSͰ#{o::i`{lk1#1AFj"r=WMqzg}HoH ݻfhHM=#i稽_{^^7#9l}QUUY0Ĥw_nN.]6Aoj»wuW*jc&aͭp9coak1llVO*sXTܳs[ŵ4P Z #KCC74,Є҃)+i^W+Ca~ rsxW| 1`vsz. x)j'1NY1`!߇|Ax< RPH]!=r @>Ntm周㿧pNB 9xd!/-=m`HǘL)f05yCHgxL9ieI)M !*0UQ?7:sϙS ~byMf5#HY\|ن[B<`/f4 CgEdiM_KnҜS}<{Em&*su·k8c8`6MX VbL 19y$_jR:L Ģ:|TPSA|AX/ٯI x$bh3'w!؍`+W lðxZD읨t<3ShJތS oHX'w9, ;B[ mN9m5~#sf20Wf69BIf/2L*d5V|aQ>2=o<0;Tfdl`,O!U}GiBiL *dSIShnk&75 =W-MLDMMZmk)HYWϘ(^P~S!hF=?Д;7L'~6MC^>}9YfXǛzڶMkap7{xoUq<4Q {8>O|KmN ΁8**d ;np 0zI'pQt+.G)0xnq {$rZ&{VjsUqvAwC;Zsk ._W06XKQ Sa e0UPH9BK(a1,9,e0I/‚d<4V'[Ul䍱.QVɂE[Sb3yll5᮱z,#7%z_ݢ2T(SWdcA4~ޡsTFhSTVDin&G@C[3:*ڍ~MS)DP( rި"rhQrQ9qQs.J"_8Mgq(U9/EU>:B#46M^GA\;6_}åb1.c%O<k ibmzʃhVh˒̍~q(_D;eU@QO;j$be%s,dSc U<?hS U_匳ret5LfN2}(#8ྔ!nw'e enˏrhtIl(-%E4hvc;]ntrzhLsd{Agd){]j99 V=&J4Wby2'Y?$GFHGm% DP?M7Wex$d:W^p%/kRڵڮ4u+TmW0y[2rU]2<=[n$»Dxٳ՞gcH|j)niא]z@Sd0OXοn)xhp3[>OM^jKXPbLAS M 塾me tW$i#ߛi"#!2STR sI,)#tN RK6|J_ r @C||?/Xnħ\UoL#d"/ M^9#}++64|Rr5^Χ b/#_v'Mc?e\Tp]yTSUSRRɨz3;+4Ϫ_{y$V߆|^MqEcⴙ[8[2ryH Q>$ tC69OMlQaqQ۔Kf\6l nq$?m-(]C lM)y^nsHF#rK2J`IfsFۯY;_5m{(c3C.d?,;Ni3ۻ|OR )"gβMFZ/HM:@yY&J1+d|vοH|P.I(LTZ;yO2J |{mx Ti=Kj:֗4JRXJ IAQ\z*?HA|e$ƒNZe.הaJ?#mxĝS=L~M69;xLZKٖ닧HJߟߓ5Vgg{9q;ڰһ5Xn.&ef#i/moSEQYťTެ;x>ľK;yh6J 9`RpH&^٬`d*0G\ $ ,uX./#m?k(BV9 ]`WWĵFWU\3{|{N! "WRVĄ $<hPPy& //R)T\*)W>+DVQθ SM#xTY{<9c>*Z%en9r/DUN,U?o&j9}'dr?iULA8A?XrA46hH+!_O ֒swmWP 1S/^x%Ak:⣠ Jn( bᱠn?=ibm}6=Pj0vFm&9m !$Ov?a\.QS JQ.`x]#|NDWd/$;O ? BHxe'*Q,%n)G*!sTs<*;?u9"2yz$s!zJ_b&Oa B?Y&+ 79Oy'gd^8Ԍ1Xe |8qD{~c?Ԙ4s 2妋3戉2(+sK[tlMfkh"}h^f>7sөZ>Wsܬ#w-}iW[h0O3Ǩ f(&醴qdwf*9wLjhБSf 9CĢG= @b Ep.#Ixl?2.N`%NpwwCPUC}3m#;ӳiRԑĆ9~shO:a?G9I:)^I92tbcc0z[+ Ѡ8d &4p WHE V °ziD5*!rN4g%gtF p{'N8SJSkM$'0;n3lxudh::Uh  m2a4#F[ݫXk9p K6hPUl.c* ;V 5?%*qo-Ia 3l d+|BC{0^.d#!^?l%ƅ /++cHL,'xe1Kz x.Ƶ/GC${ [Gz:%ucSA٨:Rg }̤uJ"Nia:L' u9Hs_sDzWĂfo&:olIYm;MYIPPWRJW7>v_)]9}!kҥ939b;TԣU3TVE_H\ӴTwE~7SK2iTo:(NDyK%O{.]v:;)/+iΙM.*~|6\~˗Mw7,1&S n705M1S&tdMy>̤HFLN7i 3phg:K;6Nؐ!m'"V:k,$Jz/UG"z«XTDu<ߋ0V(.BL.$ 1Jy4KR<os<.}O,؄W|$Sw0R':4顧 mt/CS]oƁ.3:L".֟Oj,1> ݖܔ]WJ: hߓfvot>m^RG9On^櫪Tng-&u wM꨻`{jZY]bV[٢v[[>NQx}Wl۸}Bui즞f/4GP.7iiv0F ʸa*]mQb*ٸ˜95 e-f&A>3SEIds p֯z58#>QL[ͧYvG}Ae]J)祥^*ѫC1ϛGC-Nj}.zAO) pD(Oex=,Mg %=<#T{*pPu/B3t|/4K7 %˽ZUD};At?_Kt /깺J*&3{^>.H/3 vq ׇO&ut*Cekv8{~lGq9ɶ}ɕAɌ Z, /rrw7sq:7Uۃmh;hi@KB⾦]j5ih-#}-Cl-*63 yU|FI;y;C\ꊴ #/v^8Nq*gÒt=q?> /.GÚtv,z K~ܧ&` jc(`·xiȎ;!=WXXjeQ[(R.3a $mVrde)87 Q匙%,nVDu7O|FC<77el3(ɂ唔QsN4ԌJCo,=.e8F`̂: B8WVŅƗ{BQN,0fg =wf7g-Gsg=qm\zp^ >8#Leô? 3Q5\NOt9/T~|R4FD7:G徳;)>&ӁO 2˰ [.BUD<ߜrh- 0$lrw cxiTaR,]~_篇'k) ;\Q)V#G-ė^Ugܹwmz  cg(<^anNPtt&5X;c;슣p.#H i Ť5M=Ceס똖OP)xE`^ ?R;lI3:!\B#w|$!F`#"~9:xϰV<~3 Bnw]<}ρ?J.hjŷq|]Ǒ1^Wnb >ل:%WtwHև?wڕ{MhUt>\S {lA^Ǵ hx3E< 6.qϊlzk S5m)jakPۙ ّTҞV|cD؜.Gݏm$fOr=8!(WǞBýhXGI~@=DO;defr ses޺Ihv1}ѭ+=iB?q/t:^|ǻiN47y,K ԛ~~=;{݄Ix6Bdw!OJ4_-$ ; Y thTEE=(-0!4@|D/`ih ۱\H.t2-#1~?aD`ugK@)1m%!hCU!qg|R|LI0+UEr/LtsCL(+{xE ͅ4RM8OSCYNf}TDT$I">l9%7A/w`#!΅mrqՋH̓O| 7M4Uꋡ{.2/ݜ DГJ0zhRb*S,=Nꯡ+h)2KE~6tZ=MQh𶫇LDQ}1\?nC6#H~/l={.ٞgg;Vy0Վng@oF:66Y`/pF=eK]\p7mGzQZW> ?a^+“ApAx{dX߯ut>nT wprP8aǎ7pe^~Ow=&dWfIg>nZ-ord}{67:|h WX$IP/B+n<\dv_%+K(8'J[A wX$4ay7#LSQ0BPRCzHI!ǁ&:%{^@cW=+.|aX} sFrS#7ē48:mul+9M@_p $׀s.InBrxie!/fRWfjI!1KVFp'!GGU8AC7 w8A2߱1pa-ѩ 9mYUq"6pl9$E Wn#A[i[!'a t8 v<8o)qbZI.p:0G8}{4H1`5xL;p 9,%  6<qƕ }?AwBed4΂p\((GaylTRnYR0OBG-q 41g"Ł Qơc}^.. p~˔ӏcR6?\~V11}FxfWrGDŽ"}'BI& $y5RW[ˊm$뫎 PHvz}͜BxRU}H5Ϫ;xIWMB H&$wN%*v=6iӔ ݎhnEx@Wi!D2e_"ځoDqr`+- mO+hiKJå^5^ K5^%A1nB}_WsΛc4YDZh0lNwRpNʧeo }]Ro,5l6 nV#VFrm=A^K: h {D G"ۂ6J Xx*6`,?F()k/8-d%$/\ T2 xp^o;<z*HNXMx-cɟ_ tva:,} v ]-Y"yvo$oB o^탕ŁYtK/#rz,rpZ.M\_U&l}Nzu~Fs"$~@W<5Lq;)G¥\Wx59 k:R7ӛu7SOJCAO+DDoM#\N%|7s1?MNM3Qu95ږS7nDCy 4dN,M狴wY4S?Gm8K| Sˏ+DО Nq}J mx;Cu(%9w.I<[Apҏz&S(3ݕ@7R\]VN#ܢRg^8A w`hnM?fF=tiDVVSZeN\џ)t9P:4\:$uW CydlE[d {ɬ8CG95DN((f^\᧴LoStHǩy*"oeD/GH ѧ#OH+(o]~HuW=| 5muL\?OWyͼH z)ңPCaJ):zvtx-3x^CZqO};;;ar sq^ 靼U~Ho&WoeU^ȷrޢ76_G>GL '7Ѥ:&7ƥD̔?LJ^%;1}Aқ| ڋs -fpYvqkc$n_y)ʇMf>cRn>*m"ǚRڦg3]91/\\l3+OS\6&Nf^tY!YCf>a~#MzD>L[:": nJgSop_߇d\]y>mJ}w 9-ivc=wrr<ΌBɴo2ca+rA`'3X,f7ϕ"s}9[Eg=2f147'g]7-wwn>fn*&7:.s!sslf 0sucEiopZSoI4]FtFQn <(mAܦtݍn'Z4ɝBݹ4]!~P~rkp:˜̜cmm7u3\4 qSw5q{R#w(r'P%w6pS~/T)K ,S(rר{ʸY_n!}N>n_趧5nm:DO݌0nl府ؼty2*O@kݏ^OE-S/<}#sE~hVC`+c(WwqUuoʳ<C<]k"]0w6S<]]]Ľ,w{A_dV' 9l^jS͵ix-E-%E]6;m*K3lBdcd./swFw+p7~t;Bpg׽ta..{HgsT mv|xTƼQnC<ʽŃ җuA |t%X[@DZur[HY^ByzFǷ9tt_k[\lh绍;mIgԉmNk,RjS餖u\2AJm+ JZ[ؚ4ܶ΁W@ow NTi.n ﾍ{v]\Τv茧?;?K4ΥvbwQq{+>=%.>y?ϣ]/)ޠR5Qy/!Qf/~T^j5|Jy`}1?d>Ί@.ؑ|gesR-»eMw<ŽmqASֱB+k8AaNoKsl[-fNdqeܕ_KfsmYl=n/j-k&֠O5 m&륵ԛ mLwwJv7X-y=OdCcSb{rɺ)iR5;>6o:.ʮظbثx~Ƴ | myEႎXN&‹0ؑXͶ*2V}_Wp.Wha?;Itf;Tdqmm/l@WtRq1p̍IaM lhcA- myakC)P.b),@;t lzo<"xC07`:XN¥8+J8ثWk9D/SۈY 9 A//4@m/&T*P.Jvu-loTf԰F)s0~AqC-)࡭l{8cl:\=5h_W({mp.v*ܰ &ȶ{w qah_ =K! {X^.&1= EǥޯBccQ$֕r"~?<"KK$8KyzW y xnA-Mh" vTOD>$>&褁&d {a<2#%f04i#pEL3t9M%bU|uf<36 o0&Zph.η,M`-ޚܘd*&2?&e~k&9~1)IOeL6jmH)6I)g4I8YLnlĢ&2I_M O `| p~S!5Sxnt¦V3qk@oF[329nQI34]iLcn}c,h`6nFm߿?q ~77&V]܁6:3  n:kΫ=`捚*5΍)ªw"@9!ۼ~=D-caǙ(\jn\%m.2g񺹈;%oncGs +bw sP|L܄น9-y6\v`)\d$FTޝJwnnyɁQb7/uSS&7e7)9MIveV &ʹM9mvnR^󐶚M4,6f1 (Y'9w+$Nk"i\~K%'P7^Ҭݭ u]88}>yLnNlnݕ8F[H9 >kᴻf{ZOr Y}v_Ciߎ.a.$sFh إ5AwӃZܠw}/@(2Oe҈T$KcP?z.p̩[cttC86]"\ WB B'a:,)`:6DiG_XW6:5Kf]Ul+]W8Og±GLkc u#~g#ѡzmgpAjv.N?jLf.EaA.nIC1 RpG.c<6J ZviWЩjW-Eԟ!񽿂lj«6؜7a_ގy/Ac;= jsR)0m87bKok{xs[ILI'ם2SYwjNCщгz3ItN]9un҂B]*9gn mnSMq*5NiYvr#N}I_:MȉgJ;?~oG'gPTI7P[(OwT1p]oU~\6ќ&sqjjSYd; Mgl4t. $w>Lt݀ߩ0}I%az[GId8O=dfs Mίjn;sDۜwΘO92{t:=NKl84'd3:uMІMB1u> Q(UČWDQMOvk^ڌp9fjk;j2wLʷerU4T}9ژâW0{TYsL%q~3Y1%},6飓(1IV^ۡzgz:(8W{2~p oBRR71ID5LjLh<(g QS?Bh:R취 z'z;v~6H4_FPE>XHbA6 P4yi$zeLq+}2yL/ RejYFm/2% \x{92Mޔ%LAi~x") >n>V oHQ"orA`sH?>%WsuH!Oe&ϋ/waURErJUTE^eSMdQeL4 1үU_SCuoU+6iU{SP3U%z([t}=A޲&φIy` ĻA?UeuKRSkȳ-WRUP#Y_-eYSuƒg颻Zѽ+zsRq"%gO%d3~&Tvz~Se ,ĐVasV?qkN:&}(m}$ sA3JKfsR^IsTt|!{pЉ{,f:$6PXmՍz׍bTZFJfQ $*Ms_@ׇOs#Q{NwoStv?SlBfV7lqplUHaB #~z@_!-\͠$jFIսZgUFJ[U)w*W?KJE Ne[ͧN{4N#Z,tӗ932;(4t+_|COʂxNKj<~Q#)CT*SU 5VJAmT;:9sF: -tK;cιF3W4ZEb?LUT~jSs)TD$}j7oj&5᪅j5Q[%Ã4Vpz#+hszY4*xLkj& gIWCry4TƛC7)dSb,Bi!!3.<2cJ!CJ( 6dXMʥ(?| %Lg0A;u(ݐ 7C"\ q>yw|aWL oe/$Jb^* }. XafJ+,PEĮb`# =N!:X9_cpVG ѭՃoJ SDvt)BDJit5Do:FiE'cI~2A>t]=MSi';tJݥ<+{B9QhzF뤾BPb<3M1} J[L:h"zMOB y1i3x>Ѹ@O&dp)5\UT]ţ* TG ,iH9UsJ+a#Oh|9RY$:%ޥrrs^R%羜~G'J٫\OuVq;- j $\HM2BBu&UmfCb1XC`r}`:āXdŽۉnGX`6ib o> ,pC,\pMD8Ku^=4p"ܐ=TpUMy6ao8c/8#sNac)WDǗ `Yh 8),R"3/:̌e0J,W'q DaQ8` f >=zX cJYy0aAY0Ф‹&-y@lQNW>9yk(wJ{B7zPBJC+C9)2T΅*ӫP次\54ۆ2ڪ" V\ο&pP?ȉBM9z>;j:T PJNBqij0 u^RSU.SqvSJox7o{y1 wmt37N{c׎y58W3{YkzyzYuL/N%҅bcbK0^"er+'>kE3}oG mO.l}+Tf VJP>şCyuPN]*N%Ct#/zw\v}[oyKUo>#xJo{um_]0G' %)dPf^Cyx_:@v&S{^6gu&{XWu}J ;]Ocb;D#u;I߷scR{Ơa&rx^6Ⱦ29v~fꣶ^h鑶&qKإ:ݨS:=~ՎD/,OՓq;z./Oz?^r˨_{7q:&WOtkE6$4 o+uq pD:EÏxNdlaMOB -[P//oi= ;6.Ų)(@dշEVHT达o梄3YyWRo;Ŷy($:\y F9+rq7:{yg:Q=] }C:fi΋ҷѺ o:'0ZkW@)?se&i.uJ3c麜Twz$+QF_R_Xzq"Yz˳#>=8~%ʍe)+"eSS }7RG_ õE9sg"ERoUJ(JgI;t1UZ<, H>#n  уǺ6%X^"C ,ķk$!2Kia6Hg-TfI"bidKY!>14n(C8&88|y؂/"XM6b&b>21 9[RϘ_<3,rЀѺ`F sW "x޴tGl~7ip)A^nX/e,A{ @!kEDFd;H9I&^2?`.u;ῡ$ьB_r}<>\r c]sdin&bT|΄xfU#1 U9\%Xi x?lEYUh15θ9Yf &5l`c 5zu"6+۝+x[Xo:ɸvH5CW1B$M#rĨ&3ό'T lT'qOqOu5 T]eT#TQd=8\i-TH=#8FՓˏ𯕛Z7g{Mc;Q}ŭN-<3> Tcw煉Bv)acYN`# K3GjQVs.:3f;/1I:I+rLive3:S99.z3Ԕg-O;Mfp,Xw3TxD](ӖL9JDyOg,u-.8i9߁H}—/R_ߕq i[SΘݎ]bncSUAY3e] uf=\/uD69b{ ZqB}O^ͫmi( QEjyP=5YDxˋ>u-܆#~JHUn`)u1v PіC>ƾ=\p=5w/d tGeHIbԔ8;]4$q8) qXatVdfު#WBWa&kIn_$x؄~hz ]y_ NjH }WCSK<=h|/tPί̼1bSa8?.:񃓉|g9TjENSgd>rCK1c@{? mN^zlD'TDw$yΥaV7j#w%c: uCXGù{ XV&& Nச˘/Ra$5S?ǢZt5_mRc.;Gs_uPSf'EWs7Q45wu)+O_lds6ڴ4֦mj`ST&61tc]^Ɇ'tPdc4^yQ#na8w ٝv[]7t`G16Qp} He8$!l`AfƐօ캷9l9R@k{zjk7:du٤L*RyfR&pvg74e2HH٥"K~< kMbqYedV.XKcɋ$9$Ic=$'a>b\8JC75tTnbJ]Cf/5pf+3Ybxe'3@$ q$PB%nim\Wp;οݜítn.'psdכV7j3,~KJb XIKd;͑4JPOYF-dՖyT^P1Ee,?,,®/Պi7,ϤHJ|%RPƳ2l^@y)tgFUeœe>UP|)A %-%\aj9d9fQWb1%Z.͜X^c~Ɋ$#4S86glo: B@ꤻY a.ɠ Ft1μ!<7\暶݂?]( m+4p55:צ܀~&+d܅r?BE/i2ݠt.ڭ%t3 1ӿa; m5`ml{د6w΀ v ܶLb=T6r}npEI{O?]_Տf/A>Fz1A.PEQA_`yP0 ςbpp>L\7kx'SO}2>8N(SHr+(,']Ir)Ro.mQ]M>4.$T/?zꟛ.WbYǨz+.7,_A"vU-7Q@}tmm)K}vE*649=m>b X[o}Ұܖl3[+ů+yRo]H=wA"0zkv~ZNg,0?> i/$pA+,@VXb3ȅ]2W;SqAx7!:RRNŷbxޠbh ؑcq  |LC 7@> q|!|k B< oL8F5KR?G3`5tQ:/R(%#dǜq>ZE*\~:TQ; 4蟑Ԇ&P#ISUaTRP2[5NŜ CB 9 B̀[f$4 Դ!,7`) LQ` &4`2L^t6e MmcKϴ $6= `K\Wx7Nx7{`7vxk`6{'; [heP2o&f1Ѩ)E3@`B'xI 2#ĔuNK<19}v(IZ쮱`K+.qǭ*wFD~'(}-)}N#JdoSd{Yz(mBeFUES=e6N3t2^L eIJSU#|)h6t 6," 5{gXEc uTRKQl6Bcqk4wo,7违ߑa)mzꎋ&RqB)Zei Ġ.90 vn&<3gsI Ha>YL2,}j:af.70Լ{&&P2A[3wNa 1 Q[B)ʔ R\HC= yYfH[X4̦5f51Cccs Y&Lpr- Oz|FgX˩4Pۯ=y0JXްQd,ܖ)V恳 ݪYoB{G+pcl*`[gJ8WBVE/\d|nWkDَAF]"iģ!:Irj^}D%٨_W6mKRHJQ Cu_ + #|7 |v ËP.9?n朸3N9N8q {؃A{~.kPC*1B_ɼ 8 -ς2 2~J@ =[} "n=;1~_2ބx Ex\'&Le,f KE5Lּu2tifiZwWo=px 4n4M#Slq0nÅczڇi/&PL@0mC W5{q<.~8[ +f8C [1`m! *)h` &X  |蔙~"Ԗ*H#4~EQ4$\_l`{!'0+_L| LU)!'sagRXٓ<TH-O:|rJ$ob* y.9IkJQRKitКOU:_' :sgͨV}$\Z/&r0z'6zJĭl G8dZe^i\sK!\}iN뱭vbi^FWx9)?y-}:MdEMǸzcJn)D՚=&˘Lvh6,04q@nk>s3lZ{%xh} Yy)`-\bznvXլ~ i/*o; T{{wZywjz{! ul*/&jNelˏK^hpxe!B0wNԱ(2{)ׅ{sw{{Ux7zywOyAr ŨG4c%Y(FievsLܕ=晜7._!شX{ǶUӶhDV<qR&Se(PKA e&̇{룼6f`ƨ| hQ0WA SwC`-v=N3KH]1km2P AFX&mvi&̱fE`)M)m4[ljjBS*&PB3Ƽ-d2!1u| _\3ƛ^eCofࣷ Z'5! ’&!7L[hFy?f<>1M]lz}_lnnN}W ֳwƇ6#\Eອmxdv9|lmB,S®&Vvm8ljn-.t;q;Y<wi=z(JDk2-f_c%a1aw8NO<(.27.7j)'6 -_ ?>6| Z&C0 j ɂ}T ~x槂+~L8[X53ft:&S_iM -4cVe[d&%[jں妎[iʹ5[o& 1)\I7CfwyioGckdk^wI R_Ʒ#S4Zq7]Z}hMyeMRyEs;HQqBؒA϶xdcvQINnrzs;+\|rH=W]Z5trm&=FJ?7Y2حan w'eQprٞmFnb. 뎝mn=fn}?]Yil/6U%?P2U%Z/pI-rYk}).~ZN`5wS4nn9UvS)F\zf[1[V٪4n$հ)UJ'iT<>f\J̓h%F),ojsGm͞:O4,_(씌ifPc~+{{/4FRBIF5K&?chZF6u*`eo6YCSZ%\G|j_+O𑽏mi{ hqĞV qݫJ(JAOowc\%O~%rOaZkߖ=Xv;snv&+1]ygas;ډ8ɎJh qCllX]1팾YEomQl3ga*Zv5,UX[[ÖVhEZJ'G?VMk&6~Gj&d+ZܸK &)k ~ƕWH\.p 24\Y$g. ,q1Gs9_Κo% $&J83 6Ff76Mw`q\ܻLgM3^S{jy3sx-NyE/a9;VRj6VI=E^<9os+z7z-})5taQeR6/y}4KL֬pf4 a!*r.jc;<+wBfs ߧc4؛*$bHyO֒T_̯Dkk7/y=yxTcKWz_07]\6Ts[cJe_USwV؟WyywG5V{$'EL@SʍzK9=%ԓCO/8A0' rGkPP@ d D%$ޡuY|+5g_{xnjVbLI)%fXX*XGFbM?XD-3Zc6iUK}L,1N-W pz<)"k>'\_sՐF:&q,isZxU%H%5Te+KbA1̪ɝ0K7W=B%^sPV;VWH FNu R :o9}P0oZdiS!Ha8=35hIAev`:3I3k^b  UFk5;;]sֻ M[P{V{>@rzًu4Zs `Zuk }E%7y) .f!M2hyJL86Ca. 0;ߢw8lx\r e].l9[Wv*v$XZ!x\Ygn#V*J8*'_{Otƽy.7\\p!8 'TbpSN~IU5_i6m>dJ#tT3Ķe-CmEFPn%E tS詝MgbbtB}AjhQQ{ڷ XLsJj*)8&86!񸰍ul4n#Y5 ;r_Dpr}[t/;~̛]^" Ǻ<>.6 hܰkWGR-RFMS6%RKaE\Nr Kf.E4-24Wh W\U]r]Jlm4HH=iQԌQ#]MMh0ԞZiZ4kkVD i.27 CJp?Ń;1xFyh0>z` -fXcmZ8kz? qS\-q!):v8<[pO\*bdއA|O'taM ^g E]d(B9*hPS@S Z9-&ޙJYtM1q yQPo0RЌBf=i'%MC)cj.ST*פj&4Vjw\3g9!@'=f"_7ѡ#g\r[ã&/S>h{fyfkᘾ{ LlԒQO|{'ܒIAۮ|Rig JX!aTRI)4Ē0z4+qN}<Q$-$*C(#ąfJtpUe(p\"> BLiь<3)'LnjRyUONg|\9f^Q!_jNw"TV/׶]0$9l긗89WnKwV8C[|P7 :Pu1p + ]>2Ƈw6& 5p~2;sž6}~_@BP%TH \Fz*SqJA84@svn;ot[yF^txc\c^Ϳpw|q:%_c_wXzM!_O5Tl o\3xZ_tdžPO%PO PC'~bhQ~&~8PU)k~D5Ol6ZAᎲIѻr %'y93y/Z&!][e%ożJ"˳2|z2wt2ׄ~-XU~ XW-~Uv$l +|ϯ Ggny힘w^__?3OoXe?m" wҼWƝ7/e."'p?q`?ylmarVی6z߁.\v咶WjjP[h{{ۑ׶AR*ۖƖ⦶%^sIm/l+p`?) Y4siQ5n{D%|ȩ/TKa"Md L)+wIhbvse].vܷ%vw{.;P'vn_@Wrm;76tlEwtX=m<{΍]'ճ\i]z%ˢْ[Q&Vދ S^qq>.wﮚJnhn}ow؋ g\{m{vl/miyes6IvIu7YvܕS.qQ%o$oTo8?vՓY"$W:Rejܵe&HaH?;NFپRV*6|%Mq_G🮇ٚ_k5__B pe?7sq? 3r=s}/4O,D͐{4[ByNKY WtXOiyB׵}MOr1'[k]_vN,Vr9DX48*ܟ Nˣ8 ]7(p;[,F-oxUkSImIX>"v}=**4ך|{f<{0BoήsThoz 5TsP/A1%|Ze;y-EoWnmpmn3t[[2h-=F Z*.I>gZPY Olxnc+Lv!k]WHFBZ7[X%~.BZ4w{u}@iw =>iiHB ©t;pNP&;%n?!fuo! ]RbW js:nCv[y=t+p[!n:ns7H鎛] RRs)pOx;pT>NiwΩBU!wsa+'~r,gϥq2~a:~>lƦ[O FZ?cy?3qIG3O:E,~f4[e# 1h.As[.gܼccoSCb6V϶>$!Il9Hf)!͠ ]Dm?({XZeXs\ژJknHcJR i4V/9;&7?ҳJ]Ё/(=+xT{yk!,2'a +2>K?iCtھ C+NXUi5lTf)JHH)t<vsa$/.^m6j(ZLmʕ@ >'TݐH-3TVP:O*iflfF1w{7ayaI{`wx`sԸƫx[da:4,-<2&S Tya1ʻC{ ]W{ oPͳXƋXUǥ2h~ (1zSc /G"kb1R{/!wr{w*yڇk0 0;Ss0ݻ3#Ll1ۤ#ݐZGwɭt{ۥfZC7y-urHgK \$pT9RgH1(yqd{^"b1X]^CI,"dn`Y,Jd%,R (k lӶa=y硧܇Jx$IĀ  ɔP*Η*T*Z);4QoL!؜fT6=浩MMmaHgul,cP؈F~XņBJz cبYed~dsB+d(N-0DgeܒyRmP+ )Qc@e/~V=4}u}>=Eo.nR\-y.Ƅ?u;2NIo~ͱpMƹ6.9p-lY\ik: 7bc.{0R*Mp7wӶxgqވ8{:ݳHJ !B $%UY2Sn% w;>pq]+.83dNc9؛;;"O4݀ݕl/VsK:5ŷaF5oqPN'(Cgix& iQa8U=X`sn})NƸ\٫zkz+".8]g f{k}.>DW:xQjR7H}p Mvh")3Ym~jZi3.C8zOC)!ԁ*QSjK5hMR<_ 2V8va;8#)IIU( C2^8ux̀ϚD1!eLllOypj r.hKPGepɔ GS\Fp h[,V0ZhhBTw PVT:t2*,}L{mޡBN8 Ytt!LU@ 7Ԟ!+tLWOPH3&i@X*!^hKs[_%}^!$*EZyZKTP7PC'(ZDS?t 3 k0 /<_$Uc* WRidM$Cq`,y sW+)4?l`~S65q(9j)VW$?^ub)Q~VM=o8D +t>zG;-m7^4z%JE}GP?b$q!J[%[=[{ ,)3lRÜ3KJ+(̡=%qErLaOqef[5XKQe1EQFS8C"+Օ$Z(H`]#e!ƕH` 餹Y}-ձWLZTXCrCxeW#BL 1'Ŋ hO`+/Pi&?q^,+yrbrɆAZT Ihiгi,\0h2h&SFES~@w %⇔/SC>J8rzd$unkS[r̖4U2RUy#LpM#4'Q~^DWFPS4g#ROW=P*bGMJ>(9dBKI 3 Y!VyF qD#p1Wܘcp'N9OR[s7#?I*dRVJ; Ld̕L6!<lIzLp2ؾM4?8u\OUWr\'./ovW[ڜ׵_Sxu%o\r L씮]zLT_Sd,WMunvtDr,CGJT:;] r$[/5;]6q2jv$ם"M% C,3SΨo9CYuK9jʗh8_|W^>PASb6I_(xƗ@>k{qٖۙ祶Ox-m.gq&X+#wh\J0e]j5{\Gx%e4RkRT Jë)Ivg4|bp{cg;)mai:j:jKC7NR5Sb.s $=X,`}EzJkBֱ綰p4w+=v?|i+"\S(7[&3^N(e.-m%cM@wEz뻮m@uþ#wߵw\{ug\ߍt;ǭ.֝#}\Tئr6l+Vc[Ogcs*%!)keK$X"{(KK%{Af,Cmlad_B%DC~g~9uι\973_fOہn[?D]ۺY^_fK-h5SB+}^үm) A W=9bzcbyiQazη m"T.cWc_x> >"PWo!rqoYgn_ǿ`u|k;OM֎{Yq~׊pWby#4[mn@j㺦#w.0TZ1͖ntv"]*XZg!TE3s=,4AvizZTz_wn+tiJ̐.^ >4֗Wp11&䌣A^w=oMo.*Xq[--7"XzH+jQ~eePť5/KW{Fo/fzյ{I/zB AK> BO> N H˲ (w\@ra'i. *j >/tЊtGZh11 l7 q>'4#7N )gnqSd/_2<, r]@e/^'_SC2$j AzWWRQw lC8'쀾ҁݍ@(/4%%IKCJh^)к}#h%Fn`径?r]m| -Bԙ|mu& ~V};䗻g >]_RBKr+&D%n_&Ax:@OF8>`;K._.aK. 7:;nʎo;66gQ@˱lvNG~FY~ͱĘ#r^}\pʥx#?q9^b0|yl_ri%8(p<_489^!7 |ۭ[|fu7G~ l#Q6@p>zpIP2\ܗ~?<_9Ne-8$#&^˵1֧8Iħ1?0γy.">g;N Ŀžq#7~;'RME(_Z+N{x0>5+C>0>e/HG~ư~>czNDH$mytQҙGH7"=x#}WAs\78uהN\K^G]Η %(-4wF&N{=yzI=&u>2< :!Yi/5 G<(祸P^9 @GAz ))zyTv8q2c&ȍɟ2_/YO $_%e~li`lPv?ep]~g>nt/| ]K|ݴWyQMALGtH>q߭i%+"%G A_%yدt ka_IO~Li2c33B>ŘG(Al_l8]£瑺?՝`8qz+n3t#n> _7އ/Ze'iAv~凩J" =;trgΕ<\a| y| ]_i@LfKdʩ SN'l\ .ʍ/! NCRQ}kuzJRmC+A4VG|Ft!m$ZVoA.:k}3Qu/~D?=](64eHI_ \M'%+8)ׂ3rz.7-ԓA~=Ae]A{ 8]$`. .jbPl^AWuVp\g:=N :-AK$](|]A WC<:-wDH:+tK2hʒtCR薤i&bznKea]Q+گd1G>O:sSQOt[?J7u;eOt]3(Kӟzh im:g.E$< Lf | ipu@9\GzV#]|F;Pt_m+ڃh_f}Lmxjh%PkKRKC= ]OqM-T$hfg4S"tJ:_g!N|qT8=Q *ݩ|-ОbcJX+Uq T05剮 F):kAx̊0ڄ/ƅmqԶɶ-\bE.Lp- Y a@YpF-&^;M5I1 1r |Mh H56%}I:iiL0%xv-5xVel1XJ*mKb˃P[Z0)E.T 0bR5@^ǣ@kȿAGPLo9Ep6j %k?#--ja?vkv$ljv"hgBa1[C &5޴Z8.عpd%f™?>!i=Gcțv [4ac6'@ ٳQ5 [Y.8nݰ c^q=e[ հD]0.){ {-|ZOK!Va{*cּkDv }m8,=CLeae5Oww;OQGKQ\?*+Y)_b)Dox߇A<i_M?\ ۂ¬ 08WhT3oIp_|Jů+Ro"oo|mi]vc/sx'ט\x48f.3h(DP^0Na\sO 30 o¢-J,A{7fc5d6U8\pr s"?(A2ۼt*R-Jom~zmsۘtGUyDS҃I#Z.~UL4\SAM$W$ڎ5fy*,s6Y ݥPͱRF_{v]3Dg3K8Xډ#( {SzgbZ@UzP<8 bQs癕"&FQ.pˤz͔Ԧ (ŸD!s_O?C* #Asa<͆4 Hà>rhSls?Uz>8&77E41 f154 hpJ579rF'W<)2/k`lQ&!w`uAM46>o][^٦v0% fm_RgW_F\lzw?ly{o>Y}.'cȷϔ65\Ne.%F^)4RhTGJ*uy[VJ)Fj %ʈNg>x_y~仸o"S/V/N|qG:V }*,;3lӨnc\<= [1fXGcK܁5.x2J))FPC_fkpZ%8 *jsE40{^>t0Sjg|N'`5\(nRbrRG*I3:J#6 ^۶+5>b͵vja΋G87x΀/t~p2Ή(9ǥ? Loxx,}gZvX-5HG.TV)-.*3+h,wh'u>J=h]Le5?))#OD&E5ƙ'ƈi;e.wXɹa"'l Bbh*є& `,clo yyK}Sab/y0xO}x\lNL~ƥ^B K/#ErRfUJS&-q;}sZo:V0ozg@/ĒFmM&jԴ-f53Y+}r\g|0_D~Q m\uC ]J3q[my! 0TH Lz0]~ Z߇ |f]Ep'o ǹ'J3vk2KK݂tepfV=ցzhZ>@vBfhܵDc?k%(iCiʙNZRPTF 04fM*jt&x_\[݂]= >2#Ć# MY 214f`GsǘO|51Oq_džf71W>֌f\5]i5\j,f(l2!́C5pX&|1D8S@4rklk RKs0 .ljb(V5*Ŏx{zNYjOt=m^)i0Jt{s^247ǰھԘq\TcVKXו:q-OMn)uۋIjx}w3_E_ VsxIxƟEx_{U_+8šlG`eDŽM?;8uAŀAKP2h^-g o?W[5gQfl~cixr[9enYᦘnY:*PWlsyLl"\Zs%3G]sdι(#s~77{sǾ4c5u^6){í[^'ҴǍ+_:>ǡEpYi;fk$.t{^I!8MmIc[pY;n~$wy}K&|e[ q!b]5II>^jRur=#X7T؍nqcrˍne7]Jc.}㒹.+d?<-nNۊ{V`Ǒ~R꧓~/—/ůu \NKpf?'r}p辻NgNj׋f4e>.Ϩ=A5:lPYۋJ:J}Mo*̦rYPAwh;^𲽪q9fqdcZWloy*wmS@dE58ήмd!|e1!+ͱcKb/{ڴ|B;G(?f6=鱞ͅtjV mel,eG*S0K pe &4jIlmLfKaJ3M|L"112X3Ezi]%ճJZQziq(5j Ҵ%6{Me^gt{D\0g+Z-8h4:SWOÖJv 0օv^jij`M2zsbW^w`3jo{ӽ{zCp7 B[oڄ{Hy_MCMFZnC& f 58tW]7u萩@kM1&-6 FI->iywpy1"4i]!*rwNf1o0p({=T"7TcIw~䤮 q58 _5nmpo;O|<rM+甜s2(~pjz5I'|;tB%#uRR}Y U]Nc\a s9iKCx4!b=Gv HlSoK[ظ_~pfyƙ9gVqjlBNlp|[`;ClggWYGBv)eum䮰sg9hnt+9qDs7 ?ȇMR?WH(J*qC$DTBRIJ *çnxuϑ?mYHx*UT;R]\qJj>uԨhi 4(KMV2^N-vԙi4rd4i!Ux6  AqqtGENq => q4ɰ5>6XGa}ؔ({d͡x#vw8hn.2 :Έa x4 bOx'8%ƣs ڶY߇+3~;n+7 _s|/[<r{ʵ w 'Q  I,FTRpJƕ))ĺ/y%=KjM<ؔNRk\I!)(T+kT;)*ӕL6ea&DTo4UyM-IgJ|SO4_0MiͧL7>bj6ռO5x4Ben )*R倾v _l J'` A~-|>6QE"_6rZyh"P_@mդ7TV9¯#PJ)PB~[v ĂRI$ 2bK8đkD$d!'eLzܖJ4%9')I~fN(9kzkvKJKRRk¤ Wyd~c5sZ)/&ybV}3On?)gL_9f:~Bvm3dƜkMճ+"L!