board approved strategic plan 2011 2013 · 10/3/2011 · page | 5 september 6th, 2011 * r/s =...

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September 6th, 2011 * R/S = Responsibility / Support

Downtown Guelph Business Association Strategic Plan 2011‐ 2013 Table of Contents

Item Page

• Strategic Positioning 3 • Mission Statement 3 • Vision Statement 3

• Key Messages 4

• Strategic Goals 5

• Strategic Plan 2011 – 2013 6 ‐ 9

• Tactical Recommendations 10 ‐ 11

• Appendix One: SCOT Analysis 12 ‐ 17

• Appendix Two: Context 18

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Strategic Positioning: The Downtown Guelph Business Association is the leading voice on all issues that affect the prosperity and vibrancy of the BIA. It speaks with a clear, unified voice with accurate, concise messaging, plans, and policies that support the needs and goals of its membership.

Mission:

The Downtown Guelph Business Association contributes to the economic, cultural and social well‐being of the community, making downtown Guelph continually better for business, working and living.

Vision:

The Downtown Guelph Business Association is recognized by the City of the Guelph and the Province of Ontario as the leading community voice that plays a key role in supporting the economic prosperity and vibrancy of downtown Guelph.

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Key Messages:

1. The Downtown Guelph Business Association fosters a vibrant, liveable culture in the downtown core because it is good for business, and good for the community.

2. The Downtown Guelph Business Association is the leading voice on issues and opportunities that affect the prosperity and vibrancy of downtown Guelph.

3. The DGBA focuses on its members, partnerships, revitalization and economic development.

4. The DGBA works to ensure that members play a critical role in

downtown growth: DGBA members have a voice, and they will be heard.

5. The DGBA is “of the City”, but remains an independent voice on

municipal issues, concerns and initiatives that specifically affect business in downtown Guelph.

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Strategic Goals:

Goal One: Promote and engage a member‐focused

mandate and mission.

Goal Two: Provide a collective voice on behalf of members.

Goal Three:

Advocate for the economic development of downtown Guelph.

Goal Four:

Manage DGBA resources to support a member‐focused mandate.

Goal Five:

Contribute to community cultural and social development.

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Downtown Guelph Business Association Strategic Plan 2011 – 2013 Promote, Provide, Advocate, Manage, Contribute: Identity Development for the Downtown Guelph BIA

GOAL #1 : Promote and engage a member‐focused mandate and mission OBJECTIVES STEPS TO ACHIEVE OBJECTIVE TIMELINE R/S

Objective: Define and reflect the needs of DGBA membership

1. Provide membership outreach and quantify results– questionnaires, interviews, polls

2. Provide information and learnings back to membership with appropriate communications (newsletters, emails, web postings, personal discussions)

3. Share information with community partners

One Year (in prog)

Staff

Objective: Clarify and articulate what the DGBA does

1. Articulate the DGBA’s role in specific areas of expertise 2. Provide clarity on which areas the DGBA does not

need/wish to participate 3. Do not duplicate community services – identify alternate

community sources of assistance / advice

One Year (in prog)

Staff, Board

Objective: Define advocacy and economic development positioning

1. Determine whether the DGBA should play a more active or a passive role in downtown Guelph economic development

2. Determine whether the DGBA should play a more active or a passive role in BIA advocacy

One – Three years

Board, Staff

Objective: Build processes to support DGBA’s clear, unified community voice

1. Determine membership consensus on key issues 2. Determine communications priorities that will be

supportive of achieving key membership goals 3. Be strategic, well‐planned and unified in all

communications ‐ attempting to acknowledge all varied opinions and goals will hinder progress

One – Two Years (in prog)

Staff

Objective: Build community relevance and membership value through successful, relevant action

1. Focus membership outreach and internal communications specifically on membership needs

2. Keep internal and external communications as positive as possible in order to maintain a promotional voice, not a voice of dissent or negativity

3. An evolving, carefully‐constructed legacy of relevance and success will contribute to future membership advocacy and economic development successes

One – Two Years (in prog), Ongoing

All

Objective: Communicate that the DGBA office is open for business

1. Stimulate communication that the DGBA office is open to members and the public, both as a physical space, and as a conduit for supportive, shared membership resources and a democratic voice

2. Stimulate communication of availability of BIA gift certificates and Downtown Guelph merchandise

One Year, (In prog)