շxg"??x@}Oc.r!݅PwVX 7ƹ0u4wee]Z(@9$3lC  `~>1=6UrMwx+ ]2dj fB %1(:sAP(~@Q! 9HB|enޙiV椫mJE뚛}mg%mNd~NsϯdmOWA4@R$/Avӵ+V*WǠ㠳 _zEaF*\0a_fua}`?`'O ϚֲC60mҲޔ!5Ϩ3i&4G+nZIFӴ75-7LS6ڃڇOݪT~eڕ:^'SPe&LW}t/u_go^ͅ[UP\ZQYvȧr)Y=tn5wK}!dv|Q*6V/y0n5VM^Qlp)z=7iXK㽫t1i2,RtާM >dSW <VixyƼnTīotGLͮ7rg`>qU&]֟~|F*c-|\VQYe+Te3/u*{2_΋^,^"S+φzNρ^۟~-J㯃Z~(Ce?j~ =(/wzKJN敟{mf^]SsG]㛳~lsҏfNlNj>^Kof3z&'Nt.gpJ %]VLsN*r2WSz/52K*͎1~FޥclU6(+x ODƒlڤdeE]"ueTRVoH!$$$M<ķ>G y꺀.87\FGGoTSO fFOx EbOp: BBownT;!ko5|v$77>dsu[F=#ՓSO1^=ǟ|Q0ߑ;~?IJ%'y+i5pd/fdGKHZ&fj=ZMi%N2KH-=d!SsF0[gkD[r4Wsڴ60یvvڶv~EvZۍuJ= {Jd,c j 56h6 rfT^NPi۲j/h]]{6mk}WԾ}햀veMY`;ynmbgvTѱYڜ+{*]Poa{|p'~6ت1f6l;8,S߻PL'aAAhlϵ=sIϪ*ůLT~Ť~!}S+10?0۴he-S*&wc 3fWan.'by1_qG8φ8$P;R5{mClrl~(R߈aL\e)[TJ+t>xΟ]U$]>c&6T~|'Vb;?>﹯x} r/p{#awJf%Wwvwૻo}xix=S9x{5~U}U"VsijmZK#KrO#ܿyZ6QxMm^dSrڴM{m*>~f=Ɵ՞~ 低RXh>]~'<:} oa|Py5S}T"Vi~.%8c> [WX`>\qi(U!׃`neiw `fi޷7dH#!/:r{-a17s#աpk^ȅ,S[ơf0Mءi*K4d75|r5Np H`G!} sHi_AoP14sQ c]22&qЕ\]x:i]kxp˕;S\䃳K]T~[L$~UQ[ԯ_ǵ6*L7,3d+4 3Ke"'a\;<`}(dcAeOe$fJc ԷIMlJͦZn6gcV:`&=ANvrԴvT֩nK949N#T"m  =} =qp8 =,D0Wi e0D U F>6z<;$נxEeַRI:E0o  y!= \>ի8\U=oo Rw[ h$C\B{9fq4Go&, 6gO)L|a v yz 7 ֪ꍆ}Mg 6`V`Cd %3yD+ 5_k½Û WYdqF]oÕ.ڊ ZMLn s` Q;W+}+}RU`[R(9`#'XKauYe,$S1Lt2]:Zj]) LEr DSb VJX#iadmRv9;}/{ }ᣌǨSV,uyx EXŚ!J..װ<0Ymz` aZ[ Sږdv>b;)NXv$F0.6+ƶ0|Q}bvfNzG(a,1F&$0U96Y^mZj'zg>vڶg)< Ԧׂ -} V VYwy Ù_w:xvQ2(Bg`q+UX߮vv[q 6WøŞh̏[q3RW%퇶Xxgw:xנFx_`[Mfh*'bNcw`\IP~1RVEXaizgwA Kh}&Ĥ&/5 ULs(gAIͰ =8e 1C҅ܣ;B~U3S뺏^Φ]PXd`^rROY0s(yuEq=\Wp\qOQ&tnF+y5rrjchea)ͤ0_z羒JtO~s݁hխ;:x1y*Tꉓ+9UfN2R(iJ|]~Z1~nts; ū\ |ldբ&_(QE3G#tzK mW^,eQZ귪7i)Oo^G:( tBHׯaRmxArkL$-eH$uL$NOq}?*F${52 شQbrNs$ vJm* c4|#1u ]OIK%9N8D 6bX[BTTN;CGz?ߛW|Ì+C 1 H` uhR j?cHR1 J/AG# 0L{F%RV0G@s 0zvtc_nCw .Lǹ)8Z;i6J7]oReۅ*َTѶRlJl*/otGNPuY@4&o_Wa‡iu\DOG:G*]VO}![=+4Z󲟃_9RW"ךs4$$D))w.e䓩MJZi( DE{̗J_7lq);EUaP{nv%73!-糕8m,.'L9^\j;ݡm6|Zh\[)rFZ)h꼉S9ޱ(zfc GgIՏ-ۮsk/G]]Vb@&Z_ױ Ju9%K+g.ۏ)>zZ׼R8798%._u+UOdt$-8|7G] Sn,DerC/W]OU.Vt.-`;k{v;gǻvl׸vm}*OWc?yQdB!dW*Bdɒ,Y %Z` ɞec #,h=z}_?ޯs{>]5ޭe%LnG{IGKi~ Vko=dv﵍IZAjm%+1zIMwd281Kl/R-#q{Q?jո=ɽ `9+KZ!-j]L͐8~"SedT6'-mV׵}Nk?Ygl="Q֓sXwṕswegmk6g {^X]K-ek%\[:,UV> +nqZM6nu):-,xDQ.XnwƼ;]zm=.IW7JuKu~Ew/- ']cIw eF2}#O|ʻC11De%:7^,ڍsaṂ8ڌ ki. pA-SSKb-e-äO%q>j+E}ѝ׆_ xCC/>Q[C\s)rƞл᪚uQr*Ys}:C +Vܟ oj5X}" S12MkfI+qn|b>,w"-knrS(ܗ..(y>woC.0ؽ'C,nhwD_;m>&5lp^F Kzn tSaq~ۥ[dtFiLL$[$"$p_+g:@E#bubJ#-a_i/Y~XC~;Ӂm.g~;W`lt3'yn[ѷ/Un_@aeH>-)r%nOp+tSxv8\ǀSK>]cuR7T,n__89."L K?n5X+έF{r+1U=w{s 9pGp ^Ҹ8ox, \< rlF}<8M}_x6{Wroty.qdǣo FBo8l]-.}Ng 5W<{98)'My5?Ǜ!o柹:rǹBNg% yghd_WF^@v yo!/[x_}2oKy_[\&c9u~`3w`?71<ۏ~23y_,)>'9_x>OɾO9Ɖ /x76H=-@QߑWg}>.G{ 0O_LJ| G}^NyA^ACz\{NG;ѿVjXkJQ$+-Nnd"wqUFq/}d(%oO:/9)A>&NRۣVҐ[ LZ8{78vgYO :҅kI[ph<ЀJ]/չTmyn)wCDy8!S2tK%JjDp~%;ғ#:x&_`lqԡXMd.7gFg S܌t N7*3%bw,ɋse~^$8(ywK>(99C<_bdm۽xǽ{/7N!^j7,ƇvI=ĬITT*W)qrrʉ*?cQͦ]mCn[y1j-jȍ:6^H^&ˇ\>f2F8i ̐2Oj"&IY#e؁쑧&[^s[I*$EzZ'1RDId̔=Zx Lf#7I@2lR3%2\2`2u$EPY.#r^Rz~O_{u5%%jr8oˏ+gwpM>X_ ,ISd i~4rT2I?9g}>̀ųkF'hޠXu$Ox78q)4> @"&q]G4h*l6 yd$ t;n[TTz&pJգ 87=[^ >h*n|N]s2WCK/nHo'9o3o޼]Ձ:t8/D~ux} j2=V +%f SN\$n Ee U2HS[}zjgiTuX |Kui~Bv9 ZM暛TL2b)r nyr*\E~7S4wpHRS!ب5:.XI,Ћ_qX_@!> ;Օ?dRW9O4KSܤ4탎rIG ~+k`X~rF({3Fedl+pEh-NPCY7^gKbXEυ# ?,z*é?}aOF@i {z$ȾS{=H[e} c!z5ZzD>{4!v>4vxK6l(-6du82hrJ6m(Z)I1}o(. he¶p}.6[ZR- ۢ0E6? chakնeCBglr{"Qغw xG2,`M'QXi 8lMŰ6naZsd t [2r`oZ+îbtC]U{:|jmEpjYUY aA?|2oNa}KmMګFCoR/eї}B#o5hCC>dVއ8ك4}c1O,7Mw:MÚ4~$=Kcbx ƻi&u7t2y XE *ITN1CtT<7DC]F __7RmMjn u5tI;%Nmt+ֱMvt9q@ΠWtұЏgd% NR[B8uMv̓sZ:\%m\@Aޅ6\ږC_#7_p[S{jTc|0ݯP!8=Q.+@jوJj=*OA*V&*AV i-<@;:srw#V"؉}tiLc?ݫY~+ؓ/CE_0 C,ӖkF~oV %S"v$<,'ye]1i&jr&g) .!T~Jb-g1Wxe{ rtيUn"REvz_UM[BS)hK {Q`b{[p`〤Ҩ]sws-W+#In+5lPd`9S)WX XY۬f)`G;rgt./?ޅ?SwE|b?/vj][k1Q$c*-X/McMu384]Jt)Y$;rc*`#8T\sW1WySU5A7 ~0l}>.H k-=n\rOT%Kn&bIz]wКy!5lp,sHyO)Z {yd <F7VKz^>q\/Ĥ?YtΜ 'il*+]xxH-sD6֟- *s&A?OkޫrI]ڬlU{f4O:xzH-%s* n>72_jU=?ia{l ld VX1{OL`ʧ HdvݳKrÆQ\ӭQw7}跒aL ƹ 6{gCĘ~6T\tq$\miX_ڭ7BhFS' U`WaHTSNG|cF@\C9>tK${v >{vs1\~FW(脍@dc,EY5G1<%ѷbk٠FA#E-Y ҀIJFIFHHC    $.' ",#(7),01444'9=82<.342C  2!!22222222222222222222222222222222222222222222222222fI":!1AQaq"2Rb#B%Sd"!1A"2BQa ?,YMW+ ( IJ:Ƙ2:P2F/ɢ?g~s4(4B!"Ÿz.*?*9T>f c9?MٕPePJ{hѶ'~Mi6q]+ %y49ӣwc%I(W#F J^ۈBB>~޵Q/Xtu91W6L.9b61 %sj*ڃk:( @QFLpu=3S'vPZ1-A ? jrh{ U\m9׻?:alm|zRxOEzq[[<=_eIsp60U"ڧc(fo0E \xRM~ǿ?2n9mwїf@cw)!uo @#ס=q\w|%1cpNCczCIq-#f'M i=͛ɰ,~vnɵVzl˦;]ϻĊ V,f@-<5ri1'x(5f"mJ =eLDMތ '|#>E x}{|uaSNrB˰ 9j,hZ&vGSyPJ%BP9uEG{}^]T"D"Hd@ DZŰ࿊[1^ÂUC0-Bc ީQR M ޏS9ϻ*%x8r,(G~9pǟ,t=ݜ'AݣC횿6 .&[a5LK?!ͼi_Kld LQY*5:jw].\aD=5W4}pl͕fWVJ/t&nbtgg;umy.OtmeEWf]et-޷tmn/lW6W9zGMӣ6Y{l FꏖmAOiy/yc3` #CVuc-FUt[t]mE/>tαBC]WLe&a!'k=^+\ {#a9AO]Y#D;k{ODJHmfj#+ EVNKmzz^eմ=Y 5j}VcXSk$R&jP:=! Ǵ6C46CGXM֪3TbdHV)5] )*zQ:UOK7=)zL#_駟.t M2L7HZF2o] uL92Cdl.t,ԉDJ͑wudu[>/rL{)͒3|i]C2$:lr=)e,MTRR%}"q,Vj[Գ6M4DiDD[xZS茮ȴ荾菁0sJ }%~_/u/۫C0io3f+3:!ih$! hhzPbP(;q;ʢ4J?ȹI/ZJ4y?'69%49^GacG`,e 2</y dY7uե3zkPwu꿏>=UIwmCi$R)>E_Eط>o7OmdWl] v޳ ~UoW[jlͳbg{3')v&bPjy>|{H%ϒr]z7ջH1,ttn>{ڞar!{c/ݍϱ ;OOkѕXXMD.c ^ƸPBQ4ACG=ŃEUnTF%MnJ{Vr^ò1ɯK~B2ɱdXNadX2.r*/p"4{2V K&^ NŒaUطƃ~MEn{Y2md-dX}l <`zrڥ.r:qJ 8W9Wt__4_WNdO:1,<]|ۖ[N {ueрzQWm{:kQouRUU*g9o2CIR`_?e .UhDv5!9] H+;omȮP4+ m]"}zB}IH#~iC>.2 P GJ$" qbP qGk[mlN#g)ϣQs}4LGDpK [}ѷ"l-e؂aެfl~{?ء &R& D$1nx2cyLq9V=g_WtLyGը/ "OhmKD<Պ:c+0k_dK00?'?(=>dIѡ1c=?O3 KfJ4͏Z&Llۅ 9^1nle vxg4S kz=Yԝ fG˒291?.I{ru9~cǐ&/žzQ ?+?=kRv/?NO#!ße&q̐ Photoshop 3.08BIM%8BIMHH8BIM&?8BIM x8BIM8BIM 8BIM 8BIM' 8BIMH/fflff/ff2Z5-8BIMp8BIM8BIM8BIM08BIM-8BIM@@8BIM8BIMI: Untitled-1:nullboundsObjcRct1Top longLeftlongBtomlong:RghtlongslicesVlLsObjcslicesliceIDlonggroupIDlongoriginenum ESliceOrigin autoGeneratedTypeenum ESliceTypeImg boundsObjcRct1Top longLeftlongBtomlong:RghtlongurlTEXTnullTEXTMsgeTEXTaltTagTEXTcellTextIsHTMLboolcellTextTEXT horzAlignenumESliceHorzAligndefault vertAlignenumESliceVertAligndefault bgColorTypeenumESliceBGColorTypeNone topOutsetlong leftOutsetlong bottomOutsetlong rightOutsetlong8BIM( ?8BIM8BIM  `JFIFHH Adobe_CMAdobed             " ?   3!1AQa"q2B#$Rb34rC%Scs5&DTdE£t6UeuF'Vfv7GWgw5!1AQaq"2B#R3$brCScs4%&5DTdEU6teuFVfv'7GWgw ?Ҿ2Ů"w5Mm{Wބ2Z -k]a[۾~mVމEQAz#bD-ӎVE,c憐on~lUƺcCw]9 cv>k[mlN#g)ϣQs}4LGDpK [}ѷ"l-e؂aެfl~{?ء &R& D$1nx2cyLq9V=g_WtLyGը/ "OhmKD<Պ:c+0k_dK00?'?(=>dIѡ1c=?O3 KfJ4͏Z&Llۅ 9^1nle vxg4S kz=Yԝ fG˒291?.I{ru9~cǐ&/žzQ ?+?=kRv/?NO#!ße&q̐8BIM!UAdobe PhotoshopAdobe Photoshop CS28BIM:http://ns.adobe.com/xap/1.0/ image/jpeg Adobe Photoshop CS2 Windows 2006-06-04T21:29:59-04:00 2006-06-04T21:29:59-04:00 2006-06-04T21:29:59-04:00 uuid:340EE89532F4DA11921BBBF82E9B167F uuid:DCDE9BCD32F4DA11921BBBF82E9B167F uuid:330EE89532F4DA11921BBBF82E9B167F uuid:330EE89532F4DA11921BBBF82E9B167F 1 720000/10000 720000/10000 2 256,257,258,259,262,274,277,284,530,531,282,283,296,301,318,319,529,532,306,270,271,272,305,315,33432;9589D75BDDC97A27B1C5763AE51B8624 720 58 1 36864,40960,40961,37121,37122,40962,40963,37510,40964,36867,36868,33434,33437,34850,34852,34855,34856,37377,37378,37379,37380,37381,37382,37383,37384,37385,37386,37396,41483,41484,41486,41487,41488,41492,41493,41495,41728,41729,41730,41985,41986,41987,41988,41989,41990,41991,41992,41993,41994,41995,41996,42016,0,2,4,5,6,7,8,9,10,11,12,13,14,15,16,17,18,20,22,23,24,25,26,27,28,30;AEE80071A6C2DCA94E934AC6C3DF2D6A 3 sRGB IEC61966-2.1 XICC_PROFILE HLinomntrRGB XYZ  1acspMSFTIEC sRGB-HP cprtP3desclwtptbkptrXYZgXYZ,bXYZ@dmndTpdmddvuedLview$lumimeas $tech0 rTRC< gTRC< bTRC< textCopyright (c) 1998 Hewlett-Packard CompanydescsRGB IEC61966-2.1sRGB IEC61966-2.1XYZ QXYZ XYZ o8XYZ bXYZ $descIEC http://www.iec.chIEC http://www.iec.chdesc.IEC 61966-2.1 Default RGB colour space - sRGB.IEC 61966-2.1 Default RGB colour space - sRGBdesc,Reference Viewing Condition in IEC61966-2.1,Reference Viewing Condition in IEC61966-2.1view_. \XYZ L VPWmeassig CRT curv #(-27;@EJOTY^chmrw| %+28>ELRY`gnu| &/8AKT]gqz !-8COZfr~ -;HUcq~ +:IXgw'7HYj{+=Oat 2FZn  % : O d y  ' = T j " 9 Q i  * C \ u & @ Z t .Id %A^z &Ca~1Om&Ed#Cc'Ij4Vx&IlAe@e Ek*Qw;c*R{Gp@j>i  A l !!H!u!!!"'"U"""# #8#f###$$M$|$$% %8%h%%%&'&W&&&''I'z''( (?(q(())8)k))**5*h**++6+i++,,9,n,,- -A-v--..L.../$/Z///050l0011J1112*2c223 3F3334+4e4455M555676r667$7`7788P8899B999:6:t::;-;k;;<' >`>>?!?a??@#@d@@A)AjAAB0BrBBC:C}CDDGDDEEUEEF"FgFFG5G{GHHKHHIIcIIJ7J}JK KSKKL*LrLMMJMMN%NnNOOIOOP'PqPQQPQQR1R|RSS_SSTBTTU(UuUVV\VVWDWWX/X}XYYiYZZVZZ[E[[\5\\]']x]^^l^__a_``W``aOaabIbbcCccd@dde=eef=ffg=ggh?hhiCiijHjjkOkklWlmm`mnnknooxop+ppq:qqrKrss]sttptu(uuv>vvwVwxxnxy*yyzFz{{c{|!||}A}~~b~#G k͂0WGrׇ;iΉ3dʋ0cʍ1fΏ6n֑?zM _ɖ4 uL$h՛BdҞ@iءG&vVǥ8nRĩ7u\ЭD-u`ֲK³8%yhYѹJº;.! zpg_XQKFAǿ=ȼ:ɹ8ʷ6˶5̵5͵6ζ7ϸ9к<Ѿ?DINU\dlvۀ܊ݖޢ)߯6DScs 2F[p(@Xr4Pm8Ww)KmAdobed@:Z     u!"1A2# QBa$3Rqb%C&4r 5'S6DTsEF7Gc(UVWdte)8fu*9:HIJXYZghijvwxyzm!1"AQ2aqB#Rb3 $Cr4%ScD&5T6Ed' sFtUeuV7)(GWf8vgwHXhx9IYiy*:JZjz ?3wg{^׺u{{^׺u{{^׺u{{^׺u{{^׺u{{^׺u{{^+*c!ᇨ F##z$ˠNa~HiNX۫qo_%~Q4.)#ob+ hb]D-4d8ؐnX=pGydYK,i TIHԏ]g&ln"ZũyJ/zcSᡨGmUJ(2$x\1؝Gsӗ-!a҅,_bm/ \( \׾O kĬ9})Nh5pJʲH"I6EpVF%,b 6HzzƵ d \T]d皪T!~.Ұ1ǟc))wr*~^XiZgAepLacca15ZAc)[$d{ iTU8Y|h%VRP NQUYOKlۘzdp V{d!`a-n̓F'K.|Zq4슍# j=+3AyF<}E[%1tUpm)AW˷-;↽>*B QT(Vv>1gnhUBk}0)cT*H qkliby$jvۉmۊBaFA8:s7 S*#Y$n=ۣ~fZ!tD۪[FuԳ UEhhu04$@63ÓuSpl?gGI@?z^ɴo vjZF+"Ǘr\-֑_ 5diU4""2@$YcS=1"9b~|D klW_u^BOLI^_ {nK_R_gF{w1;ͻC:ZEd :5br8ő\#XrH[~,Okť*R_ؿFvA~|:sLA#н=zj!Ati_G_Ld ^ř4n%`ElmӒ`?r|zbYJ$Wcӟl6j3O?.ȑIlJ VoN)겕t+P]"^;.2T﨧mȦԐxq;=k]\ :zvA55hXޚIeO}W]nwz$DضdCKg54{@ &~<xkUiuI7eyLXPhāJ]k@k^̮OiS= JGjK fZj#(+(墈y)X3 HQLR*hǚho >m 5C]&WۛgdeC8 N}tqi +|#dp*~yf&eRW-6 -K#C'2ERЂT&*Usw sƟϧ8^JP;jb$i$8ӏb!y$X@MsAS˜=$]~yP)>Dc.zZ#MSMOOC6IiBYqo"_b.a 4v0ԓM8HG²P qP|`j]_^UUV+榖I!i#D\#(YG''1sDAH#@s'mDѬ+H I g1P1U\GOZO{(W * Z{A x1ewx"ObBJHA gck:vLxp5Ƿ+FON;iq i!TY"3!-7$P?o`JOr.Ir~5RƊ*H#K4JiV꺹*wvyk\N + j#-:$@hBmpr!Q@ 82xЍ]'W ${7TQi79&7KC¼@>Nu\HEIf }Ǘ*)8klUFPHpiҵ",RŚ?ŵe$9/%%H S$9$TӁlejWC;)E sW_sc T#{#_)^ Q8} PWOk[R"=?_'4GKAv?Ǐ֑% '҂\ ՇF*'uBr_=\{$#?t)- 1ygv|{Β>,Fl7 ~=SAno?0حĊˬ9WA:s9i4Np-EO~],oFH1iip^cˁ**N٘J#AwK(FWOϳYP.OLP_e,:Z)Vv#:䑫9Ak-;!E,׭:<j-E}U?gI㾍Rq.4)=230[T2,ui $e0\XTy#tLHsQJׁ/;#T=G/ŴO,e э֘VOyt֙]TQkvƻEU(*OEq>|y㏠ʆI`ܛ0 ϫs7/AdG}e(PV&DV5h3Zuв3wg{^vmۻCon\$Adk&i᫊9Zw MP9>千wyg{7 KE4h 8 T:R>zvg޹t$n2E<ԃ}w]tuuivA@`rՕ8bDB+hm'Ƌ RG7{q9r,2,qAXi-*s3Ok}fH~%`N'_cPdr{#qc#5]2P\V{!9 6J8j2Tbt2C*#qϴ<|V\˴Kgqql%|9e%^7t{1losunQ kXJkԀQU`M}`s]rV:6=$YKI %tOjDoڷM.;vD-܅ aGtjT"='Yow pỴ$j)"Q_^pIghb;$quͷ[6ecr19 9g.J sOK9&xvXiȒ\x5o4 $CWӚ7Xv=t4xMk.#f:nρ[o=NJ>s):M,t8e4&hhI,eEf cwNdv_,xHaH呂"ՊՈ3*3ٸo;ȇl$$h($ӥ uN%f*)jiBRX'Et`He hn,n,hvGFeu%YXAGJnW+)XAt^3/2cmeb+fU%V;-#ARQSn6e>彳F>wsC"+$RxN#s']ٸsWR1ԒF JW6h77>Fgf*8!ʾ6j"㦯9ᢑ0 ٿttMw}[|"[BE}$xe Lw?sٶuܹ-pWki|@0-A]C*MA)C7NW_檫 -YUGg_w_{쭮/.㵉ݙEՀ$ESu<6`8UPƬ@P;x@^۶-fPXk7<.ؤI2y̵HI**EV,IOm=hkcJ%ЀeH*%F+P"uy a}viCJ +i琑1-@.'$>T2nX|?;ձ \sjUWBCL՛tfb4٪xj%FeFjyKmnV&vkR5y{oiU+9~Ȳ4ll\wEu t0B`'T,TaZUr¿qCns K13G᫷;⾳ B45=%UThU8g1r>wm6A$ 4ΑZeV# }:,y/Po@$_F <x-6]*N]ht{!MY19j]Xnoy~r*(:QkEQ u]}ٹoov߷H,)%pSHv1^p?8*n,y)wmFBMk\\lxY ٖfhn"ku,byC@j0E F #i+,SD3EqoӶY&2QJW chjU!%CEGNU3Y6Vf&%igsykŪiV4ZWv V <J7PZZyq&hgf4UM$mł,Nj|mBUP(jIE<񒮎R GѺl˽XKkZUu4*#PA靷r,-7M9C+ j7.;O!ysmLpK SBqf԰ܠD0Rh CIwݧomc[C)3, Q87߿% S{Gkm=--tTU%jhXLS$0ofm7SKMhh]C"A`?9Wqmrcm-˧ݓ]EvO`vܹJ/=|dj֞ Xvf g2{gm;'2rOK4]LĹ - ~|̻~|kqZWƕZE.KP( M:_2~3Ak7ZxɅk<糘\v;Q,$iIU3H*H_}=坊7Dh5%BZx!IPeOo S6$ѤZiYbH$݉4fJ{ߺTjc"-k#BVD>!LLas wl yfnV ?pLׯO%~8Nyt'B u_ bcX\OE#IVW$*\ -+6k&k M4ZԮXX<+G:!I$POYr̵eE/CF=KU3xTa9T\W6tx{YAư TJjgR4yCF܎8S5ri&m#ĦA= ,•ᎍlxŵ^-uj%YXpN3Ïװx:r*}%eyiTKNl1pSentQS֤~?PGU#ਈFıqʐ^)jpxߟӒp @C)ɭxPMYy鳬I,hU+\?-2%q-Ei(i۸[jV TxS4UqEtejsj =(3DnCp$ǝ?ZGZ$Nh4S|G몬m$V"#IѨ^H'R(([CTMKTƧ8 dLzu/npfpu#qGg6:Zh2:ڸjpRK 2-V*=Rc+1)'pGx?vm+{(5Bݥ\jJر[;ͻZ[qkyj2*B*ꈃg̓ԏ zLiCibMGo|Og}䕹yf[^F#sO ܈DĩB8Ls̷wooZtv$$Ti P(Jqxymq[KԠ >YF^i٘K%hhqZytIPmrov`nHḽ{A4U5I![YġS)Lj8 d\\:4V\{La5j(];Ձ>ۢ,j"b'~y4')Y{1O#U/FhYA_<M3ǩ 3R,,^MsczfK 퀉0È$@^4#L\:dy…[6>l@*åVbHiiFOn 84Y"'Mbٵjޔ-AUTA45ٟ.G]PbChukzҪid.RԝDA8as^'=r!B:sđAw$K, qR@ƪК ]!^~n=` hi$0(u 8\|:*ĠkGw}#I DFx}.~{>m#A]4040P|QÅ=h*zѨ >Ǫt6725ScUsme2sP@EMORi)aAQn~ƕkU*PEA1o' fP4i y}O'AM:LVӢOdkḾ_ݡK6紽o@XBpi\ ~kl6{aPd]{;)'%SU <*E|x UTO鵹[qb/"@nXoS Dn#E{Gt P+م #`RGA+q 5yи ʸn4 ʁȹG*?gCm EZH*3qOZ|G,-ޥ!A xQɷ2Hl ގwIH5bdaDPuj8qLٸdzJ$YDr#h檈F"E)Rngq ;Fl9X_\C?^MrBFu$ q?oqI'߷ V]RʒJ+zdv@ s-V*$28xjp4QY%lv_U[iLBW}Y@Jw=mb ݶwHx V9#!4uy ˸rۂlG-T9L-'u "TURi`- ]qٯb鉌FWEH*jAjkB҈[I GH ɰ/]oЬ.5fW#Dx?P4 j /tb属rzxA4?:|>ϣ rI! )5]CztC\k$hH-5$y E= ]i^:XHnOX{^ͥ D֠hiP3L|УFıLWSXe#9w,ҭ:'ܢ$Q+# #"hʅawaVQqq9z }٭- Ka zheVFRYՏ{ Oi1[r0jk48g45SPȂ:A'Bt(f W@&ܓ#?J4>ŗ3rk%H @Aı+ t ~+;7QECd\izueSutYEؐG؞g(%ṯL\D2HEiOנkpf6-$s$lpJ*#ۄ[pZ⣇ h+{ܨCi-u#-Mڜ~RE eEViB(O UY\zu}\Cd$rPtѲ3wg{^Oo.٩SUR/Wm * R"ϼfe{ǻ /s*-rrRIiV{%]ZŷX6oK6~M`g]}gPl3{v_b=_;CE./ DT3$*r?rybOy;sl=y%`Hs$6UzJQBO^r?+l|c<9Gc-ѕN tUYYWSs~ƛg[}uw\n|-{۞1s[FX -ГO>%';Q35@HD]||WN]FF\Ea 48,4u=I7M#ΌukNojڷ[۹L1/Ux튣h F=gk [;ubW29eyeXxp5L/[ԕ9Mώ]Mh*N6^wRWъV'9^b&UKXm-1I8T nm-qm)ޚDh%xEMS1MI{4lɿrirqe@XPhHӹqA#y~an6}mltr(e"½e9R'-Wul{ Й bdU}.ݻ.?M\onl}Xۼ7ò$ttYM !A,s~ wk2k, 1VVXA tN3]+Ξ ~ZƟԲl⡬F~c.o{m;.ofw]B74|!.۟3X߽|%)iۀVMxcn 25hDNȦ|:qeh8^u]_>ઢsPGTIfhώf:CXZ{/<|ٴs<ޮ+$ܯ$/ HsxuQZTK;l˻͹J֭bfetEC 9q^['F&cU%~ۋkNەMwޞ<9hrc)aH)3Q%LoeI v9B=mc+s{ap]}<_sVA#)gtLcaU)5?{w̐l|W'ͱ$" [^+?P0 teb}'Y#׽uF_&Wؕ "7d ~mnĄG-mX1O}섂_pG˲,ϢcM43RGK1-fE׷GϽr\N9F/\+kX]{rjX8?Oq6gٮk  TWPwnVГ,c܂s %@,ʪM+@}:Il2tULC>;b%}02U07y-$C6 'k\S9,#CEJP `TճvC[hHUrhcvJXx[^ݭ%& =$(Vb^r YlIEEk0)O J6 Ǥ)Sm+bmϰ1&$]`c177<Zצy<1d$ $r*yQ+O^wƬpA,t+P $5bҌS"4uuM&)W']=\CauZTi 65 顮qYDƭHk2V%ZVb<=T,  } :n=El_>C׬'(TxFBI]]N[5!GO$VQ^d N|E5R=(IMH̆%c)"[Bk[qcRW\m55.YNM*kB_)jέ<()Zw:lN\>VUO}n4+@u!6  dngRMo[x>ZPg03Ӝ'$[Yi$BEi0b&P 9DWΔ:E$~6u*l5QX6P:/ѵ1e:TʂMYR+N$!v"po;I/"C>|Y]5. ~" +7J+Xj$%I@]WiH_풹Qx?ٝg 8LtOFARҕ `T}-rNi<>?'ŌV*!A@S̎ʵ>\ARYtjf ~ֳ~.9KZ|Pa,*@cÍ }oJ*\iu% j?=t$E3fܠP*uz*xae.l!_#Jƒy3`y޷ \i$0P%uږx 5䱴qTѪHƘͣVW6l_׼>mr(xH.VpQuhբ)9T89ϟ{i9Ogu]ym>QLJD[fe"8;8 F*RE|MJ}>_0B_͇z6%bI"'J;YXp+nenhboT𑂕Ζש|lt׎$(VS(甆Bĺ*V3_ou,=VV,{|VO v#K_ OE5L:u&i'(j!j{)DHo"zZ_v߸ZI hbhv,jژMX[0nҵɡ:+Cm29T׵I x s ]^o%D`Mb4*ʡM2~}s5-XI/iiR@ܻke * c O68ϝ1[;|d"AJaP:PWjv czHаZaZtaI;ݏjgl5kæ,Пܽ DQy5NFZuj<}o1ڛ),x: QnX)QLTdd+VrTOҀX!Schhcz5U\Ŝ`,ǘ7VC>0ْO {)RņA 5jp>mm>>8d/vxH7$H-ԡCJU"^Cǂ5@P VPË+E^$=Ixa]Hj`\B*'F 55~- )5t`Aј*Z@,o;i!ch.4bV .ɫPN:|d81]lSQ!,Y Ur5;hW'ף;K}SJZC%+@W%$u ȦxIS1欪̱͙U]Jme"ӷ a*KҊiu@ dm.tM<* TcDNkJHOMi2(U=Ӵ0M+_OtnN)Tۉ,QkR#(Zop:sw$@[ yaPO2Kj٩-$ҠbOR.Y[BӚ6!@OsS7CDҔ#[W|^#P|ys=/c)m*5i5r${"5_$jcӉzZPm]Tr1ƺ%G4S]7mۘ!P{ RIֶ**ӝG5]M]V%m/VB O価9[p`5+ }DN̼IdFEΕrH$Df hPp%(H+$6 _bG}ݾmSxj'jy&K5,S,ĉcR(8hN'դArJf<{z1džiԋ-p1ZP48 |i*<ȠoKF9@>Br@pybbaunUE(r̓UBj25PPp5_Ҳ3wg{^vgeG~P6{Dnv-ۙ ǻpTYzu H yU^&6rFln`u${PbmL*pSB (A6i^}P̗v-5.ilDJ0#+QNn?g]kA ?x?/g÷wen< LL Χ$ẖMtO[_w~X+u۹nۭ#Ɲ%] m,Nn\V|{{o^D7wDgX2Z N/cr9\&љzTx䥡Jꔠ5=,M,Lqf }X[ke pS-ĩ aeE/#*v!TVRz{n{Ϸ7;F=龲a1U.f` 1v 3n]2m|Mͷ(rt\id1 "I'jclytm]{.^h|-6[y],^*dUӌh ۞×g(%Cpg3s5 wf!s=bӸf ݑ:-LV T[禊Jh)]ʩ_mon皽ͭk{=/$^2+ElVGy{x{/r/r.m ym6I>)"'P-6w Wzvu|,_}7vs'ed-N{fk2-B>&)0{7˜ Oa{͡r#%2:±[X2Ԃ/?7sǹ\+ןMr'ᱵ$=Q:I4YM< {zwzxdѥܻqviU8Ɵ"@]ڶ^k(VtqE[j QXRy.ax1ԳHm8 XW<̞˱^nP۬I]2VTTWYIbl8]͞Nߙ 5~'#mjh_1K$<"ZZmz 4d>xvQ_dMmll%Xr.lEuetV$2i;+r綗ɱi{ٿ<7eo (-UIVYT[UJ='kx[/rl]:c,~x&x,S[(G|z_gyRyuؖHIQ[DdtYVgaGaF'H $KMJѳ(Z,[7.KsnTHwOa2yJ 1Uh*# @8o[6>OַL24HXj:F;VOm,͸ʂX2;I8p**OW߀JeԹ ~͕b rT+8aSSӴPBZFh?wjZn o;pTʒ\boEe2jvl;sQK?r%L6Hs梎u5']*d1es[Ŋov{U*+ JKFBՠTulm\nld[%>F4DƠj MF׷\yv#/d잽=.9WUfdF)|5)h⍈R@hY=/c7>Ir]ۙ =;[K[i$gfCkvvl9ϖw;n淑mٚxDqcHɑK=vN>0xf> =ϒmc G7KC3b;.fp}{]tngfRIse{3JG_=2.my/oͩ=q(K`4Auk*1{RHK!aA,8:#p!X?[paf6*]A_t)Y02\Z1M,uKXBeAN[vomHHn,(ޘ+hC1;7J^כzV:E>jz-)D$qRR[(WUF>$|n^lEc`L fbI]!*XGݹg97h*g2W% 2j@6f?N-߀vqmnjl5]MTG{~ssɛ{XG63\L:ACG's'f6_y ;XQ)2u11OK{ܛܧ;V};ϧ2FhBJRG m *3.f~O-Ñcp[m> [xgXWTa !]U|ʾvwǾvd{`VmRc3ݕ::(:#s-\ _,O&~s{>)\uC"GnWU.xLN"pݮSnA}ޡ+`yIQfz+0PuHuGRRI^$0 >C8BSʈe#g-*U!H7ܽ, ..R|F+QÉ9:ĦRE,@*3 KfXfheFINyP0,AN}BøUΩ!KBGў YVWG!a>XOX5>ZFt9iCSGCFVi 'CsDo۷YncۄMET]k)]@Q_C'.V ]55&'dT%Tgx X_Bdc#40H?Ǣ~>]sǤT?ec2TI`*O{ .$%±E@4a$RMIMY`1㲑iSæJSK Qڢ˨ h9wĴ Ym#$N*W#8Tѝ%֯P'iA>CW$@K(*A<=Co< R3y^ֿbmKx%$xm5[T tԪ&r՝<,~ڈ5N>gy;ZY01!jS.D0]yąIZwUPJR27d22@GLtY)<~6,_F)th9"ޟal{nogjo LwLP :U+ޤ4#*5 H5=z^NUYڝCiBGV$ ğq&|.yw6mK԰uJ( 4A mN6=+de/AH^CN/jU. Zj1ԓp*7)-{ ZǙM{G2+!Z.gړb2AnT)WS0u%m NEۏ=.=$#Z '$.ߛN@BU, |4VM&*5^+.y>38UR3 G[$s Vj <*8S]A:*@ hF|aJpt($i(lILy.Ժ`=w_qn=}+$%mYW'lVKlA"@Q,b2F5=+=˶+POU"/OYI*0{Frt's6c+Z`LؓրR#'{{^PfRei]BOxq_^z ݶbQxoP (:$+ic,}7G$|۲:FY]#TTㅤJiSR &MzZSRյ9yл-E:PaA7qO6<\]WZ]6*DrH: I^ᝪ`LGT+:r|M]f0`?Wej08Ō52m#iZ%QJф_4M'eڝ\Fnd4t&_V6q,0 kK"x{mGߢͼsVr`)sC}Rᒴ$|9:w:n>۝lK-$ʥ5 <(š &up $L#:ҊYfvv* Lif,yc9Մjk(}`Ƶ4P3sC4#dVmB6Rjxhˊvp$b$`9i@1+\~=;Ty{ KPEKkQZmEa`b9*1Ԛ^׽itY"eSDy${nt?kcycțP|D$`ToQj {*B{moyD@%$FƈJWjDzq鐳Ĺ PS,ͤ)4o#y? <[nôa6jc;#`$Pw%s?rS$HE*1fjTր. 6߫ P*}F rJAl;'0&e9@h_IQ) wT$],Ǡ6Zv5"j r37HS1$@fU2CPO#kagw+sefxvyc*~Tw@=j]uwVV:|O?>XջS[O /O%5*RB7U@2oyŷ \iQ.uI֣XEjPy77-c֡XP9\tu箯C5E-1gf]V)yF˘(n IIOU ^z1즢զoEIRx?N#dYBjl5Y8wYG"fSGHoǼ|ﻮ߷[= "}(ƉFPH ÍYfvx#ᨐ w'_$IBk$}:AupED{']$ -p(EQF&1Q{4rH:yE!e 1[Sq*݂ۑ7/л^;X}N(JVzټ<㲉b!?}Yoa4Ly`SMZǡٔ:F" JtmxX2f69i~& ǯB+D~֦՗vu̗Ztn {1Dja#¹:j ' IK(b$m݄6E#(,4 li95b5$g>+TQ}hqtLsU3Q- Ya[}:+G-r9_~4%+QH)F=Qt{ۤ W$|F\?<-zyh+ibUfQ'#!]Ernvݡԥk2Jˤ]4_1SQz F$1Pj1QJy͍MՄi:JRO / D@-Ͷ/kئ7 D} A5MD)*/ez\vqbAނ'i%S5|uS$M%LάG_avތl))} qu _Bk{(ctJP(CϤ%R,YKVD*嘓ٮmGB08ּM94Ad$D8d @LSY!FOTh4":cEդǴwA,a' $ BBքԀi8-d$N P&MqZy􋙨֢$P5ED 2HZyQԺ]$k<1nȶøjXRpD%RƞU K0-3U ~h0it}7Y,YU g e*O 4(>}Yۭz"3J,t;+1eBAr"zퟞy?nO϶Z"DpXjҪ0fPQC:E)5}{2y(RpV#[q~}9[=c7tz]#<$lCo.֖V_}Ru#S. ҳILd:,(՜X}x3YԔ}|=-ڶ\X.g{˙pIhʖKPn#J,*ԂY95n4GqVVS)_,A'Bl@ր!i7F.Ą\!ӆϨA!LgXU  oqS\eGsAr@ xTPqBqMS_Na؅V&Mb>TJңxNH# PqMJlߴjr7n{C,۷ZmO0z;.?ӄEV+ ցal zKep `U.5!B#,9*_*7>1Bԟz58*$4۹;iS`sR sB *ZBh^Ӳ3wg{^׺u{{^+w>K?.ܹ=N>S(nl00DWF*cզ';-oT;bVg*jiq8^52K]Xb?'4Ԕc2:ȭ, vHh[QRKZGy#ӳ,irUK5#*ͧJA` :)AE3L-=m)41,ЙভTrƒ!GYnl4;#ieuԤGB£ xFz]mqݼPd@˩Y TU\+)`@=%`mmw*UuY'ۛ jNw%eyʳXC:޹S| )Q1qnFr0PC J01z*ڹiފ~Y#dgW0̑:- J3Rj;.lI>jR!MAd 5gE&x8)k'ǶQ4L*t%ruK'!^/Z1 ,cO M2ppM3W3J8G dʊ K,tҹc<{#][=^*j, T(r;'zr[xhʌ1V\s{*JձJR + #5W0IyeA,HH8C5}4qFЉ4OF/$xޣ\\M Wq4K RIX$J]VbW#2>ACkr0z@ҫB6)bo[n{lRYRc F1JS A-juMK8\˄S.PIFkvN4Bbl ۟cm;ucus*AsVspp: &DzMKQTQ|\|뎘o hϭ[pVso*B1 =pom[U4$qѺIQkmC+J>uQU.J7"X5s3fK21ۃDzr۶S%0T-h͓iөnL߯A5Ќ鑞Rmʷ)iY`F@;L+ӡ66y,e LwԦ*'5]n4FRCS R?jjzM eitJĥuzvO ,ned6v&$:E'p8?iRu1T~+èNz "L5$aGf7ԩ[-A,ΖP(Ic@p5 SⷻV*\k)GqtPKLNU ܐ99˛{i Df@ǐM)p0O ENv,zHqzM׫S<e# 9؂}B[lG$+|ʄ9~ $֔ ldtt`fXD04TypzWE־%H&TG7Rd8hiQ$Z&F=;k[%FѤi+T$`jvknyL F&F垅~5EDUE4Du=BRaΟ{Mcut|P (޵'w"!Bj NU->b&TST+O'C$鑭--wu\[PVHj#j鹊pA$(P5|=5ͶJM:;HO qxhG{s~rd8SQI5)@A|{ThLjRO (F:],R)#c)R?8l8,ZT ɣF~LCo<H,Mx}fTl\Ҵ±B)yPl^c6kO&Fр,bhr -i29`E8QƝ!{> v^9_Jw$HzVtߋ}y}y)A$Qj 5} 7Nboxgdҙ+ҺkU}TOLA ,!*YZSg c"6-:[Is$gI59'ʧ>t\t}"WfXA S!ǏJ\6Γ͒>8gʩ*K]0-=v+8̒_J)`KB2u$)&w4SEXOx PVj˨*@X ,Z)}1w}rK4rEPQ zFP9ܷfHVS^N MR5r|׼v|e5?WxDێ5R$qP ƻ~ߜaumCYcѕ P !*@jz{K(;]BoӤtTE6%u& 0H,5i[y79DXr J&'X d(&حX 8$K#c8fljc2SᨪHXX "۳}F"{ ړJEZPE\|כm yѐUV@cUIZ筁)n+M,`x(?R9Oas[!UY5@Vګ"Ys2Z0"w|Z >}0qa+Y57*jjjT6Cibnwr[:@ ff- TWX zR˴弉i@u*(ҥkJ3OCY[U 4 G +"k#ǰKwqs2%HX㎣XW{xpOFQ][_[xmHea¤ƙaLS=-[Z3v  =nbeMEi婦ebbȜrR r;URl$+$B`mٹ{>Y'NCֲDvЬEX-YV| EnWuK,J1U8Feyx.I ##eOSo:#70}/~oE5c&rbR iZN}xF`ub$ҿНC,E#ΘڒZU9)S4'O ?36{(;C/4;kO;:(r3"e2/ Tʓ+^c2O/0A TTw{M*(Oz:M%i P1 ֟ӕ lCrʷ__OW g#=H+¢\t%Gě>\,=A7Ȑ QϮKBKx6jpO?Ez7V?f:kRmQZA?R~G5-__=oomp?Ҹ?gԥǸt8+(7?liݞ,1 ?Juͩ\}A=Mԋ)"c} N!B`X5O+MD;ʤ+/Ճ?겥X0-uyrIn 5gI#V5 y^-J\6 sY)^zJORj$m~m7ӥMu+TbW9bh,@>s7pi ĬHQ/UQ4Բ3wg{^׺u{3{k9ڹ6rE@:QNNZHf]i0Veual7]_mLk0S_ +@j)+)!vi{}mۉ&D saMjQR4 BCToouk/Iaۛl$5L<]MAMjMRQ&FҳB ;?6ٷ[͹sms P L%# E`o,uv.O Fko&AIb(g!!eoXaWLMdWrb/TxmkxyM,By!# qE fF= Z!3*0fWd+pY <6lN[}:JIC^Z% I|ko{M컌QRX]t`G|r2;q7[)r""I#ԅ׵ueR J *߂[;Gڸݠci& KW%\*{!XtI*'$yy lpImϴYmw^Mv1ͪEBI%GdҚlee{{?}<!G_<:*rm)}<{_ x|?N45M#MKQ9-VK^)h?.+U'=߂~<͊z[+CS~oAPtJy[|?(_ ZFA"˿KMlj< Ȯ),>1KMY<}%}e)nW6d?EZ v:H>+*9C_/c-9i*%T{uFDq@d ef`sq]6IԖr3@RmfOxRbjNx:,7+?gtE 9 e3V`,8`fٹvѮEÙEF),tN%*J;6q: SQ@j(kJAWyx)GSK+H 6~bm+2PIIR@Ԡd N.Tj4>jĐCUjv!lBg򦻲ysp}BJr^|э![ qh1CJc2g_,qH!3e$ry{UK$6n5,G"XѩpR @$ZBXUgy} K W$8ᨇKSOEMJcr ѽFWrEceag7o^O-[Ե@$|X05ҕ5$d O]B҄iYjZ,t^1MZG"'"~8?Og<nc}R"eBuTjb[H S%}@"EGÏL!qp? "5Pa qǰ6m'Rq>gY1+:_P#9H~ءdPS qLTKm% j)BiO?ϥUnO.p'gPSk'JO1Ç,@lc5R ešyP" %dqCCԾS'l!-g]M$d9 M"M OBklHU-MG5~^x~xbVic 0錴Hn[Ď-HÀӵRP p#Rxڤ ҥh?AصUBM!V#I+6P ~}x6-ۤiTFU-ԂY5)QWѨA([ 8iCPB%4ppDX(P/rMnt Dɤ]%$TT2EYTO瞅ͻu.9[+i& yn.Q>Қ@'I`jE:w$."(TQYFSE:"1v5ibY|uKĆE~i7mc6MA %_^u[A+n xf%?f(V4IpI l|"-֠)~tf" ܯg{0$ZYt e`Cq :3q%[r[8WҠ,vEmN@<$LUF:zRmpe 5RI**j=ZIbĊNz9A` @RRF2c2+֦Jbݣht>>xsOM4pĴѕhLr+'r v r%mK++W3P: pg6hs\ !lHX An;/0 rOkCQJfIxXS=9MN+7tbX[~p+ʫwOc";%j 5plVNk\צ=+[GGtۯl,4aL0Ť$@O<{ { nʬg x[tUN֒R̠iRzr Q̖wP֟cTF SF%P]* Mf2XfhO*WKa*ChRϞ>SJ뛍 "?IOĖLam֗7]`KjxₕqN]%:|ziwcdZaR:z_H%U:]D\obcNsfy!2 vKVߗ8 M=5Ý@QJ %vׯx%lM,x,ΦGo{[ؾ-Lmv{U4OQrA )J1Zӣ]|! h&-HWԂuaoSĶi"WR AVOkURXpuwV?/NSX,jD"Cse)7mӏB5GPq5&,|7EL8ixY4$[پ#CSe9ѴJ֞9 Gv| 9dRB>mkwY&21NL4AǠR09{/7;{fwZVd-]J:AWC-8Tb5h}Ϯ{tn- [ndYK ִ~E'%)HrHs/';F}92Uf (e"E*wF3 tH(2Ѽ)QHӥ@pvjS@IyIr[^\^dCpfCq?_xǺzՀ '[qis8PHQ:xmWz4ұ\@Dt.C6ud;&6\fz,oʱTz0>ۙEvF4w>vu]#%VFRQ!_y=T_8S2=0܉* vAA{Fz U&1C [\%qK( @đEt(AXPUdz)"hJnup5qzjC*V ̪I!GoR1~ic>'4*XviP5 a5F[NhQe$\0G WקvUbJԥ%n=G2L$~\F"<"'<Wu~熚H>ޛv(i*eidjT^"$,=>3[$dQ9(VΖp bw Q[inVhAzG,.}~Uë|5#%ZɍMNݦ~SP-kQ+m=OMoԥdP j+A{f8%eTS,5FDA--mXn&^EHcN:k@J Ҿ]/a*E)ǏPk;OfgJ=Y2= Ԁ/Aۅ=FX .-B+M™4:HN['ަᮒ=ۨ 4ѿ//:tGDHC0X1F1rcxcǹp;sn#m:K T5'JuaX o\g8L92:+K̒]$2+Olls̶xF$q:\Bnl@h"<0GT}>4ZH4Ѱ[WVG>y[ixRkdT@  Nn!#H YeG"euh`[{say`+eoVI(I#P%E֢PR΅vH4ԡhFB1Sp2H:I!xiYY*&#Vcہ}Zp-2嬄r+'|F@iQ$.nR 8c?T5U60$<>Wpk#ۻ߁-PP=Y{P"rl/ ݘiP85f3m}8RD- (jDLP/I,t>ZH$Q* Ru9mNiR,̡gIUX|>d|n*%SDB3n>bO۟bvumֻKPig A#{I-A9rfH1`Ob/QʍKORg<xÖ"/J$O7zn&5oy`~,峚Pp $VZ5 =nܯ.W(Mtq E Qs{RkP˷dDU F&0KK鰽d"{Cg?-_ɸnsO6HO 4b0-!m7uq8sA#\f>Zf1:GiaE-LkJִp!Kst}w[ul1%tøӃV8 idj($I̲2ŨT<dT>}8nJLM3<:01B> )iۄ4P~}?ޚZm3<<0vF8Q' 쎲38 ;ly|4m޼+&Ѻ˭ n:I!ѳ*rԱG'ڗHi,LB"Yn_nsyk>sFk} +$ki$ѠҵB+RǠ^;\=p2r6vf0ƢHԤB)V3ٗ|.iXKIUSr % cNHptH9 @8y'&DeuX"NחOdw8_UdTh EjJqUI.%qF+J^6KfAffy>qaRԬ՘PkB}:m9~ב4}5sYG%5TMO5xd+F̺U u;}w> IMHzӽXQ)CLЪ+{ Eع^h>gmHza{KQ>j?_2?GV}ϝb _|/t֟7j??I_tyeMgueOҟE?jS?5~/SÏ?/_Ot_m[GNqy//x?,smҿM_'R?Wo_ho?/'/˧_g32?^KV"__h8˥-j~Oq9ٟ|.KOo~o{$m~~^NㅷqR_-S_ gX{-ztߓ 2~mN_}~ZYc^*?N??O'}84SJCo8?oo_erh88|:L\xqz|WOom_{x+O^y;oϧʝXRoG%<7}b_=w^<>%W^_~|~^>13#oWx ~><ty9-G^WO_Q_~ӇyKtۼ>~?_쏛?i?^-=-O|raGOطM{>}"?ϏסW3{__)/uȟjaiuwϏzf_Y?s_N<~#F[G 8pI'=qo?_`ox|>]n /קQO_pu9qrKWEQ*/|J~(澟=eNc>K'_h9U.hMLJ/7joSG_G[_N~?KEG[o=VI-zj1C_ˮ?~?gգ}G]dcV?-08~|~^Nq_>;'O_72 n?/gO*'}>܍kp`~ߟ==Zm?.>}u?F_/2]|νm/>POj1CK%_+^o~/z '-om~_3k>_:w?#(6gYjo?匟_G?K*g?S̟R/0^#*;iߩ?{skJC=] p,~-G^)p~*Oni_zQ9G>?IOWy_E?ϥ~9OL_{c0|~}D{/7?>^"7mbK/_ϝ:<id?e_Uk/o)_IJs3?3cUgOoFxkOjoŇnS!{}ͯ_Jkq黿w쿲_Oǯ~C.y_y_3li.{K?^Wi|?_L/??O>{Oo ?q?3Whܩ>/8^i'K맸[/X~U~^-] |~?&koP_)k{I7j鈾3x??tGX/Sl`iKף O>WC5?-Mk?VyMNO ek?_Eo~>\_*Q?W=xk/?/$?|~O՟|O-7sv?7m䗻i^I 5jO߫m1o_>|>ZYV~G??b ?n??ЯGO_zn}d_b9?[}ڿO|\8~ʝ-? ]\[_pG+֢ĿOO?}}T0T!E*tO?/{oK= SO#n{"r~~7S|uqs+-?~~>#W6Qo_XߥgTVF+?:ϯ[gs[WR_קW_(   x&www.dysartjones.com6http://www.dysartjones.com// 0DTimes New Roman(0(z[ 0 DArialNew Roman(0(z[ 0 " DMonotype Sorts(0(z[ 0 0DWingdingsorts(0(z[ 0 @DUniverssorts(0(z[ 0  "PDVerdanasorts(0(z[ 0 "`DTimesasorts(0(z[ 0   C 0.  @n?" dd@  @@`` .& r` ^I  *   I ()j #VXW('&   ,x &  $$       !"#$$%&'/$$$$$2$ߗEQTM  $$$$R$hiyz4\$S 0e0e     A@ A1 8c8c     ?1d0u0@Ty2 NP'p<'pA)BCD|E|| %Hff@.g4GdGd@z[ 0:ppp@ <4ddddl 0\mV <4!d!dl< 0ʚ;ʚ;<4ddddl|- 0Xg4dddd@z[ 00p p <0___PPT10 pp___PPT9/ 0z4?8g(? %O  =8d>Top Ten Reasons Libraries Fail & Survival Tips for Success?>aCaslis Jan 2008 Jane Dysart Dysart & Jones Associates www.dysartjones.com jane@dysartjones.com <bP6)40U 06I/AgendaTop reasons library fail Environment & context Community focus Direction Alignment & value Communication People Survival strategies & tools to use to avoid failure Interactive!6WAWA0Why? Environment & Context{Failure to see changing patterns in your community Organizational changes Demographics Economic conditions User behaviors >3G3$G$$1Tool: Environmental ScanningA broad-ranging, mind-stretching effort to monitor and interpret social, political, economic, ecological, and technological events Landscape  terrain, bumps, growth areas WHY? To spot budding trends and conditions which will impact your environment@I  N 2%Techniques for Environmental ScanningSystematic monitoring & study of current events Futures research  Futurist & futurists Scenarios Qualitative & subjective, speculative Helps lengthen planning horizon Translate an inkling of a future opportunity or threat into a clearer strategic issue/answer http://www.dysartjones.com/blog_archives/2006_02_01_archive.shtmlXZBZC  <  ] B3  jForesight is not enough to guarantee a profitable journey toward the future & [but] without foresight, the journey cannot even begin Hamel & Prahalad Competing for the Future$ . 4XWhat do you see? What s happening/impacting?`Around you Your operation Your organization Your industry Your community Your country Your world a" a )oOperation Context: SWOT&lOperation Context: SWOT/SoWOTMThe implications of our strengths, weaknesses, threats and opportunities are:NN5Why? Environment & Context New technologies New processes New social structures & behaviors New world issues New government policies & regulations New funding models :6Monitoring Tools/ResourcesStephenslighthouse.sirsi.com Stephen Abram ResourceShelf.com Gary Price ShiftedLibrarian.com Jenny Levine SearchEngineLand.com Sullivan & Sherman Infotodayblog.com Information Today RSS feeds? Conferences? Z.7Why? Community Focus 48+Community Focus Tool: Market Segmentation+ 9Selecting Target Markets Preferred markets should be: Attractive or Profitable Can they  support you? Can they  buy your offerings? Relevant Do they need your types of offerings? Is there a huge barrier to entry for you? Strategic Do they fit with where you want to go? Measurable Can you clearly define who is in the segment? Accessible Can you get to them? Delivery channels in place? *ZZ7Z ZPZ Z'Z Z.Z Z1ZZ7 P   '   . 1l :Market Opportunity No organization can be all things to all people Segment your market to focus on those targets most critical to your organization Develop products & services especially for those markets Key customers Focus attention & resources JZcZZZc;Why? Community Focus Failure to align with & engage the community, especially in the wake of changes 360 in-depth awareness? Stakeholders? Niche/uniqueness? Proactive? Promotion vs engagement XQZ\ZZ P \$$<Community Focus ToolInformation Audit & is a systematic examination of information use, resources and flows in order to establish the extent to which they are contributing to an organization s objectives. The audit is verified by reference to both people and existing documents. Adapted from Aslib Information Resources Management Network (http://www.aslib.co.uk/info/subjectsinfoaud.htm) 6slH(=Information AuditFinds out about: information use information needs information flow attitudes & perceptions about info information cost & value issues & challenges Opportunities "  # f P  f $f>Information Audit% Identifies opportunities to use information resources for strategic advantage & strategic decision making Provides opportunities for information professionals to identify key partnerships and develop marketing opportunities Information Audits by Rebecca Jones, Jan 2004, Searcher Z!" ZZflv= f?Audit Focuses on1. Clients What do they need? What do they value? 2. Content What have we got? What do we need? 3. Value or cost of information How much are we spending? What s its value to the clients? 4. Information flows How is it shared? What s impeding its transfer? ( nZZ(nKZ nZZ#Z nZZ;nKZnZZ0nKZZ ( # ; 0   A?Tool: Market Analysis Understanding your organization & market? Its business - mission, purpose Strategic imperatives & objectives & key players Relationships Identifies opps to use info resources for strategic advantage & decision making Provides opps for info pros to identify key partnerships & develop marketing opps * $JkJ@ B6Studying Your Market Building Organizational Foresight7"Starting points Annual Report Strategic Plan Organization Chart  official and unofficial Your boss & executives in key areas Clients0ZxZ x CDigging for InformationConversations Communities of Interest Interviews: F2F, or by telephone your own, or through a third party Understand their situation, objectives, issues Focus groups Surveys or questionnaires \GZRZ'ZZG R ' F*Why do libraries fail? NO Clear Direction.+"Where is your library/service headed? What it s key focus? Key strategies? Stakeholders know and understand the direction? Planning & Visions 2} G,Direction Tool: Business Planning Framework+Why? Where? Who? What? (W) How? 5 Ws @+ZZ&$$ TPurpose Direction Market / Clients Products & Services Capabilities / Resources H I Our Purposeg Established to diffuse knowledge among area subscribers The Niagara Library, 1800 Why do we exist?(9/9/JWhy Do People Use Our Services?Knowledge To learn something To gain new insights, understandings Problem Solving Acquire information for decision-making Entertainment Books, videos, CDs, relaxation tools Community  8(%  8(% KDirection Requires a Vision A target that beckons An image of a possible desired future state of affairs; preferred future WHERE you are going A state that does not presently exist and never existed before Realistic, credible and compelling  If you can dream it, you can achieve it Walt Disney :7[LVisions vs MissionsBA vision is a clear mental picture of a future organization WhereCB$ cA mission is a written description of what business we are in, and how we are going about it. Why dd$M N'Articulate a Future Create a Direction& ... so full of exciting possibilities that no one will be able to rest until it is achieved. No current trends lead inevitably to this envisioned future -- it demands a leap of faith & an ungodly amount of hard work. C. Farren & B. Kaye The Leader of the Future LZ$$$*'mStanding in the Future(Creating a preferred future: In 2012 we will be & . - our clients/markets will be & . - our offerings (products/services) will be & . - I ll be & .. OBWhy do libraries fail? Not Playing a Key Role in the Value Chain8Is your library critical to the organization? Do you have a deep understanding of the organization & your role in creating value? What are they trying to do? Bring more people or businesses to the community? Sell more products or services? Who are their clients? What impact do you have on their clients? .ZsZSZAZZ-sS*    (n"Alignment: Key stakeholder support^Key stakeholders: stake of support or demise Test goals with them before proceeding to tactics__P)Why? Aligning Plans & Staff Expectations nCascade& Purpose Direction for next 2-3 years -- strategic plan Annual business plan -- annual achievements & resources needed Department & individual plans and expectations R ZZZZ   Q'Why? Communication & Influencing SkillsIf you can t get your message across to your key stakeholders in a way that engages them, you have no chance! Not just getting the message across but ensuring action on their behalf Resources support Partnering Commitment 6) ( $$jCommunication: The WIIFM factor"Communication isn t about PowerPoints, memo s, blog postings, emails or presentations Communication is about helping people understand: What s in it for them Where they fit When things are supposed to be done Who s supposed to be doing what How they are supposed to be done&,  %k!Communication: Defined & detailedTEnsuring Communication WorksKnow your own style UEnsuring Communication WorksKnow the recipients decision-making style and how to engage with them: Consensus Broad-based collaboration Trusted few collaboration Independently made BGSG Q$VInfluencing Skills: ToolsPacing -- technique of varying your communication style to match that of other people Inquiry -- listening carefully to what people are saying & asking questions to fill in the gaps Leading -- transmitting info in a way that leads people to talk about possible solutions rather than your imposing solutions upon them; i.e. storytelling Proposing -- presenting possible solutions/ choice of options M V 6W( At The Table Voice$To move to the decision-making table: Clear direction which can be articulated Cross-functional experience Financial understanding of ROI & investments Presence Rebecca Jones research for SLA Executive Institute, Information OutlookB&{H& { HXCWhy do libraries fail? Challenging Thinking Patterns & Taking RisksYDefinition of InsanityL Doing the same thing over and over again expecting different results! (LK$ZParadigms & LearningParadigms = set of rules Learning Only Rules Don t try anything new Don t make mistakes No mistakes = no learning After action reviews6.,/.,/ [/Thinking Pattern Tool Paradigm Shift Question`What today is impossible to do, but if it could be done would fundamentally change what you do? 2a>$ $$ \2Why do libraries fail? People: Leadership & TeamsLeaders Set the tone in any organization Understand the environment & engage the community Have a clear direction and communicate it Are fair Support & develop their staff Plan for the future    ]$Leadership is not a spectator sport.