All

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OBJECTIVES STEPS TO ACHIEVE OBJECTIVE TIMELINE R/S

Objective: Facilitate inter‐member referrals among BIA businesses and services

1. Stimulate knowledge of BIA businesses and services among members as well as the general public

2. Facilitate cross‐promotion: “Buy shoes, Buy coffee, Buy lunch”

3. Provide informational material among members 4. Provide easily‐navigable website information on

downtown businesses and services 5. “Know Your Neighbours” programming will provide

networking opportunities for DGBA members

One Year (in prog)

Staff

Objective: Identify and quantify all merchants and service providers in the BIA

1. Update lists of all members, including addresses, key contacts, email addresses, website URLs (if applicable)

2. Segment members according to business size, economic sector, core competencies, employees

3. Identify and address the unique needs of specific members that provide a disproportionate volume of tax‐levy revenue

4. Identify any threads, trends or mutual benefits that may exist regardless of the nature of the business (eg. Optometrists vs. eyeglass retailers)

One – Three years,(Ongoing)

Staff

Objective: Follow Ontario BIA legislation

1. Adhere to Provincial Legislation governing BIAs, defined by Ontario’s Municipal Act, “Business Improvement Areas”, Sections 204(1) – 216 (7)

Now All

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GOAL #2 : Provide a collective voice on behalf of members OBJECTIVES STEPS TO ACHIEVE OBJECTIVE TIMELINE R/S

Objective: Enhance internal communications

1. Make it clear to the membership that the “DGBA is YOU”: members do not exist outside of the DGBA but are a part of it

2. Articulate that the DGBA is a valued partner with downtown business – a readily available base of resources, voice and expertise, separate from other municipal services or government

NOW ALL

Objective: Solicit membership feedback to inform unified Board positions

1. Seek out member feedback, determine board positions on key issues, and communicate that information back to membership – including interim polling results

2. Define clear positions on contentious issues, and remain consistent by referring to position statements that are supported by membership feedback

3. Establish credibility and relevance and with a proven foundation of support for ongoing DGBA positions

One – Three Years, Ongoing

Staff, Board

Objective: Enhance external communications

1. Communicate board policies / position statements, informed by the membership, providing community leadership on key issues

2. Build better conversations: a parking policy now exists – let’s talk about something else that contributes to a successful downtown

One – Three Years,Ongoing

Staff, Board

Objective: Determine DGBA advocacy direction, target and focus

1. Determine what the DGBA should be advocating for, what the DGBA is advocating for so that we may speak as one voice, and generate a clarity of mandate:

o What should we be doing? o Why should we be doing it? o How do we know that we are effective?

Two – Three Years, Ongoing

Board, Staff

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GOAL #3 : Advocate for the economic development of Downtown Guelph OBJECTIVES STEPS TO ACHIEVE OBJECTIVE TIMELINE R/S

Objective: Investigate formal DGBA Economic Development role

1. Identify, influence, engage, and/or provide solutions to existing gaps in downtown retail/services/attractions

2. Identify opportunities that may facilitate locating, operating or recruiting businesses to the BIA with either community partnerships or in‐house resources

One ‐ Three years

Staff / Board

Objective: Connect advocacy to economic development

1. Work with community partners on downtown economic development issues and opportunities, specifically as the informed voice on behalf of DGBA membership

Two – Three years

Staff / Board

Objective: Continue to develop strategic community partnerships to enhance influence and/or share and provide resources

1. City of Guelph 2. Guelph Chamber of Commerce 3. Guelph Arts Council 4. Guelph Police 5. University of Guelph 6. Conestoga College 7. Community Support Groups 8. Festivals 9. Media / Press 10. Guelph Business Enterprise Centre

One – Three years, Ongoing

Staff / Board

Objective: “Understand the Brand” of Downtown Guelph with a clear, targeted marketing plan

1. Define targeted communications (messaging) 2. Define target consumer(s) 3. Clarify marketing and communications goals 4. Allocate resources and messaging to support a

systematic, targeted marketing plan 5. Ensure that all marketing and communications initiatives

and events support outreach goals and successful engagement of a targeted consumer base

ASAP, Ongoing, Review after three years

Staff / Board, 3rd party

Objective: Facilitate shared advertising opportunities among members

1. Identify shared advertising opportunities (sidewalk sales, similar downtown retail offerings, shared service‐sector advertising opportunities)

2. Identify / negotiate preferred group ad rates with community media (SNAP, Mercury, Tribune, Magic/CJOY)

Ongoing, ASAP

Staff

Objective: Continue to provide/engage public relations and community communications opportunities

1. Update / modernize current website 2. Identify and engage key public relations opportunities on

behalf of membership (voice leadership) 3. Investigate opportunity to provide content‐management

access for members on current www.downtownguelph.com website

4. Develop an easily‐accessible database of “positive stories” (website), and reference them whenever possible

5. Generate and execute against a public relations plan, with specific measures in place, to better share these positive (success) stories in public relations: media releases, website, social media

One – Three years, Ongoing

Staff

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GOAL #4 : Manage DGBA resources to support a member‐focused mandateOBJECTIVES STEPS TO ACHIEVE OBJECTIVE TIMELINE R/S

Objective: Determine functional priorities to support strategic priorities and objectives

1. Generate a Functional Review to clarify current job functions and functional organizational capabilities

2. Determine strategic, membership and organizational priorities

3. Manage internal organizational health: develop and provide staff reports and reviews, HR policies, documented job descriptions

ASAP (In prog)

ED /Staff, Board, 3rd party if req’d

Objective: Track results against priorities

1. Determine clear budget planning and/or rationale for marketing, PR, outreach and events spending

2. Track DGBA resources allocation in comprehensive, definable, measurable silos to determine precise costs for each DGBA activity, measurable against each strategic priority

One Year, Ongoing

Staff / Board

Objective: Allocate DGBA resources against membership needs

1. Allocate available resources (staff and revenue) with the primary view of supporting membership priorities

2. Review historical spending patterns and budgets for relevancy and measurable success against priorities and objectives

One – Three years,Ongoing

Staff / Board

Objective: Support continued downtown revitalization

1. Streetscaping 2. Directional Signage 3. Maintenance 4. Heritage protection


Staff / Board

GOAL #5 : Contribute to community cultural and social development OBJECTIVES STEPS TO ACHIEVE OBJECTIVE TIMELINE R/S

Objective: Focus marketing and events to attract & engage targeted consumers

1. Map cultural and social programming to membership and organizational goals

2. Map cultural and social programming to identified, targeted consumers – match all programming against the targeted marketing and communications plan


Staff

Objective: Assist / influence social services

1. Acknowledge community social services concerns and, whenever possible, facilitate/assist with provision of solutions

2. Work with community partners to assuage social services concerns in the immediate core


Staff / Board

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Tactical Recommendations

Member Services

• Play a key role in economic development and influence increased business activity o Influence increased assessments and increased lease rates per square foot (as a

measurable of business activity) o Influence sales per square foot (retail), and rent per square foot (office, services) o Support and influence low‐ to no‐vacancies o Increase community tourism (to drive increased traffic downtown) o Increase cultural activity (to highlight positive elements of the BIA)

• Increase people on the street at all times of day o Support increased density – both business and residential o Support increased parking, commensurate with increased density

• Represent the businesses in the membership as one unified voice to Government • Advocate specifically for the downtown – “because that will reflect positively on the City

as a whole” • Be a key community partner with other community organizations

o Jointly engage opportunities o Increase solutions‐sourcing capabilities o Share services and resources o Fill any voids in downtown Guelph support

• Build better neighbours, in conjunction with the community partners – so that people who like the downtown will like it better

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Tactical Recommendations

Internal and External Communications

Internal Communications • Expand membership outreach:

o Reflect the members themselves o Provide clear value to the members o Demonstrate clear value for the money that is directed to the DGBA o Provide clarity about evolving organizational goals o Be specific about what it is the DGBA is trying to do

External Communications

• Represent the membership to the community‐at‐large as one unified voice with clear

messaging in: o Advertising o Media (public relations) o Advocacy

• Identify, articulate and leverage the aspects that make downtown Guelph unique, in order to drive greater economic success:

o Determine what can be done to preserve that which is best, communicate it, and build on it

o Be what we are as a community – but better • Provide consumer messaging that matches the consumer promise:

o Expert service o Professional, personal consultancy (merchants and services) o Community uniqueness o Architecture and heritage

• Attract targeted community residents who will/do appreciate (or prefer) downtown shops and services