%% Leaders do not sit in the stands and watch. Neither are leaders in the game substituting for the players. Leaders coach. They demonstrate what is important by how they spend their time, by the priorities on their agenda, by the questions they ask, by the people they see, the places they go, and the behaviors and results that they recognize & reward. The Leadership Challenge, Kouzes & Posner DZd     ^6Leadership Challenge Demonstrate what is important by:$7!how they spend their time, the priorities on their agenda, the questions they ask, the people they see, the places they go, the behaviors and results that they recognize & reward,>| Planning: direction Priorities: Set & keep Identifying, Ranking, Deciding, Balancing, Replacing/Sacrificing Services Questioning/understanding Relationships/partnerships & communication Modeling behaviors; re-enforcing positive behaviors <+K|+K| _Complex Systems3The ability to learn is a defining characteristic of being human; the ability to continue learning is an essential skill of leadership Learning to learn is key to becoming a leader Leadership in this world of ever-accelerating change requires both the wisdom of our elders & the insights of younger people`eGeeks & Geezers: How Era, Values & Defining Moments Shape Leaders by Warren Bennis & Robert Thomas0f2 OEras & differences Defining moments that unleash abilities, force crucial choices, & sharpen focus; crucible as training ground for future leaders Practicing as performing Z aLeaders$\create meaning out of events & relationships have the ability to process new experiences, to find their meaning & to integrate them into their own life  adaptive capacity have courage, optimism, tenacity & self-confidence are first class noticers  can recognize talent, identify opportunities, & avoid pitfalls have neoteny  retain youthful qualities as adults (curiosity, playfulness, eagerness, fearlessness, warmth, energy) ( ,Gjf Ideas for developing leaders Understand the geeks, the up and comers, who are concerned with meaning/ significance & making a difference, in collaborating, experimenting Look for more collaborative ways of doing things & technologies that support this globally Be bold, try things, learn from failures/ mistakesZ g&In Summary: Libraries fail because of Failure to see changing patterns in the community Failure to keep up with new developments/trends Failure to align with & engage the community, especially in the wake of changes Failure to identify key market segments/clients Having no clear direction \"    h%In Summary: Libraries fail because ofP 6. Failure to be a part of the knowledge value chain 7. Failure to tie direction into all staff s expectations & plans 8. Faulty communication & lack of influencing skills 9. Failure to take risks/try new things/ challenge thinking patterns 10.Faulty leadership, team development & succession 6&" 'i" Top Ten Reasons Libraries Fail!  #"$RJane Dysart Dysart & Jones Associates jane@dysartjones.com Caslis, Ottawa, Jan 08SZS,'/BCFGHIJKLMNOPQSTUZ[\]^_`abcdefghijk#p ` 33` Sf3f` 33g` f` www3PP` ZXdbmo` \ғ3y`Ӣ` 3f3ff` 3f3FKf` hk]wwwfܹ` ff>>\`Y{ff` R>&- {p_/̴>?" dd@ z?" dd@  " @ ` n?" dd@   @@``PR    @ ` ` p>>  l(  l l 0\ #" ` `}  T Click to edit Master title style! !$ l 0 " `  RClick to edit Master text styles Second level Third level Fourth level Fifth level!     S^ l C (Aheader1"H l 0޽h ? 3380___PPT10.r@h dysartjones 0 @8h(   h h N ww .    \* ^//^^ h NȮ ww 3 .   ^* ^//^^d h c $ ?   4 h N ww 9 f   RClick to edit Master text styles Second level Third level Fourth level Fifth level!     S h T ww r    \* ^//^^ h T ww r3    ^* ^//^^H h 0ηo~ ? ̙3380___PPT10.%  8(    N ww .    `* ^//^^  N ww 3 .   b* ^//^^  T) ww r    `* ^//^^  T@3 ww r3    b* ^//^^H  0ηo~ ? ̙3380___PPT10.%`/(B  x0(  xx x c $si l]q i  x x c $ti l Gw i  H x 0޽h ? 33___PPT10i.?D+D=' = @B + C 6(  ~  s *l `}   x  c $l `  H  0޽h ? 33 F ZR (   ~   s *l `}   x   c $Tlc  j   s *Al}` :   3 A]cH   0޽h ? 33  <(  ~  s *"l `}   ~  s *D)lz  H  0޽h ? ̙33y___PPT10Y+D=' = @B +  6(  ~  s *,l `}   x  c $l  H  0޽h ? ̙33y___PPT10Y+D=' = @B +  6(  ~  s *4i l `}  i  x  c $i l i  H  0޽h ? ̙33y___PPT10Y+D=' = @B +  :2 (   x   c $i lP   i  x   c $Qi l  i     s *0l i    H   0޽h ? ̙33y___PPT10Y+D=' = @B +     p"  (   x  c $ l `}   ~  s * l Y   o "`  # #""`     3 r  1? ` V Threats @`   3 r  1?  ] Opportunities @`   3 r  1? "`  W Weaknesses @`   3 r,  1?"  g! Strengths "" @`B    fo ?"`"B    `1 ? ` B    fo ?`B    fo ?"B    `1 ? " B    fo ?`"`H  0޽h ? 3380___PPT10. .pp     @" p (   x  c $ l `}   ~  s * l Y   2 "`  # #""`     3 r|c  1? ` > @`   3 rf  1?  > @`   3 r  1? "`  ^We need to keep in mind: @`   3 r  1?"  ZWe need to focus on: @`B    fo ?"`"B    `1 ? ` B    fo ?`B    fo ?"B    `1 ? " B    fo ?`"`H  0޽h ? 3380___PPT10. .p G $[(  $x $ c $\i l`  i  ~ $ s *0i l0  i   $s *8i ls i  (Zj $ s *Al2   i   $ # li  1?/v m1 Failure to keep up with new developments/trends 20 2H $ 0޽h ? 33 H ,6(  ,~ , s *i l `}  i  x , c $i l ` i  H , 0޽h ? 33y___PPT10Y+D=' = @B +) I 04i(  4~ 4 s *i l `}  i  ~ 4 s *|i lp ` i  q 4 s *i l  i  Failure to identify key market segments/clients All things to all people? Market examination Strategic alignments with key client groups Products & services for those markets/clients ,00j 4 s *Al  i : 4@ 3 A0@H 4 0޽h ? 33  J P <J(  <~ < s *i l `}  i  2 < Z 3f11?02 < Z 3f11?` 2 <  ` 3f11?` P 2 < Z 3f11? 2 < Z 3f11?` @2 < Z 3f11? p @2  < Z 33ff11?p0 p 2  < Z 3f11?  ` 6  < # l @`   3 rL  1? )  > @`   3 rp  1? ) @t > @`   3 r|  1?) t > @`   # lj f1? @ lOur Goals: how they contribute @`2   # l f1?  &Stakeholder s Goals  @`B    fo ?@B    `1 ?@B    fo ?t@tB    fo ?tB    `1 ?  tB    fo ?@@tB    `1 ?) @) V  0޽h ?"` 33___PPT10i..:_+D=' = @B + d  6(   ~  s *|[v l `}  v  x  c $P\v l ` v  H  0޽h ? 33   6(   ~  s *iv l `}  v  x  c $|jv l ` v  H  0޽h ? 330   " 0(   x  c $Al `}   x  c $>l `  H  0޽h ? 3380___PPT10.+. Z)b K0 aY0"## (   ~  s *l `}   b z  # #"&z    <N?  @ @`   <d?P  @ @`   <?B P  @ @`   <D? B ZPartners   @`   <1?   @ @`   <T?P   @ @`   <0]?B P  @ @`   <i? B  MStaff @`   <r?W  @ @`   <4?P W  @ @`   <4?BWP  @ @`   <4?WB  ]Target Audience/Board @`   <4?@W @ @`   <4?P @W @ @`   <4?B@P W @ @`   <(4?@BW R Management   @`   64?z@ mChannels & Feedback how$  @`   64?P z@ _ Timing when"   @`   6 4?BzP @ ` Message what"   @`   64?zB@ ` Audience who"    @``B   0o ?zzZB   s *1 ?@@ZB   s *1 ?WWZB   s *1 ?  ZB   s *1 ?  `B   0o ?`B   0o ?zZB   s *1 ?BzBZB   s *1 ?P zP ZB !  s *1 ?z`B "  0o ?z # <@4v] OMary Lee Kennedy, HBS0 V  0޽h ?"` 33___PPT10i.MP/8+D=' = @B +l    ( l(  ( ~ ( s *POi l `}  i  ~ ( s *`-i l `  i  X ( 0  ( <4zh  u A Competing 0  ( <Pi   E Collaborating0 ( <xTi 0   E Accommodating0 ( <Xi    @Avoiding 0   ( <\i ` pk 4  F Compromising 0   ( BHai 0 \  E Assertiveness0XB  ( 0Do00   ( <Pei  p*  GCooperativeness0XB  ( 0Do   ( <Lii p D 'Thomas-Kilmann Conflict Mode Instrument((0' H ( 0޽h ? ̙3380___PPT10.P    , 6(  , ~ , s * l `}   x , c $0 l `   H , 0޽h ? 33   0 6(  0 ~ 0 s * Q l `}   x 0 c $Q l `   H 0 0޽h ? 336  0 4 6(  4 ~ 4 s *l `}   x 4 c $l `  H 4 0޽h ? 3380___PPT10./ڥ{ e {@ 8 (  8 x 8 c $l}   j 8 s *A lp p  8 << O 20  8 <` Y 20 B 8 C A ` P  8 0P  E Biggest risk?0  8 0pp 0  F Comfortable? 0 2 H 8 0޽h ? 33@  ` @ (  @ ~ @ s *l `}   x @ c $l `  B @ C A p0 H @ 0޽h ? 33  p D 6(  D ~ D s *Dcl `}   x D c $|l `  H D 0޽h ? 33 f `X H (  H ~ H s *@l `}  @ x H c $<l   @  H rA $lMCj02378690000[1]@   H H 0޽h ? 33 g  P 6(  P ~ P s *El `}   x P c $Jl `  H P 0޽h ? 33y___PPT10Y+D=' = @B + hK0 rj X (  X  X  'xaxa1 ))?l `}    X C x+xaxa1 ?lzd   H X 0޽h ?   & ` (  ` ~ ` s *@+5l `}  5 x ` c $@lPp p 5 x ` c $@lP@  5 H ` 0޽h ? 3ff~y___PPT10Y+D=' = @B + i  d <(  d ~ d s *Э@l `}  5 ~ d s *@lP @ H d 0޽h ? 3ff~y j !l 0(  l x l c $@l  P  @ x l c $\@l@ ` @ H l 0޽h ? 3ff~y___PPT10Y+D=' = @B + k 0!t R(  t ~ t s *@lw  @  t c $@lM @ (n'o(H t 0޽h ? 3ff~y___PPT10Y+D=' = @B + pK0 ! 6(   x  c $$94l  4 ~  s *A5l ` 4 H  0޽h ? 3ff~  ! R(   ~  s *i@l `}  @   s * v l @ "(H  0޽h ? ̙33  " R(   ~  s * l `}     s *xl   "(H  0޽h ? ̙33 " <(   ~  s * lp@  ~  s *4 l `    H  0޽h ? ̙33 0 ~(  ^  S h   x  c $ h9 f   H  0ηo~ ? ̙3380___PPT10. 1n/ 0 ~ (  d  c $h"   r  S  h% f   H  0ηo~ ? 330 0 $(  d  c $h"     s *T h% f   Let s start with what s around you -- your environment, the context within which you operate Big & bigger context & environmental issues Onion/russian doll analogy Org changes -- merger -- layer of management gone, champions gone Demographics -- PL example Ec conds -- we all know what happens when there s a downturn (as in the US for last few years -- is it our turn now, signs aren t good around here) User behaviours -- young people in community using IM, handheld revolution , >H  0ηo~ ? 33"5 0 (r(  (d ( c $h"    ( s *\c h% f   \HNew tech -- always new tools, awareness & evaluation -- monitor Gary s, danny s, cohen, levine& ..RSS New processes -- streamlining using tech, virtual teams Social structures -- single parent families, time, & World issues -- tsunamis, hurricanes, wars $$ -- creative (IL keynote comments)H ( 0ηo~ ? 336 0  0(  0d 0 c $h"    0 s *m h% f   LMichael Stephens, Aaron Schmidt Connie Crosby Meredith Farkas Helene Blowers7H 0 0ηo~ ? 3380___PPT10.._\7 0 ?7@8(  8d 8 c $h"   + 8 s *r h% f   Who is your community? How big is? Is everyone in that community of strategic importance to you? Do you have the resources to serve everyone in the same manner? H 8 0ηo~ ? 338 0 }`@(  @d @ c $h"   q @ s *z h% f   Determine your potential market Put boundaries around your marketplace How big? Where? What is it? What is it not? Who is in it? Who is not in it? N 'N 'N H @ 0ηo~ ? 339 0 H"(  Hd H c $h"   ~ H s * h% f   H H 0ηo~ ? 3380___PPT10..\: 0 PW(  Pd P c $h"    P s * h% f   A-Why are you doing this? Why is it important?H P 0ηo~ ? 33V; 0 X(  Xd X c $h"    X s * h% f   |What do you know about your community? Niche/uniqueness -- to do you provide some distinct service or product that your community could not otherwise get? In what way are you unique? What s your niche? If your patrons or clients can get the same thing elsewhere and it s easier to do so, why wouldn t they? If you didn t exist, what would the community do? What do you have that others don t? How can you use that to engage your community? H X 0ηo~ ? 33< 0 `"(  `d ` c $h"   ~ ` s * h% f   H ` 0ηo~ ? 3380___PPT10..0[= 0 h"(  hd h c $h"   ~ h s * h% f   H h 0ηo~ ? 3380___PPT10.. [> 0  p"(  pd p c $h"   ~ p s *X h% f   H p 0ηo~ ? 3380___PPT10..[? 0 @x"(  xd x c $h"   ~ x s *䪀 h% f   H x 0ηo~ ? 3380___PPT10.. vo[A 0 "(  d  c $h"   ~  s * h% f   H  0ηo~ ? 3380___PPT10..p$[B 0 "(  d  c $h"   ~  s * h% f   H  0ηo~ ? 3380___PPT10..Й [C 0 "(  d  c $h"   ~  s * h% f   H  0ηo~ ? 3380___PPT10..0ZF 0 p"(  d  c $h"   ~  s *̀ h% f   H  0ηo~ ? 3380___PPT10..࠼ZG 0 "(  d  c $h"   ~  s *Ѐ h% f   H  0ηo~ ? 3380___PPT10..@ZH 0 "(  d  c $h"   ~  s *|ր h% f   H  0ηo~ ? 3380___PPT10..ZI 0 "(  d  c $h"   ~  s *܀ h% f   H  0ηo~ ? 3380___PPT10..P!mZJ 0 "(  d  c $h"   ~  s *L h% f   H  0ηo~ ? 3380___PPT10..QZK 0 "(  d  c $h"   ~  s * h% f   H  0ηo~ ? 3380___PPT10..p7ZL 0 0"(  d  c $h"   ~  s *d h% f   H  0ηo~ ? 3380___PPT10..ZM 0 P"(  d  c $h"   ~  s * h% f   H  0ηo~ ? 3380___PPT10..@YN 0 p "(   d  c $h"   ~  s *| h% f   H  0ηo~ ? 3380___PPT10..@IYO 0  "(   d  c $h"   ~  s * h% f   H  0ηo~ ? 3380___PPT10..PXP 0  R(   d  c $h"     s *L h% f   <(Part of the value chain Impact on your organization s/community s clients -- the people in the municipality, the faculty, students & alumni at the university or college or school, the purchasers of the products or services your organization is producing Determine your distinct role, direction But how do you integrate that into your library/service so that you move ahead? Break it down 3 year strategic plan --> one year business plan with specific goals & objectives, broken down by quarter and related to individual s performance If we want to go in this direction & accomplish what we have set out to do, what do we need to do in year 1, 2, 3? What are our priorities for those years? What resources do we need? And who s going to do what? How will we know when we re there? H  0ηo~ ? 33*X 0 P < z(  < d < c $h"    < s *hh% f   dP Comfort zones -- Cross arms Biggest risk you ve taken? Definition of insanity, doing the same things over and over again expecting different results -- and yet we do! Joel Barker, Futurist Books, videos in the 80 s, talked a lot about paradigms Paradigms give us rules& . But when our paradigm is the only paradigm, we re in trouble Listen to new comers -- see things differently What s the worst thing that can happen if we try xyz? Doesn t work and we learn something from it? Learn by trying and doing -- skiers and snowboarders? Bicycles? Read?H < 0ηo~ ? 33 [ 0  L p(  L d L c $h"    L s * h% f   Z*in your business/ org /industry /community++H L 0ηo~ ? 