• Articulate the uniqueness of downtown in a manner that breaks through conventional (and competitive) marketing messages

o Promote what we have, and develop what we need o Acknowledge the “here and now” (for better and worse) while articulating and

promoting a clear, compelling path to a “brighter future”

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Appendix One:

Downtown Guelph Business Association SCOT Analysis This document was defined through directed conversations with the following individuals, and from independent research by Sociable Communications. Interviewees

• Marty Williams, Executive Director • DGBA Board of Directors (Collective Discussion)

o Charles R. Davidson, Chair ‐ Charles R. Davidson Barrister, Solicitor, Notary Public o Chris Ahlers, Vice Chair ‐ Wyndham Art Supplies o Doug Minett, Treasurer ‐ The Bookshelf o Mark Rodford, Past Chair ‐ The Cornerstone/Ouderkirk & Taylor o Todd Dennis ‐ City Councillor, Ward 6 o Tony di Battista ‐ Property Owner o Jim Furfaro ‐ City Councillor, Ward 1 o Caroline Harvey‐Smith ‐ Citizen Representative o Tom Lammer ‐ Old Quebec Street Shoppes o Barbara Turley‐McIntyre ‐ The Co‐operators o Chuck Cunningham ‐ Director, Communications & Public Affairs, University of Guelph o Ian Panabaker ‐ General Manager of Downtown Renewal, City of Guelph

• Citizen interviews (five) • Doug Minnett • Mark Rodford • Lynn Broughton • Charles R. Davidson

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Strengths (Internal) • A common thread exists between downtown retailers in that they are all independent, not

national, they’re all “mom ‘n’ pop” – things that are not in a shopping mall • Idiosyncratic businesses and characters who are more interested in building a sustainable,

passion‐driven business than they are about generating revenue‐per‐square‐foot • Downtown retailers are generally the “experts” – the artisans in their chosen field – the

craftspeople who are able to consult strongly on their precise area of expertise (value add) • Downtown Guelph is currently a “low‐rent district” – “where Queen West was 20 years ago” • Existing retailers are “gold” – “you couldn’t consciously attract retailers who are as good as

those we already have” vs. “anyone who will just pay $15 per foot” • TRICAR developments will be bringing 600‐800 people into the core • Members are “passionate about downtown – we live here, we work here” • Members are experts about downtown Guelph • Much more than in previous years, the DGBA is engaging is serious issues (“we’re not just about

flowers and street cleaning, like in past years”) • Small and nimble • A lot of volunteers (Board, ad hoc community engagement) • A significant, talented volunteer base • A physical office is centrally located • Businesses are truly ‘local’ “in a way that no franchise could ever be”: an expression of what

Guelph aspires to be, what is best about Guelph. • “Guelph is a special place – people all over Canada agree with that” – why is that? We need to

answer that question, or contribute to that answer

Challenges (Internal)

• Urban centres (public property) must deal with social services challenges in a way that malls don’t

• The continued erosion of prime commercial real estate • Lower Wyndham continues to decline in terms of commercial viability (it’s no longer “the strip”

in terms of a go‐to place for multiple retail needs) • A perceived dysfunction in City Hall will be a continued challenge for the DGBA to meet the

needs of its constituents • Internal conflicts in the organization: “Are we an advocacy group; are we a ‘benches‐and‐

flowerpots’ group; are we some of both? Until we figure out our act, we’ll spend a lot of time around this table circling that inner argument”

• The organization is putting forth two very different messages (at least): one set of messages to the City, and another set of messages to its members, while “we’re also in the business of marketing” to get a message beyond just the membership

• Group marketing is very different with such a variety of retailers (“if you can’t do it with a shotgun, maybe you need a lot of BB guns”)

• True success in the downtown core may drive out what makes the Guelph BIA special – if rents are driven up, some core retailers won’t be able to stay

• Downtown Guelph is currently a “low‐rent district” • “South‐end” citizens tend to believe there is no good reason to go to downtown Guelph – they

would rather drive to “quirky shops” in Elora or Oakville, and “have not discovered the uniqueness and the reason for coming here”

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• It is unclear where the DGBA stands on issues, let alone how the organization is getting those messages out

• Voices of dissent regarding Downtown issues are often louder than the DGBA’s collective voice (regardless of their validity) – the DGBA’s messaging needs to be sharp, focused and supported by its membership, in order to be relevant and effective