33\ 0  T >(  T d T c $h"    T s *hh% f   (It s all about people -- Anything to do with people is complex Snowden, complexity theory & complex adaptive systems So many ways for libraries to fail with regard to people So need a strong leader why do you go to a particular bank? Grocery store? Many of them around& . Convenience, yes, but if you don t like the service, don t you go elsewhere? Leaders set the tone in any organization. Understand the environment/community Clear direction and communication Fair Support & develop their staff Plan for the futureH T 0ηo~ ? 33] 0  \ "(  \ d \ c $h   ~ \ s *6h9 f   H \ 0ηo~ ? ̙33h_ 0 ( !h (  h d h c $h   @ h s * @h9 f  @ Something to remember as our profession gets older  average age of a librarian these days is in their late 40s Just saw a statistic that said by 2025, % of the world s population will be under 25 H h 0ηo~ ? ̙33j` 0 *" !p (  p d p c $h   @ p s *@h9 f  @ nInteresting study through intensive interviews, available at www.geeksandgeezers.com, of geezers  those in their 70s and 80s who lived in one era (one shadowed by depression and war) and those under 30 who grew up in the shadow of a computer screen. Talks a lot about defining moments or transformational experiences that really shape leaders  taking a command in the war for instance for the geezers Harder to find that crucible, training ground with defining moments for the geeks, although travel could be one. The other major point revolves around practicing, doing  practicing while performing (and of course mistakes will be made but learning takes place as we talked about earlier) =dH p 0ηo~ ? ̙33a 0 @!x "(  x d x c $h   @~ x s *@h9 f  @ H x 0ηo~ ? ̙33f 0 ! "(   d  c $h   5~  s *|'5h9 f  5 H  0ηo~ ? ̙33rb }äPש^PCʐ $8^0%2 JH  C,.dJSU8Rl0`ԫ"<VpWZ^5a3cerhTk[n_pruwy{<2 |#p02.;yi? )T(   x&www.dysarOh+'0T hTTp  dysartjones template Cabot Yu261Microsoft PowerPoint@!5@!Q̿@08^T GSg  )'    """)))UUUMMMBBB999|PP3f333f3333f3ffffff3f̙3ff333f333333333f33333333f33f3ff3f3f3f3333f33̙33333f333333f3333f3ffffff3f33ff3f3f3f3fff3ffffffffff3ffff̙fff3fffff3fff333f3f3ff3ff33f̙̙3̙ff̙̙̙3f̙3f333f3333f3ffffff3f̙3f3f3f333f3333f3ffffff3f̙3f3ffffffffff!___www4'A x(xKʦ """)))UUUMMMBBB999|PP3f3333f333ff3fffff3f3f̙f3333f3333333333f3333333f3f33ff3f3f3f3333f3333333f3̙33333f333ff3ffffff3f33f3ff3f3f3ffff3fffffffff3fffffff3f̙ffff3ff333f3ff33fff33f3ff̙3f3f3333f333ff3fffff̙̙3̙f̙̙̙3f̙3f3f3333f333ff3fffff3f3f̙3ffffffffff!___www2S1S2S+S2S1S2S+S2S1S2S+S2S1S2S+S2S1S2S+S2S1S2SRqkpkpkpHppppppvpvpvpppppppvNvNvpvNvTvvvpvTvvvv{v{v{v{v{v{vvvvT{TvvvvvvvvpvpvNvpppvppppvppvppvppSSS2SSS2SSS2SSS2SSS2SSS2SSS2SSS2SSS2SSS2SSS2S2zqppkpppNpppppppvpvppvvvvvTvvvvvvvpvvvvT{v{vvv{vvvv{T{vvvpvpvpppppppppppppppppp+S1S+S2S+S+R+S+S+R1R+S+R+S+S*S1R+R+S+S2S+S1S+SRqkpkpHpHpHpppppppppppkpppNppvNpNvNpNpNpppNpNvNvvvTvvvpvvvvvv{vvvpvvvTvvpppppHpHpkpHpHO.O.......O.......O.OHpS2S2S2S2S2SLS2S2S+S1S1SRS1S2R1S1S+S2S1S2S2S2S2zqkpkpkpHpkppppppppppppkpNpNpNpNpNppppppppvpvvvvvvvvvvvvvvpppppkpkpHU//.5//.5//.///.///.////5.2S+S+R+S+S+R+S2S+S+S+SSzSS+R1S+R+S+S1S+R+R+S2SRqkpkkkpkpkpkpkpkpkkpkpHpHpHHHpHNHNHkHpHpHpHpNvpvpppppvpvvNvpvvvpvpvNvpppppkpHkkp(/./././././.../././././..S2S2RRRLSKS+KKRKRKR1RSSzuS+RLR1RLR+RKRLSLK+S2zlpkpkppkkpkpkkpkpkkpHpkHHHHpHONO'O.O.U.U.V.U.V.V.VOUOwvvvvvvpvpvpppppkkpkpkI(/./././././././././.V./(+S2S*R+K*K*L+R#L*K*R*SSzRzSS*L+S*L*L+L*L+K*S+SRqkkkpkHHkkkHkHkkkHkkkHkkkHN'O'.-...............././/////5.5.UNvppvpNpppppppkpkpkpkpkk()(/.5.5./././././.5././((S2S2R+RLS1RLR2R2S+RLR+SuSSY2S1RLR1R2S+RLS+R2S2zlkkkpHkkkHpHkkkkkkpkkHO...5...4...4.4.4.4.5.4.5.5/5/5/5/5/6/6/VUvvppppkpkkpkppHI(////556565:55565556//(/(2S1S2S2S2S2S2S2S2S2S2S+S2S+S2S2S2S2S2S2S2S2S2SRqkkkkHkHkHHHHHkBkHkHkH.(..........4...4...4...4..././.5.//5///0//.vppkpkpkpkpkpkpkppp'((/.//5/5565:565555//./((SSS2SSS2SSS2SSS2SSS2SSS2SSS2SSS2SSS2SSS2SSS2S2ulkkkkkkHkHkHkkkkkHO./.V./.V.V.V/V.V.V.V/V/V/V.V/V/V/V/W/W/W/W/WwppqppppppkpH((////W5WVWW\W\WWVW5W//./( Jane DysartTop 10 Reasons Libraries Failorts0z[ 0@DUniverssorts0z[ 0 "PDVerdanasorts0z[ 0"`DTimesasorts0z[ 0  C 0.  @n?" dd@  @@`` .& r` ^I  *   I ()j #VXW('&   ,x &  $$       !"#$$%&'/$$$$$2$ߗEQTM  $$$$R$hiyz4\$S 0e0e     A@ A1 8c8c     ?1d0u0@Ty2 NP'p<'pA)BCD|E|| %Hff@.g4GdGd z[ 0:ppp@ <4ddddL 0\m <4!d!dL< 0ʚ;ʚ;<4ddddL|- 08g4dddd z[ 00p p <0___PPT10 pp___PPT9/ 0z4?8g(? %O  =8d>Top Ten Reasons Libraries Fail & Survival Tips for Success  !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~(   x&www.dysartjones.com6http://www.dysartjones.com// 0DTimes New RomanTTVUܖx: 0ܖDArialNew RomanTTVUܖx: 0ܖ" DMonotype SortsTTVUܖx: 0ܖ0DWingdingsortsTTVUܖx: 0ܖ@DUniverssortsTTVUܖx: 0ܖ "PDVerdanasortsTTVUܖx: 0ܖ"`DTimesasortsTTVUܖx: 0ܖ C 0.  @n?" dd@  @@`` .& r`PowerPoint Document(}DocumentSummaryInformation8 tjones.com6http://www.dysartjones.com// 0DTimes New Roman0z[ 0DArialNew Roman0z[ 0" DMonotype Sorts0z[ 00DWingdingsorts0z[ 0@DUniverssorts0z[ 0 "PDVerdanasorts0z[ 0"`DTimesasorts0z[ 0  C 0.  @n?" dd@  @@`` .& r` ^I  *   I ()j #VXW('&   ,x &  $$       !"#$$%&'/$$$$$2$ߗEQTM  $$$$R$hiyz4\$S 0e0e     A@ A1 8c8c     ?1d0u0@Ty2 NP'p<'pA)BCD|E|| %Hff@.g4GdGd z[ 0:ppp@ <4ddddL 0\m <4!d!dL< 0ʚ;ʚ;<4ddddL|- 08g4dddd z[ 00p p <0___PPT10 pp___PPT9/ 0z4?8g(? %O  =8d>Top Ten Reasons Libraries Fail & Survival Tips for Success?>aCaslis Jan 2008 Jane Dysart Dysart & Jones Associates www.dysartjones.com jane@dysartjones.com <bP6)40U 06I/AgendaTop reasons library fail Environment & context Community focus Direction Alignment & value Communication People Survival strategies & tools to use to avoid failure Interactive!6WAWA0Why? Environment & Context{Failure to see changing patterns in your community Organizational changes Demographics Economic conditions User behaviors >3G3$G$$1Tool: Environmental ScanningA broad-ranging, mind-stretching effort to monitor and interpret social, political, economic, ecological, and technological events Landscape  terrain, bumps, growth areas WHY? To spot budding trends and conditions which will impact your environment@I  N 2%Techniques for Environmental ScanningSystematic monitoring & study of current events Futures research  Futurist & futurists Scenarios Qualitative & subjective, speculative Helps lengthen planning horizon Translate an inkling of a future opportunity or threat into a clearer strategic issue/answer http://www.dysartjones.com/blog_archives/2006_02_01_archive.shtmlXZBZC  <  ] B3  jForesight is not enough to guarantee a profitable journey toward the future & [but] without foresight, the journey cannot even begin Hamel & Prahalad Competing for the Future$ . 4XWhat do you see? What s happening/impacting?`Around you Your operation Your organization Your industry Your community Your country Your world a" a )oOperation Context: SWOT&lOperation Context: SWOT/SoWOTMThe implications of our strengths, weaknesses, threats and opportunities are:NN5Why? Environment & Context New technologies New processes New social structures & behaviors New world issues New government policies & regulations New funding models :6Monitoring Tools/ResourcesStephenslighthouse.sirsi.com Stephen Abram ResourceShelf.com Gary Price ShiftedLibrarian.com Jenny Levine SearchEngineLand.com Sullivan & Sherman Infotodayblog.com Information Today RSS feeds? Conferences? Z.7Why? Community Focus 48+Community Focus Tool: Market Segmentation+ 9Selecting Target Markets Preferred markets should be: Attractive or Profitable Can they  support you? Can they  buy your offerings? Relevant Do they need your types of offerings? Is there a huge barrier to entry for you? Strategic Do they fit with where you want to go? Measurable Can you clearly define who is in the segment? Accessible Can you get to them? Delivery channels in place? *ZZ7Z ZPZ Z'Z Z.Z Z1ZZ7 P   '   . 1l :Market Opportunity No organization can be all things to all people Segment your market to focus on those targets most critical to your organization Develop products & services especially for those markets Key customers Focus attention & resources JZcZZZc;Why? Community Focus Failure to align with & engage the community, especially in the wake of changes 360 in-depth awareness? Stakeholders? Niche/uniqueness? Proactive? Promotion vs engagement XQZ\ZZ P \$$<Community Focus ToolInformation Audit & is a systematic examination of information use, resources and flows in order to establish the extent to which they are contributing to an organization s objectives. The audit is verified by reference to both people and existing documents. Adapted from Aslib Information Resources Management Network (http://www.aslib.co.uk/info/subjectsinfoaud.htm) 6slH(=Information AuditFinds out about: information use information needs information flow attitudes & perceptions about info information cost & value issues & challenges Opportunities "  # f P  f $f>Information Audit% Identifies opportunities to use information resources for strategic advantage & strategic decision making Provides opportunities for information professionals to identify key partnerships and develop marketing opportunities Information Audits by Rebecca Jones, Jan 2004, Searcher Z!" ZZflv= f?Audit Focuses on1. Clients What do they need? What do they value? 2. Content What have we got? What do we need? 3. Value or cost of information How much are we spending? What s its value to the clients? 4. Information flows How is it shared? What s impeding its transfer? ( nZZ(nKZ nZZ#Z nZZ;nKZnZZ0nKZZ ( # ; 0   A?Tool: Market Analysis Understanding your organization & market? Its business - mission, purpose Strategic imperatives & objectives & key players Relationships Identifies opps to use info resources for strategic advantage & decision making Provides opps for info pros to identify key partnerships & develop marketing opps * $JkJ@ B6Studying Your Market Building Organizational Foresight7"Starting points Annual Report Strategic Plan Organization Chart  official and unofficial Your boss & executives in key areas Clients0ZxZ x CDigging for InformationConversations Communities of Interest Interviews: F2F, or by telephone your own, or through a third party Understand their situation, objectives, issues Focus groups Surveys or questionnaires \GZRZ'ZZG R ' F*Why do libraries fail? NO Clear Direction.+"Where is your library/service headed? What it s key focus? Key strategies? Stakeholders know and understand the direction? Planning & Visions 2} G,Direction Tool: Business Planning Framework+Why? Where? Who? What? (W) How? 5 Ws @+Z ^I Z&$$ TPurpose Direction Market / Clients Products & Services Capabilities / Resources H I Our Purposeg Established to diffuse knowledge among area subscribers The Niagara Library, 1800 Why do we exist?(9/9/JWhy Do People Use Our Services?Knowledge To learn something To gain new insights, understandings Problem Solving Acquire information for decision-making Entertainment Books, videos, CDs, relaxation tools Community  8(%  8(% KDirection Requires a Vision A target that beckons An image of a possible desired future state of affairs; preferred future WHERE you are going A state that does not presently exist and never existed before Realistic, credible and compelling  If you can dream it, you can achieve it Walt Disney :7[LVisions vs MissionsBA vision is a clear mental picture of a future organization WhereCB$ cA mission is a written description of what business we are in, and how we are going about it. Why dd$M N'Articulate a Future Create a Direction& ... so full of exciting possibilities that no one will be able to rest until it is achieved. No current trends lead inevitably to this envisioned future -- it demands a leap of faith & an ungodly amount of hard work. C. Farren & B. Kaye The Leader of the Future LZ$$$*'mStanding in the Future(Creating a preferred future: In 2012 we will be & . - our clients/markets will be & . - our offerings (products/services) will be & . - I ll be & .. OBWhy do libraries fail? Not Playing a Key Role in the Value Chain8Is your library critical to the organization? Do you have a deep understanding of the organization & your role in creating value? What are they trying to do? Bring more people or businesses to the community? Sell more products or services? Who are their clients? What impact do you have on their clients? .ZsZSZAZZ-sS*    (n"Alignment: Key stakeholder support^Key stakeholders: stake of support or demise Test goals with them before proceeding to tactics__P)Why? Aligning Plans & Staff Expectations nCascade& Purpose Direction for next 2-3 years -- strategic plan Annual business plan -- annual achievements & resources needed Department & individual plans and expectations R ZZZZ   Q'Why? Communication & Influencing SkillsIf you can t get your message across to your key stakeholders in a way that engages them, you have no chance! Not just getting the message across but ensuring action on their behalf Resources support Partnering Commitment 6) ( $$jCommunication: The WIIFM factor"Communication isn t about PowerPoints, memo s, blog postings, emails or presentations Communication is about helping people understand: What s in it for them Where they fit When things are supposed to be done Who s supposed to be doing what How they are supposed to be done&,  %k!Communication: Defined & detailedTEnsuring Communication WorksKnow your own style UEnsuring Communication WorksKnow the recipients decision-making style and how to engage with them: Consensus Broad-based collaboration Trusted few collaboration Independently made BGSG Q$VInfluencing Skills: ToolsPacing -- technique of varying your communication style to match that of other people Inquiry -- listening carefully to what people are saying & asking questions to fill in the gaps Leading -- transmitting info in a way that leads people to talk about possible solutions rather than your imposing solutions upon them; i.e. storytelling Proposing -- presenting possible solutions/ choice of options M V 6W( At The Table Voice$To move to the decision-making table: Clear direction which can be articulated Cross-functional experience Financial understanding of ROI & investments Presence Rebecca Jones research for SLA Executive Institute, Information OutlookB&{H& { HXCWhy do libraries fail? Challenging Thinking Patterns & Taking RisksYDefinition of InsanityL Doing the same thing over and over again expecting different results! (LK$ZParadigms & LearningParadigms = set of rules Learning Only Rules Don t try anything new Don t make mistakes No mistakes = no learning After action reviews6.,/.,/ [/Thinking Pattern Tool Paradigm Shift Question`What today is impossible to do, but if it could be done would fundamentally change what you do? 2a>$ $$ \2Why do libraries fail? People: Leadership & TeamsLeaders Set the tone in any organization Understand the environment & engage the community Have a clear direction and communicate it Are fair Support & develop their staff Plan for the future    ]$Leadership is not a spectator sport.%% Leaders do not sit in the stands and watch. Neither are leaders in the game substituting for the players. Leaders coach. They demonstrate what is important by how they spend their time, by the priorities on their agenda, by the questions they ask, by the people they see, the places they go, and the behaviors and results that they recognize & reward. The Leadership Challenge, Kouzes & Posner DZd     ^6Leadership Challenge Demonstrate what is important by:$7!how they spend their time, the priorities on their agenda, the questions they ask, the people they see, the places they go, the behaviors and results that they recognize & reward,>| Planning: direction Priorities: Set & keep Identifying, Ranking, Deciding, Balancing, Replacing/Sacrificing Services Questioning/understanding Relationships/partnerships & communication Modeling behaviors; re-enforcing positive behaviors <+K|+K| _Complex Systems3The ability to learn is a defining characteristic of being human; the ability to continue learning is an essential skill of leadership Learning to learn is key to becoming a leader Leadership in this world of ever-accelerating change requires both the wisdom of our elders & the insights of younger people`eGeeks & Geezers: How Era, Values & Defining Moments Shape Leaders by Warren Bennis & Robert Thomas0f2 OEras & differences Defining moments that unleash abilities, force crucial choices, & sharpen focus; crucible as training ground for future leaders Practicing as performing Z aLeaders$\create meaning out of events & relationships have the ability to process new experiences, to find their meaning & to integrate them into their own life  adaptive capacity have courage, optimism, tenacity & self-confidence are first class noticers  can recognize talent, identify opportunities, & avoid pitfalls have neoteny  retain youthful qualities as adults (curiosity, playfulness, eagerness, fearlessness, warmth, energy) ( ,Gjf Ideas for developing leaders Understand the geeks, the up and comers, who are concerned with meaning/ significance & making a difference, in collaborating, experimenting Look for more collaborative ways of doing things & technologies that support this globally Be bold, try things, learn from failures/ mistakesZ g&In Summary: Libraries fail because of Failure to see changing patterns in the community Failure to keep up with new developments/trends Failure to align with & engage the community, especially in the wake of changes Failure to identify key market segments/clients Having no clear direction \"    h%In Summary: Libraries fail because ofP 6. Failure to be a part of the knowledge value chain 7. Failure to tie direction into all staff s expectations & plans 8. Faulty communication & lack of influencing skills 9. Failure to take risks/try new things/ challenge thinking patterns 10.Faulty leadership, team development & succession 6&" 'i" Top Ten Reasons Libraries Fail!  #"$RJane Dysart Dysart & Jones Associates jane@dysartjones.com Caslis, Ottawa, Jan 08SZS,'/BCFGHIJKLMNOPQSTUZ[\]^_`abcdefghijk#p PK0 l6(  l~ l s *L"t l `}  t  x l c $ #t l ` t  H l 0޽h ? 33y___PPT10Y+D=' = @B +r8s>? bu)T(   x&www.dysartjones.com6http://www.dysartjones.com// 0DTimes New Roman0z[ 0DArialNew Roman0z[ 0" DMonotype Sorts0z[ 00DWingdings *   ՜.+,D՜.+,X      On-screen Show }9$ ATimes New RomanArialMonotype Sorts WingdingsUniversVerdanaTimes dysartjones?Top Ten Reasons Libraries Fail & Survival Tips for SuccessAgendaWhy? Environment & ContextTool: Environmental Scanning&Techniques for Environmental ScanningSlide 6-What do you see? Whats happening/impacting?Operation Context: SWOTOperation Context: SWOT/SoWOTWhy? Environment & ContextMonitoring Tools/ResourcesWhy? Community Focus,Community Focus Tool: Market SegmentationSelecting Target MarketsMarket OpportunityWhy? Community FocusCommunity Focus ToolInformation AuditInformation AuditAudit Focuses on@Tool: Market Analysis Understanding your organization & market7Studying Your Market Building Organizational ForesightDigging for Information+Why do libraries fail? NO Clear Direction-Direction Tool: Business Planning Framework Slide 26 Our Purpose Why Do People Use Our Services?Direction Requires a Vision Visions vs Missions Slide 31(Articulate a Future Create a DirectionStanding in the Future*Why? Aligning Plans & Staff Expectations CWhy do libraries fail? Not Playing a Key Role in the Value Chain#Alignment: Key stakeholder support(Why? Communication & Influencing Skills Communication: The WIIFM factor"Communication: Defined & detailedEnsuring Communication WorksEnsuring Communication WorksInfluencing Skills: ToolsAt The Table VoiceDWhy do libraries fail? Challenging Thinking Patterns & Taking RisksDefinition of InsanityParadigms & Learning0Thinking Pattern Tool Paradigm Shift Question3Why do libraries fail? People: Leadership & Teams%Leadership is not a spectator sport.7Leadership Challenge Demonstrate what is important by:Complex SystemsfGeeks & Geezers: How Era, Values & Defining Moments Shape Leaders by Warren Bennis & Robert ThomasLeaders Ideas for developing leaders 'In Summary: Libraries fail because of&In Summary: Libraries fail because of# Top Ten Reasons Libraries Fail! I ()?>aCaslis Jan 2008 Jane Dysart Dysart & Jones Associates www.dysartjones.com jane@dysartjones.com <bP6)40U 06I/AgendaTop reasons library fail Environment & context Community focus Direction Alignment & value Communication People Survival strategies & tools to use to avoid failure Interactive!6WAWA0Why? Environment & Context{Failure to see changing patterns in your community Organizational changes Demographics Economic conditions User behaviors >3G3$G$$1Tool: Environmental ScanningA broad-ranging, mind-stretching effort to monitor and interpret social, political, economic, ecological, and technological events Landscape  terrain, bumps, growth areas WHY? To spot budding trends and conditions which will impact your environment@I  N 2%Techniques for Environmental ScanningSystematic monitoring & study of current events Futures research  Futurist & futurists Scenarios Qualitative & subjective, speculative Helps lengthen planning horizon Translate an inkling of a future opportunity or threat into a clearer strategic issue/answer http://www.dysartjones.com/blog_archives/2006_02_01_archive.shtmlXZBZC  <  ] B3  jForesight is not enough to guarantee a profitable journey toward the future & [but] without foresight, the journey cannot even begin Hamel & Prahalad Competing for the Future$ . 4XWhat do you see? What s happening/impacting?`Around you Your operation Your organization Your industry Your community Your country Your world a" a )oOperation Context: SWOT&lOperation Context: SWOT/SoWOTMThe implications of our strengths, weaknesses, threats and opportunities are:NN5Why? Environment & Context New technologies New processes New social structures & behaviors New world issues New government policies & regulations New funding models :6Monitoring Tools/ResourcesStephenslighthouse.sirsi.com Stephen Abram ResourceShelf.com Gary Price ShiftedLibrarian.com Jenny Levine SearchEngineLand.com Sullivan & Sherman Infotodayblog.com Information Today RSS feeds? Conferences? Z.7Why? Community Focus 48+Community Focus Tool: Market Segmentation+ 9Selecting Target Markets Preferred markets should be: Attractive or Profitable Can they  support you? Can they  buy your offerings? Relevant Do they need your types of offerings? Is there a huge barrier to entry for you? Strategic Do they fit with where you want to go? Measurable Can you clearly define who is in the segment? Accessible Can you get to them? Delivery channels in place? *ZZ7Z ZPZ Z'Z Z.Z Z1ZZ7 P   '   . 1l :Market Opportunity No organization can be all things to all people Segment your market to focus on those targets most critical to your organization Develop products & services especially for those markets Key customers Focus attention & resources JZcZZZc;Why? Community Focus Failure to align with & engage the community, especially in the wake of changes 360 in-depth awareness? Stakeholders? Niche/uniqueness? Proactive? Promotion vs engagement XQZ\ZZ P \$$<Community Focus ToolInformation Audit & is a systematic examination of information use, resources and flows in order to establish the extent to which they are contributing to an organization s objectives. The audit is verified by reference to both people and existing documents. Adapted from Aslib Information Resources Management Network (http://www.aslib.co.uk/info/subjectsinfoaud.htm) 6slH(=Information AuditFinds out about: information use information needs information flow attitudes & perceptions about info information cost & value issues & challenges Opportunities "  # f P  f $f>Information Audit% Identifies opportunities to use information resources for strategic advantage & strategic decision making Provides opportunities for information professionals to identify key partnerships and develop marketing opportunities Information Audits by Rebecca Jones, Jan 2004, Searcher Z!" ZZflv= f?Audit Focuses on1. Clients What do they need? What do they value? 2. Content What have we got? What do we need? 3. Value or cost of information How much are we spending? What s its value to the clients? 4. Information flows How is it shared? What s impeding its transfer? ( nZZ(nKZ nZZ#Z nZZ;nKZnZZ0nKZZ ( # ; 0   A?Tool: Market Analysis Understanding your organization & market? Its business - mission, purpose Strategic imperatives & objectives & key players Relationships Identifies opps to use info resources for strategic advantage & decision making Provides opps for info pros to identify key partnerships & develop marketing opps * $JkJ@ B6Studying Your Market Building Organizational Foresight7"Starting points Annual Report Strategic Plan Organization Chart  official and unofficial Your boss & executives in key areas Clients0ZxZ x CDigging for InformationConversations Communities of Interest Interviews: F2F, or by telephone your own, or through a third party Understand their situation, objectives, issues Focus groups Surveys or questionnaires \GZRZ'ZZG R ' F*Why do libraries fail? NO Clear Direction.+"Where is your library/service headed? What it s key focus? Key strategies? Stakeholders know and understand the direction? Planning & Visions 2} G,Direction Tool: Business Planning Framework+Why? Where? Who? What? (W) How? 5 Ws @+ZZ&$$ TPurpose Direction Market / Clients Products & Services Capabilities / Resources H I Our Purposeg Established to diffuse knowledge among area subscribers The Niagara Library, 1800 Why do we exist?(9/9/JWhy Do People Use Our Services?Knowledge To learn something To gain new insights, understandings Problem Solving Acquire information for decision-making Entertainment Books, videos, CDs, relaxation tools Community  8(%  8(% KDirection Requires a Vision A target that beckons An image of a possible desired future state of affairs; preferred future WHERE you are going A state that does not presently exist and never existed before Realistic, credible and compelling  If you can dream it, you can achieve it Walt Disney :7[LVisions vs MissionsBA vision is a clear mental picture of a future organization WhereCB$ cA mission is a written description of what business we are in, and how we are going about it. Why dd$M N'Articulate a Future Create a Direction& ... so full of exciting possibilities that no one will be able to rest until it is achieved. No current trends lead inevitably to this envisioned future -- it demands a leap of faith & an ungodly amount of hard work. C. Farren & B. Kaye The Leader of the Future LZ$$$*'mStanding in the Future(Creating a preferred future: In 2012 we will be & . - our clients/markets will be & . - our offerings (products/services) will be & . - I ll be & .. P)Why? Aligning Plans & Staff Expectations nCascade& Purpose Direction for next 2-3 years -- strategic plan Annual business plan -- annual achievements & resources needed Department & individual plans and expectations R ZZZZ   OBWhy do libraries fail? Not Playing a Key Role in the Value Chain8Is your library critical to the organization? Do you have a deep understanding of the organization & your role in creating value? What are they trying to do? Bring more people or businesses to the community? Sell more products or services? Who are their clients? What impact do you have on their clients? .ZsZSZAZZ-sS*    (n"Alignment: Key stakeholder support^Key stakeholders: stake of support or demise Test goals with them before proceeding to tactics__Q'Why? Communication & Influencing SkillsIf you can t get your message across to your key stakeholders in a way that engages them, you have no chance! Not just getting the message across but ensuring action on their behalf Resources support Partnering Commitment 6) ( $$jCommunication: The WIIFM factor"Communication isn t about PowerPoints, memo s, blog postings, emails or presentations Communication is about helping people understand: What s in it for them Where they fit When things are supposed to be done Who s supposed to be doing what How they are supposed to be done&,  %k!Communication: Defined & detailedTEnsuring Communication WorksKnow your own style UEnsuring Communication WorksKnow the recipients decision-making style and how to engage with them: Consensus Broad-based collaboration Trusted few collaboration Independently made BGSG Q$VInfluencing Skills: ToolsPacing -- technique of varying your communication style to match that of other people Inquiry -- listening carefully to what people are saying & asking questions to fill in the gaps Leading -- transmitting info in a way that leads people to talk about possible solutions rather than your imposing solutions upon them; i.e. storytelling Proposing -- presenting possible solutions/ choice of options M V 6W( At The Table Voice$To move to the decision-making table: Clear direction which can be articulated Cross-functional experience Financial understanding of ROI & investments Presence Rebecca Jones research for SLA Executive Institute, Information OutlookB&{H& { HXCWhy do libraries fail? Challenging Thinking Patterns & Taking RisksYDefinition of InsanityL Doing the same thing over and over again expecting different results! (LK$ZParadigms & LearningParadigms = set of rules Learning Only Rules Don t try anything new Don t make mistakes No mistakes = no learning After action reviews6.,/.,/ [/Thinking Pattern Tool Paradigm Shift Question`What today is impossible to do, but if it could be done would fundamentally change what you do? 2a>$ $$ \2Why do libraries fail? People: Leadership & TeamsLeaders Set the tone in any organization Understand the environment & engage the community Have a clear direction and communicate it Are fair Support & develop their staff Plan for the future    ]$Leadership is not a spectator sport.