• There are few documents or precedents to “reference back to” in critical discussions: there is a lack of articulated support for those discussions which must be addressed to build relevancy and effectiveness

• The DGBA has been “shut out” of certain processes (ie: parking report) – whereas the report would have been demonstrably better with DGBA support and insight

• The DGBA’s unique insight on operational downtown issues with the municipal Government (vs. broader community issues) provided challenges, in that “we don’t get asked back” to certain discussions – there is a perception that the DGBA is a thorn in the City’s side – “we’re not allowed in the room”

• People in City Hall are not necessarily “experts” on downtown issues – there is a cultural remnant that says “don’t talk to them”

• Previous faces of the DGBA were not as forceful as other BIA leadership, with commensurate results

• Continued negative media coverage about parking and Carden street closures are fully counter‐productive to DGBA goals

• Multiple voices for change are much less unified than a single voice – “20 emails on the same topic will likely be ignored – but one well‐thought‐out email, supported by our members, will get noticed”

• Making use of, and marshalling a significant volunteer base in productive ways • Members and the public don’t understand that the office is open and available to the public • To balance the desire to remain independent and idiosyncratic and owner‐operated with the

desire to increase business – as much as international retailers may drive traffic, they may also drive out “those constituents who many of us hold dear”

• Getting the 400 DGBA members united and excited about DGBA initiatives – “motivated and pumped‐up”

• 5% response rate on historical surveys speaks to a lack of dedication across the membership (or to relevance of the DGBA)

• The “cranky” members manage to gain the majority of PR, vs. the work of the DGBA • The majority of members are “not engageable – they are along for the ride” (akin to voter

turnout) • A lack of clear purpose – the organization has never determined what it needs to be: “all things

to all members”? • Specific members are hurting as a result of municipal redevelopment, but there is little recourse

for the DGBA to help • Members coutinely voice grievances in public forums in a manner that is counter‐productive to

overall downtown business development goals (“airing that public grievance has consequences – continually reinforcing negatives will generate an air of negativity – do you want to go to an angry merchant? Who’s attracted to suffering?”

• No clear rationale for budget spending • No priorities allocated for budget allocation

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Opportunities (External) • To be a central source of cohesion and co‐operation between other community organizations to

jointly meet common goals, threats and opportunities • DGBA can be a conduit to “finesse” certain social service organizations and agencies away from

the immediate core • Lower Wyndham street is evolving into “better” retailers, and greater commercial viability • Fostering culture in the core, because it is good for business • Examine what other BIAs are doing successfully (Toronto – Little Italy, Victoria BC), and learn

from those successes and “trigger points” • True success in the BIA may support a better balance of retailers (fewer “head shops and tattoo

parlours”) • Increased density will support better business growth (proximity of population to generate

better revenue and justify higher per‐square‐foot rents) • Increased density will mitigate some social problems (“drug dealers don’t like well—populated,

well‐lit areas”) • A “neighbourhood model” will support the development of a “scene” that is both supportive of

the immediate community, but will also become a beacon to external audiences (eg. Queen St. West Toronto, Gastown Vancouver)

• “Low rent districts” can become Queen St. West, Queen Street “west‐west” (Drake Hotel region), Liberty Village

• Guelph is not alone in the fact that municipalities tend to focus resources on business development activities that focus on the perimeter of the municipality, rather than the core

• Community partnership is possible, and there is room in that regard for the DGBA to grow in association with other community organization and the municipal Government

• Policy development will support any communications initiatives to clearly state where the DGBA and its membership stand on critical issues

• The Parking Report process seemed to work well – investigate following the same process to achieve policy statements on other issues

• Participation of the DGBA in discussions like the TRICAR issue are essential to ensure the legitimacy and relevancy of the organization

• The DGBA should harness ideas and membership support to be a critical voice in all arguments and discussions that influence the success of the Guelph BIA

• Greater communication with DGBA membership will determine/confirm their views on emerging and contentious issues, in order to build a legitimate consensus to support advocacy initiatives

• Previous faces of the DGBA were not as forceful as other BIA leadership, with commensurate results

• Recruitment to the DGBA Board of the “powerful landlords” and business people who can leverage change

• To develop a more active business development role in the community (speaking to the “Tricar”’s of the world)

• The organization need to focus on what it can do well. Staff offer limited resources – put prioritization of goals will negate much of the current conflict in the organization

• A re‐invigorated DGBA staff structure will clarify goals and communications • Organizational changes will likely take less money than time: planning, strategy, policy

development

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• A unified voice representing all members will be impactful, if supported by fact‐based polls and arguments

• A core communicator on behalf of the organization will support recruitment of “big players” and other development resources

• An articulated vision and policy on relevant issues is essential prior to engaging the City if critical discussions – “good information, solid arguments, and the backing of our downtown membership to take to the table”

• Quality of the Board is “higher than it’s ever been – how do we get something out of that business savvy and experience”?