%% Leaders do not sit in the stands and watch. Neither are leaders in the game substituting for the players. Leaders coach. They demonstrate what is important by how they spend their time, by the priorities on their agenda, by the questions they ask, by the people they see, the places they go, and the behaviors and results that they recognize & reward. The Leadership Challenge, Kouzes & Posner DZd     ^6Leadership Challenge Demonstrate what is important by:$7!how they spend their time, the priorities on their agenda, the questions they ask, the people they see, the places they go, the behaviors and results that they recognize & reward,>| Planning: direction Priorities: Set & keep Identifying, Ranking, Deciding, Balancing, Replacing/Sacrificing Services Questioning/understanding Relationships/partnerships & communication Modeling behaviors; re-enforcing positive behaviors <+K|+K| _Complex Systems3The ability to learn is a defining characteristic of being human; the ability to continue learning is an essential skill of leadership Learning to learn is key to becoming a leader Leadership in this world of ever-accelerating change requires both the wisdom of our elders & the insights of younger people`eGeeks & Geezers: How Era, Values & Defining Moments Shape Leaders by Warren Bennis & Robert Thomas0f2 OEras & differences Defining moments that unleash abilities, force crucial choices, & sharpen focus; crucible as training ground for future leaders Practicing as performing Z aLeaders$\create meaning out of events & relationships have the ability to process new experiences, to find their meaning & to integrate them into their own life  adaptive capacity have courage, optimism, tenacity & self-confidence are first class noticers  can recognize talent, identify opportunities, & avoid pitfalls have neoteny  retain youthful qualities as adults (curiosity, playfulness, eagerness, fearlessness, warmth, energy) ( ,Gjf Ideas for developing leaders Understand the geeks, the up and comers, who are concerned with meaning/ significance & making a difference, in collaborating, experimenting Look for more collaborative ways of doing things & technologies that support this globally Be bold, try things, learn from failures/ mistakesZ g&In Summary: Libraries fail because of Failure to see changing patterns in the community Failure to keep up with new developments/trends Failure to align with & engage the community, especially in the wake of changes Failure to identify key market segments/clients Having no clear direction \"    h%In Summary: Libraries fail because ofP 6. Failure to be a part of the knowledge value chain 7. Failure to tie direction into all staff s expectations & plans 8. Faulty communication & lack of influencing skills 9. Failure to take risks/try new things/ challenge thinking patterns 10.Faulty leadership, team development & succession 6&" 'i" Top Ten Reasons Libraries Fail!  #"$RJane Dysart Dysart & Jones Associates jane@dysartjones.com Caslis, Ottawa, Jan 08SZS,'/BCFGHIJKLMNOPQSTUZ[\]^_`abcdefghijk#prvg? u)TRoot EntrydO) b Pictures;Current User-8SummaryInformation(U     $ !"#]^&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWX_`abcdefghijklmnopqrstuvwxyz{|}~%  !"#$%&'()*+, Fonts UsedDesign Template Slide Titles9 8@ _PID_HLINKSAphttp://www.dysartjones.com/ _Y0Cabot YuCabot Yusartj #VXW('&   ,x &  $$       !"#$$%&'/$$$$$2$ߗEQTM  $$$$R$hiyz4\$S 0e0e     A@ A1 8c8c     ?1d0u0@Ty2 NP'p<'pA)BCD|E|| %Hff@.g4QdQd,YUx: 0 ppp@ <4dddd  0TdVU <4!d!d  0Tʚ;ʚ;<4dddd U 0 g4dddd^Ux: 00p p <0___PPT10 pp___PPT9/ 0z4?8g(? %O  =.d>Top Ten Reasons Libraries Fail & Survival Tips for Success?>aCASLIS Jan 2008 Jane Dysart Dysart & Jones Associates www.dysartjones.com jane@dysartjones.com <bP6)*6X 06I/AgendaTop reasons library fail Environment & context Community focus Direction Alignment & value Communication People Survival strategies & tools to use to avoid failure Interactive!6WAWA0Why? Environment & Context{Failure to see changing patterns in your community Organizational changes Demographics Economic conditions User behaviors >3G3$G$$1Tool: Environmental ScanningA broad-ranging, mind-stretching effort to monitor and interpret social, political, economic, ecological, and technological events Landscape  terrain, bumps, growth areas WHY? To spot budding trends and conditions which will impact your environment@I  N 2%Techniques for Environmental ScanningSystematic monitoring & study of current events Futures research  Futurist & futurists Scenarios Qualitative & subjective, speculative Helps lengthen planning horizon Translate an inkling of a future opportunity or threat into a clearer strategic issue/answer http://www.dysartjones.com/blog_archives/2006_02_01_archive.shtmlXZBZC  <  ] B3  jForesight is not enough to guarantee a profitable journey toward the future & [but] without foresight, the journey cannot even begin Hamel & Prahalad Competing for the Future$ . 4XWhat do you see? What s happening/impacting?`Around you Your operation Your organization Your industry Your community Your country Your world a" a )oOperation Context: SWOT&lOperation Context: SWOT/SoWOTMThe implications of our strengths, weaknesses, threats and opportunities are:NN5Why? Environment & Context New technologies New processes New social structures & behaviors New world issues New government policies & regulations New funding models :6Monitoring Tools/ResourcesStephenslighthouse.sirsi.com Stephen Abram ResourceShelf.com Gary Price ShiftedLibrarian.com Jenny Levine SearchEngineLand.com Sullivan & Sherman Infotodayblog.com Information Today RSS feeds? Conferences? Z.7Why? Community Focus 48+Community Focus Tool: Market Segmentation+ 9Selecting Target Markets Preferred markets should be: Attractive or Profitable Can they  support you? Can they  buy your offerings? Relevant Do they need your types of offerings? Is there a huge barrier to entry for you? Strategic Do they fit with where you want to go? Measurable Can you clearly define who is in the segment? Accessible Can you get to them? Delivery channels in place? *ZZ7Z ZPZ Z'Z Z.Z Z1ZZ7 P   '   . 1l :Market Opportunity No organization can be all things to all people Segment your market to focus on those targets most critical to your organization Develop products & services especially for those markets Key customers Focus attention & resources JZcZZZc;Why? Community Focus Failure to align with & engage the community, especially in the wake of changes 360 in-depth awareness? Stakeholders? Niche/uniqueness? Proactive? Promotion vs engagement XQZ\ZZ P \$$<Community Focus ToolInformation Audit & is a systematic examination of information use, resources and flows in order to establish the extent to which they are contributing to an organization s objectives. The audit is verified by reference to both people and existing documents. Adapted from Aslib Information Resources Management Network (http://www.aslib.co.uk/info/subjectsinfoaud.htm) 6slH(=Information AuditFinds out about: information use information needs information flow attitudes & perceptions about info information cost & value issues & challenges Opportunities "  # f P  f $f>Information Audit% Identifies opportunities to use information resources for strategic advantage & strategic decision making Provides opportunities for information professionals to identify key partnerships and develop marketing opportunities Information Audits by Rebecca Jones, Jan 2004, Searcher Z!" ZZflv= f?Audit Focuses on1. Clients What do they need? What do they value? 2. Content What have we got? What do we need? 3. Value or cost of information How much are we spending? What s its value to the clients? 4. Information flows How is it shared? What s impeding its transfer? ( nZZ(nKZ nZZ#Z nZZ;nKZnZZ0nKZZ ( # ; 0   A?Tool: Market Analysis Understanding your organization & market? Its business - mission, purpose Strategic imperatives & objectives & key players Relationships Identifies opps to use info resources for strategic advantage & decision making Provides opps for info pros to identify key partnerships & develop marketing opps * $JkJ@ B6Studying Your Market Building Organizational Foresight7"Starting points Annual Report Strategic Plan Organization Chart  official and unofficial Your boss & executives in key areas Clients0ZxZ x CDigging for InformationConversations Communities of Interest Interviews: F2F, or by telephone your own, or through a third party Understand their situation, objectives, issues Focus groups Surveys or questionnaires \GZRZ'ZZG R ' F*Why do libraries fail? NO Clear Direction.+"Where is your library/service headed? What it s key focus? Key strategies? Stakeholders know and understand the direction? Planning & Visions 2} G,Direction Tool: Business Planning Framework+Why? Where? Who? What? (W) How? 5 Ws @+ZZ&$$ TPurpose Direction Market / Clients Products & Services Capabilities / Resources H I Our Purposeg Established to diffuse knowledge among area subscribers The Niagara Library, 1800 Why do we exist?(9/9/JWhy Do People Use Our Services?Knowledge To learn something To gain new insights, understandings Problem Solving Acquire information for decision-making Entertainment Books, videos, CDs, relaxation tools Community  8(%  8(% KDirection Requires a Vision A target that beckons An image of a possible desired future state of affairs; preferred future WHERE you are going A state that does not presently exist and never existed before Realistic, credible and compelling  If you can dream it, you can achieve it Walt Disney :7[LVisions vs MissionsBA vision is a clear mental picture of a future organization WhereCB$ cA mission is a written description of what business we are in, and how we are going about it. Why dd$M N'Articulate a Future Create a Direction& ... so full of exciting possibilities that no one will be able to rest until it is achieved. No current trends lead inevitably to this envisioned future -- it demands a leap of faith & an ungodly amount of hard work. C. Farren & B. Kaye The Leader of the Future LZ$$$*'mStanding in the Future(Creating a preferred future: In 2012 we will be & . - our clients/markets will be & . - our offerings (products/services) will be & . - I ll be & .. P)Why? Aligning Plans & Staff Expectations nCascade& Purpose Direction for next 2-3 years -- strategic plan Annual business plan -- annual achievements & resources needed Department & individual plans and expectations R ZZZZ   OBWhy do libraries fail? Not Playing a Key Role in the Value Chain8Is your library critical to the organization? Do you have a deep understanding of the organization & your role in creating value? What are they trying to do? Bring more people or businesses to the community? Sell more products or services? Who are their clients? What impact do you have on their clients? .ZsZSZAZZ-sS*    (n"Alignment: Key stakeholder support^Key stakeholders: stake of support or demise Test goals with them before proceeding to tactics__Q'Why? Communication & Influencing SkillsIf you can t get your message across to your key stakeholders in a way that engages them, you have no chance! Not just getting the message across but ensuring action on their behalf Resources support Partnering Commitment 6) ( $$jCommunication: The WIIFM factor"Communication isn t about PowerPoints, memo s, blog postings, emails or presentations Communication is about helping people understand: What s in it for them Where they fit When things are supposed to be done Who s supposed to be doing what How they are supposed to be done&,  %k!Communication: Defined & detailedTEnsuring Communication WorksKnow your own style UEnsuring Communication WorksKnow the recipients decision-making style and how to engage with them: Consensus Broad-based collaboration Trusted few collaboration Independently made BGSG Q$VInfluencing Skills: ToolsPacing -- technique of varying your communication style to match that of other people Inquiry -- listening carefully to what people are saying & asking questions to fill in the gaps Leading -- transmitting info in a way that leads people to talk about possible solutions rather than your imposing solutions upon them; i.e. storytelling Proposing -- presenting possible solutions/ choice of options M V 6W( At The Table Voice$To move to the decision-making table: Clear direction which can be articulated Cross-functional experience Financial understanding of ROI & investments Presence Rebecca Jones research for SLA Executive Institute, Information OutlookB&{H& { HXCWhy do libraries fail? Challenging Thinking Patterns & Taking RisksYDefinition of InsanityL Doing the same thing over and over again expecting different results! (LK$ZParadigms & LearningParadigms = set of rules Learning Only Rules Don t try anything new Don t make mistakes No mistakes = no learning After action reviews6.,/.,/ [/Thinking Pattern Tool Paradigm Shift Question`What today is impossible to do, but if it could be done would fundamentally change what you do? 2a>$ $$ \2Why do libraries fail? People: Leadership & TeamsLeaders Set the tone in any organization Understand the environment & engage the community Have a clear direction and communicate it Are fair Support & develop their staff Plan for the future    ]$Leadership is not a spectator sport.%% Leaders do not sit in the stands and watch. Neither are leaders in the game substituting for the players. Leaders coach. They demonstrate what is important by how they spend their time, by the priorities on their agenda, by the questions they ask, by the people they see, the places they go, and the behaviors and results that they recognize & reward. The Leadership Challenge, Kouzes & Posner DZd     ^6Leadership Challenge Demonstrate what is important by:$7!how they spend their time, the priorities on their agenda, the questions they ask, the people they see, the places they go, the behaviors and results that they recognize & reward,>| Planning: direction Priorities: Set & keep Identifying, Ranking, Deciding, Balancing, Replacing/Sacrificing Services Questioning/understanding Relationships/partnerships & communication Modeling behaviors; re-enforcing positive behaviors <+K|+K| _Complex Systems3The ability to learn is a defining characteristic of being human; the ability to continue learning is an essential skill of leadership Learning to learn is key to becoming a leader Leadership in this world of ever-accelerating change requires both the wisdom of our elders & the insights of younger people`eGeeks & Geezers: How Era, Values & Defining Moments Shape Leaders by Warren Bennis & Robert Thomas0f2 OEras & differences Defining moments that unleash abilities, force crucial choices, & sharpen focus; crucible as training ground for future leaders Practicing as performing Z aLeaders$\create meaning out of events & relationships have the ability to process new experiences, to find their meaning & to integrate them into their own life  adaptive capacity have courage, optimism, tenacity & self-confidence are first class noticers  can recognize talent, identify opportunities, & avoid pitfalls have neoteny  retain youthful qualities as adults (curiosity, playfulness, eagerness, fearlessness, warmth, energy) ( ,Gjf Ideas for developing leaders Understand the geeks, the up and comers, who are concerned with meaning/ significance & making a difference, in collaborating, experimenting Look for more collaborative ways of doing things & technologies that support this globally Be bold, try things, learn from failures/ mistakesZ g&In Summary: Libraries fail because of Failure to see changing patterns in the community Failure to keep up with new developments/trends Failure to align with & engage the community, especially in the wake of changes Failure to identify key market segments/clients Having no clear direction \"    h%In Summary: Libraries fail because ofP 6. Failure to be a part of the knowledge value chain 7. Failure to tie direction into all staff s expectations & plans 8. Faulty communication & lack of influencing skills 9. Failure to take risks/try new things/ challenge thinking patterns 10.Faulty leadership, team development & succession 6&" 'i" Top Ten Reasons Libraries Fail!  #"$RJane Dysart Dysart & Jones Associates jane@dysartjones.com Caslis, Ottawa, Jan 08SZS,'/BCFGHIJKLMNOPQSTUZ[\]^_`abcdefghijk#pB 0  x0(  xx x c $EKl]q K x x c $|FKl Gw K H x 0޽h ? 33___PPT10i.?D+D=' 3= @B +) I 0 04i(  4~ 4 s *$*l `}   ~ 4 s **lp `  q 4 s *x,l   Failure to identify key market segments/clients All things to all people? Market examination Strategic alignments with key client groups Products & services for those markets/clients ,00j 4 s *Al  : 4@ 3 A0@H 4 0޽h ? 33r2c)1(   x&www.dysartjones.com6http://www.dysartjones.com// 0DTimes New RomanTTVUܖx: 0ܖDArialNew RomanTTVUܖx: 0ܖ" DMonotype SortsTTVUܖx: 0ܖ0DWingdingsortsTTVUܖx: 0ܖ@DUniverssortsTTVUܖx: 0ܖ "PDVerdanasortsTTVUܖx: 0ܖ"`DTimesasortsTTVUܖx: 0ܖ C 0.  @n?" dd@  @@`` .& r` ^I  *   I ()j #VXW('&   ,x &  $$       !"#$$%&'/$$$$$2$ߗEQTM  $$$$R$hiyz4\$S 0e0e     A@ A1 8c8c     ?1d0u0@Ty2 NP'p<'pA)BCD|E|| %Hff@.g4QdQd,YUx: 0 ppp@ <4dddd  0TdVU <4!d!d  0Tʚ;ʚ;<4dddd U 0 g4dddd^Ux: 00p p <0___PPT10 pp___PPT9/ 0z4?8g(? %O  =d>Top Ten Reasons Libraries Fail & Survival Tips for Success?>aCASLIS Jan 2008 Jane Dysart Dysart & Jones Associates www.dysartjones.com jane@dysartjones.com <bP6)*6X 06I/AgendaTop reasons library fail Environment & context Community focus Direction Alignment & value Communication People Survival strategies & tools to use to avoid failure Interactive!6WAWA0Why? Environment & Context{Failure to see changing patterns in your community Organizational changes Demographics Economic conditions User behaviors >3G3$G$$1Tool: Environmental ScanningA broad-ranging, mind-stretching effort to monitor and interpret social, political, economic, ecological, and technological events Landscape  terrain, bumps, growth areas WHY? To spot budding trends and conditions which will impact your environment@I  N 2%Techniques for Environmental ScanningSystematic monitoring & study of current events Futures research  Futurist & futurists Scenarios Qualitative & subjective, speculative Helps lengthen planning horizon Translate an inkling of a future opportunity or threat into a clearer strategic issue/answer http://www.dysartjones.com/blog_archives/2006_02_01_archive.shtmlXZBZC  <  ] B3  jForesight is not enough to guarantee a profitable journey toward the future & [but] without foresight, the journey cannot even begin Hamel & Prahalad Competing for the Future$ . 4XWhat do you see? What s happening/impacting?`Around you Your operation Your organization Your industry Your community Your country Your world a" a )oOperation Context: SWOT&lOperation Context: SWOT/SoWOTMThe implications of our strengths, weaknesses, threats and opportunities are:NN5Why? Environment & Context New technologies New processes New social structures & behaviors New world issues New government policies & regulations New funding models :6Monitoring Tools/ResourcesStephenslighthouse.sirsi.com Stephen Abram ResourceShelf.com Gary Price ShiftedLibrarian.com Jenny Levine SearchEngineLand.com Sullivan & Sherman Infotodayblog.com Information Today RSS feeds? Conferences? Z.7Why? Community Focus 48+Community Focus Tool: Market Segmentation+ 9Selecting Target Markets Preferred markets should be: Attractive or Profitable Can they  support you? Can they  buy your offerings? Relevant Do they need your types of offerings? Is there a huge barrier to entry for you? Strategic Do they fit with where you want to go? Measurable Can you clearly define who is in the segment? Accessible Can you get to them? Delivery channels in place? *ZZ7Z ZPZ Z'Z Z.Z Z1ZZ7 P   '   . 1l :Market Opportunity No organization can be all things to all people Segment your market to focus on those targets most critical to your organization Develop products & services especially for those markets Key customers Focus attention & resources JZcZZZc;Why? Community Focus Failure to align with & engage the community, especially in the wake of changes 360 in-depth awareness? Stakeholders? Niche/uniqueness? Proactive? Promotion vs engagement XQZ\ZZ P \$$<Community Focus ToolInformation Audit & is a systematic examination of information use, resources and flows in order to establish the extent to which they are contributing to an organization s objectives. The audit is verified by reference to both people and existing documents. Adapted from Aslib Information Resources Management Network (http://www.aslib.co.uk/info/subjectsinfoaud.htm) 6slH(=Information AuditFinds out about: information use information needs information flow attitudes & perceptions about info information cost & value issues & challenges Opportunities "  # f P  f $f>Information Audit% Identifies opportunities to use information resources for strategic advantage & strategic decision making Provides opportunities for information professionals to identify key partnerships and develop marketing opportunities Information Audits by Rebecca Jones, Jan 2004, Searcher Z!" ZZflv= f?Audit Focuses on1. Clients What do they need? What do they value? 2. Content What have we got? What do we need? 3. Value or cost of information How much are we spending? What s its value to the clients? 4. Information flows How is it shared? What s impeding its transfer? ( nZZ(nKZ nZZ#Z nZZ;nKZnZZ0nKZZ ( # ; 0   A?Tool: Market Analysis Understanding your organization & market? Its business - mission, purpose Strategic imperatives & objectives & key players Relationships Identifies opps to use info resources for strategic advantage & decision making Provides opps for info pros to identify key partnerships & develop marketing opps * $JkJ@ B6Studying Your Market Building Organizational Foresight7"Starting points Annual Report Strategic Plan Organization Chart  official and unofficial Your boss & executives in key areas Clients0ZxZ x CDigging for InformationConversations Communities of Interest Interviews: F2F, or by telephone your own, or through a third party Understand their situation, objectives, issues Focus groups Surveys or questionnaires \GZRZ'ZZG R ' F*Why do libraries fail? NO Clear Direction.+"Where is your library/service headed? What it s key focus? Key strategies? Stakeholders know and understand the direction? Planning & Visions 2} G,Direction Tool: Business Planning Framework+Why? Where? Who? What? (W) How? 5 Ws @+ZZ&$$ TPurpose Direction Market / Clients Products & Services Capabilities / Resources H I Our Purposeg Established to diffuse knowledge among area subscribers The Niagara Library, 1800 Why do we exist?(9/9/JWhy Do People Use Our Services?Knowledge To learn something To gain new insights, understandings Problem Solving Acquire information for decision-making Entertainment Books, videos, CDs, relaxation tools Community  8(%  8(% KDirection Requires a Vision A target that beckons An image of a possible desired future state of affairs; preferred future WHERE you are going A state that does not presently exist and never existed before Realistic, credible and compelling  If you can dream it, you can achieve it Walt Disney :7[LVisions vs MissionsBA vision is a clear mental picture of a future organization WhereCB$ cA mission is a written description of what business we are in, and how we are going about it. Why dd$M N'Articulate a Future Create a Direction& ... so full of exciting possibilities that no one will be able to rest until it is achieved. No current trends lead inevitably to this envisioned future -- it demands a leap of faith & an ungodly amount of hard work. C. Farren & B. Kaye The Leader of the Future LZ$$$*'mStanding in the Future(Creating a preferred future: In 2012 we will be & . - our clients/markets will be & . - our offerings (products/services) will be & . - I ll be & .. P)Why? Aligning Plans & Staff Expectations nCascade& Purpose Direction for next 2-3 years -- strategic plan Annual business plan -- annual achievements & resources needed Department & individual plans and expectations R ZZZZ   OBWhy do libraries fail? Not Playing a Key Role in the Value Chain8Is your library critical to the organization? Do you have a deep understanding of the organization & your role in creating value? What are they trying to do? Bring more people or businesses to the community? Sell more products or services? Who are their clients? What impact do you have on their clients? .ZsZSZAZZ-sS*    (n"Alignment: Key stakeholder support^Key stakeholders: stake of support or demise Test goals with them before proceeding to tactics__Q'Why? Communication & Influencing SkillsIf you can t get your message across to your key stakeholders in a way that engages them, you have no chance! Not just getting the message across but ensuring action on their behalf Resources support Partnering Commitment 6) ( $$jCommunication: The WIIFM factor"Communication isn t about PowerPoints, memo s, blog postings, emails or presentations Communication is about helping people understand: What s in it for them Where they fit When things are supposed to be done Who s supposed to be doing what How they are supposed to be done&,  %k!Communication: Defined & detailedTEnsuring Communication WorksKnow your own style UEnsuring Communication WorksKnow the recipients decision-making style and how to engage with them: Consensus Broad-based collaboration Trusted few collaboration Independently made BGSG Q$VInfluencing Skills: ToolsPacing -- technique of varying your communication style to match that of other people Inquiry -- listening carefully to what people are saying & asking questions to fill in the gaps Leading -- transmitting info in a way that leads people to talk about possible solutions rather than your imposing solutions upon them; i.e. storytelling Proposing -- presenting possible solutions/ choice of options M V 6W( At The Table Voice$To move to the decision-making table: Clear direction which can be articulated Cross-functional experience Financial understanding of ROI & investments Presence Rebecca Jones research for SLA Executive Institute, Information OutlookB&{H& { HXCWhy do libraries fail? Challenging Thinking Patterns & Taking RisksYDefinition of InsanityL Doing the same thing over and over again expecting different results! (LK$ZParadigms & LearningParadigms = set of rules Learning Only Rules Don t try anything new Don t make mistakes No mistakes = no learning After action reviews6.,/.,/ [/Thinking Pattern Tool Paradigm Shift Question`What today is impossible to do, but if it could be done would fundamentally change what you do? 2a>$ $$ \2Why do libraries fail? People: Leadership & TeamsLeaders Set the tone in any organization Understand the environment & engage the community Have a clear direction and communicate it Are fair Support & develop their staff Plan for the future    ]$Leadership is not a spectator sport.%% Leaders do not sit in the stands and watch. Neither are leaders in the game substituting for the players. Leaders coach. They demonstrate what is important by how they spend their time, by the priorities on their agenda, by the questions they ask, by the people they see, the places they go, and the behaviors and results that they recognize & reward. The Leadership Challenge, Kouzes & Posner DZd     ^6Leadership Challenge Demonstrate what is important by:$7!how they spend their time, the priorities on their agenda, the questions they ask, the people they see, the places they go, the behaviors and results that they recognize & reward,>| Planning: direction Priorities: Set & keep Identifying, Ranking, Deciding, Balancing, Replacing/Sacrificing Services Questioning/understanding Relationships/partnerships & communication Modeling behaviors; re-enforcing positive behaviors <+K|+K| _Complex Systems3The ability to learn is a defining characteristic of being human; the ability to continue learning is an essential skill of leadership Learning to learn is key to becoming a leader Leadership in this world of ever-accelerating change requires both the wisdom of our elders & the insights of younger people`eGeeks & Geezers: How Era, Values & Defining Moments Shape Leaders by Warren Bennis & Robert Thomas0f2 OEras & differences Defining moments that unleash abilities, force crucial choices, & sharpen focus; crucible as training ground for future leaders Practicing as performing Z aLeaders$\create meaning out of events & relationships have the ability to process new experiences, to find their meaning & to integrate them into their own life  adaptive capacity have courage, optimism, tenacity & self-confidence are first class noticers  can recognize talent, identify opportunities, & avoid pitfalls have neoteny  retain youthful qualities as adults (curiosity, playfulness, eagerness, fearlessness, warmth, energy) ( ,Gjf Ideas for developing leaders Understand the geeks, the up and comers, who are concerned with meaning/ significance & making a difference, in collaborating, experimenting Look for more collaborative ways of doing things & technologies that support this globally Be bold, try things, learn from failures/ mistakesZ g&In Summary: Libraries fail because of Failure to see changing patterns in the community Failure to keep up with new developments/trends Failure to align with & engage the community, especially in the wake of changes Failure to identify key market segments/clients Having no clear direction \"    h%In Summary: Libraries fail because ofP 6. Failure to be a part of the knowledge value chain 7. Failure to tie direction into all staff s expectations & plans 8. Faulty communication & lack of influencing skills 9. Failure to take risks/try new things/ challenge thinking patterns 10.Faulty leadership, team development & succession 6&" 'i" Top Ten Reasons Libraries Fail!  #"$RJane Dysart Dysart & Jones Associates jane@dysartjones.com CASLIS, Ottawa, Jan 08SZS'/BCFGHIJKLMNOPQSTUZ[\]^_`abcdefghijk#p 0 " <(   ~  s *Jlp@ J ~  s *Jl `   J H  0޽h ? ̙33r=hA)1