• DGBA staff works in a “potentially rich volunteer environment” – it is in everyone’s interest to contribute to, and make use of volunteers

• Harnessing the skills, talents and experience of the DGBA’s 400+ members • Joint office space with Guelph Chamber, others, will be beneficial • To work more closely with the Police service • To be as inclusive and welcoming as possible to the DGBA community (membership outreach) to

determine and prove value to membership • Working groups have been acknowledged as more efficient and effective than standing

committees • Membership surveys will corral the viewpoints of the membership – and will provide

quantitative data to back up policies (regardless of the volume of solicited feedback) • Policies and statements, backed by membership data and participation, will provide “teeth” to

advocacy arguments • To go to the DGBA membership with much more specific communications about “what it is the

DGBA is trying to do”, providing clarity about evolving organizational goals, along with the direction that the organization is fully open to disagreements – with the added understanding that “if we don’t hear from you, this is what we’re doing – so don’t complain when we do that”

• Determine “what people on the south end may want to come to the downtown for” – provide outreach to determine what “bonbons” people go to Elora or Oakville for – and can we provide those here?

• Do not focus on “getting 450 people behind the parade – because that’s not going to happen” – provide the avenues for open communication, then proceed with the majority of voices and expertise that speak up

• Proactive engagement of volunteers (rather than “street captains”) may provide more conclusive results

• Allocate budget to support critical areas

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Threats (External) • A re‐balancing of prime retail locations and their commercial viability across the BIA is

increasingly essential for the overall health of the entire BIA • Direct member communications to City Hall are counter‐productive to achieving all member

goals (noise and static, vs. targeted communications) • If members don’t accept the voice of the DGBA, they will create a “mailstorm” that will likely be

counter‐productive to action • Subject to bureaucratic decisions, in the absence of clear guidance • Perception: “why aren’t you portraying why you want to be here?” • DGBA has always been the “voice of parking” at the expense of greater advocacy • Reinforcing the notion of advocacy for needing “more parking” only reinforces the public

perception that there is no parking in the core (consumer confidence) • Member voices that speak outside of the DGBA to voice grievances may in fact be counter‐

productive to their own goals, and the over‐arching goals of the DGBA (reinforcing negative messages about public perception of downtown Guelph in general)

• Public community animosity (PR) impacts the immediate community only – the local community hears the concerns, but tourism remains unaffected – it alienates the greatest‐possible consumer base, while other communities – Elora, Oakville ‐ may have similar problems, but we benefit from our negativity).

• Members that speak outside of the DGBA’s voice are not providing a positive message

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Appendix Two:

Strategic Planning and Marketing Plan Direction and Context Who are we talking to?

• Members (Member News) • Greater Guelph (south end) for marketing / advertising • City Hall • The broader Guelph business community (industry, non‐BIA, everyone)

Specific Marketing/Communications Direction:

• We are less interested in building the “DGBA Brand” than we are in defining the role the DGBA will have in supporting the downtown Guelph business community.

• The greater priorities for the DGBA are in defining the Downtown Guelph Brand – defining the essence of the brand, clarifying marketing priorities and tactics, in order to develop measurable success.

• The DGBA speaks for Downtown Guelph.

Target Audience for DGBA Communications

• Shoppers who respect and appreciate “expertise” and “consultancy” in their retail experience: those who currently shop with specialty retailers, in tourist centres (Oakville, Elora), at Farmers’ Markets

• Businesses wishing to relocate to an urban space • Business owners who respect urban vibrancy • Government bureaucrats who demand quantifiable justification for their urban‐focused

initiatives

board approved strategic plan 2011 2013 · 10/3/2011 · page | 5 september 6th, 2011 * r/s =...

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