draft strategic plan - ispcan · 4 ispcan strategic plan | june 2016 1 particularly sdg 16.2: end...

Strategic Plan2 0 1 6 - 2 0 2 1

D R A F T

2 ISPCAN Strategic Plan | June 2016

Strategic Plan 2016-2021

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7.

Introduction to the strategy

Global trends on child abuse and neglect

ISPCAN’s role and value as a multi-disciplinary society of professionals

ISPCAN’s strategic priorities 2016-2021

ISPCAN governance, management and administration

Monitoring and evaluation

Implementation plan

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Contents

Section Subject Page

June 2016

ISPCAN Strategic Plan | June 2016 3

In October 1975, Dr. C. Henry Kempe and eighteen other professionals met in Bellagio, Italy and formed an

international working group focused on the problem of child abuse. The group consisted of child psychiatrists,

a surgeon, pediatricians, psychologists, criminologists, social workers, and specialists in juvenile law. This meeting

created the synergy to hold the first international conference on child abuse and neglect, which took place in 1976.

It also served as the catalyst for the formation of the International Society for the Prevention of Child Abuse and

Neglect (ISPCAN) in 1977 and the creation of Child Abuse and Neglect: The International Journal, which has since

become a highly respected source of information with a global readership.

The field of child abuse and neglect has changed and evolved considerably since that first meeting in 1975,

when Henry Kempe and colleagues explored the possibilities for an international, multidisciplinary membership

organization. Forty years on, the ISPCAN Council decided to organize a meeting to take stock of its history and

achievements, review the global landscape and the role of the organization in a changing world, and set a strategy

for the future. A “Summit” meeting was held in Sion, Switzerland in May 2016 with around 60 participants, which

included current and past councilors and presidents, and a few major partners. The Summit was conducted in the

form of a facilitated workshop; it focused on the ongoing need to prevent and address violence against children and

how ISPCAN should align its future work, in collaboration with the global child protection sector. The Summit meeting

made recommendations to the ISPCAN Council and Executive Director about ISPCAN’s future strategic directions.

INTRODUCTIONTO THE STRATEGY

Section— 1 —


1 Particularly SDG 16.2: End abuse, exploitation, trafficking and all forms of violence and torture against children

The issues and solutions impacting abused, neglected and maltreated children around the world cannot, of course,

be addressed by ISPCAN on its own. In 2006, ISPCAN was a major partner in the first United Nations Study on Violence

against Children. This study reported shocking levels of physical and sexual violence and exploitation across all

regions of the world. In the past decade, there have been significant global developments in child protection.

Violence against children has received more international attention as data collection on child abuse and neglect

has revealed the magnitude of the problem. There has been a global shift in practice relating to the prevention of

violence against children at all levels – primary, secondary and tertiary.

However, in spite of various international, regional and national efforts since the study, the Global Survey on Violence

against Children, undertaken in 2013, reported that every year over 500 million to 1.5 billion children around the

world are affected by some form of violence. Child abuse, neglect and other forms of violence often have a lifelong

impact on children’s physical, emotional and social development. Beyond the harm caused to children, they also

undermine families and communities, due to the long term negative consequences on physical and mental health,

education, employment, and the social environment.

In 2015, the United Nations adopted Sustainable Development Goals (SDGs), which include targets relating to the

prevention of and improved response to violence against children . Around the same time, a global partnership and

associated fund to end violence against children was announced, linked to the SDGs (www.end-violence.org/).

The Global Partnership to End Violence against Children offers an opportunity to bring together and strengthen

the efforts of governments, international organizations, civil society, faith-based organizations, the private sector,

philanthropists and foundations, researchers and academics to confront violence against children. The work is

based on the principle that “no violence against children is justifiable. All violence against children is preventable”.

In addition, in early 2016, ISPCAN participated in the launch of a new initiative from the UN Special Representative

of the Secretary General on Violence Against Children, entitled High Time to End Violence Against Children

(www.endviolenceagainstchildren.org).

Our hope is that the strategic plan will serve as a road map for the next few years that will enable our organization to

effectively reach our goals and maximize resources. We look forward to strengthening our partnerships, expanding

our reach, and empowering our members with high caliber resources to prevent and treat child abuse and neglect

more effectively.

GLOBAL TRENDS ON CHILD ABUSE AND NEGLECT

Section— 2 —

Joan van Niekerk,

President 2014-2016

Bernard Gerbaka

President Elect 2016-2018


ISPCAN, in collaboration with other international agencies, can form a vital bridge between the international initiatives

and practice at local levels in the community. It has an important role in supporting professionals and organizations

to enable them to take on the challenges of child protection and drive the process of change, so that children can

live and flourish in an environment free from abuse and neglect.

3.1 ISPCAN’s AchievementsISPCAN is the only multidisciplinary international membership organization that brings together a worldwide cross-

section of committed professionals to work toward the prevention and treatment of child abuse, neglect and

exploitation globally.

At the Summit meeting in Sion, ISPCAN’s many strengths were summarized as follows:

• Reputation: clarity of focus, international outreach, multi-disciplinary, scientific basis

• Membership network: committed members, mutual support, collaborative, responsive, accessible

and friendly

• Source of highly-rated evidence-based information: journal, research products

• Congress and conferences: Opportunity for networking and shared learning amongst CAN professionals

• Training and capacity development: leading to emerging new networks

• Sound organizational basis with long history

3.2 Challenges and Opportunities for ISPCANIn addition to ISPCAN’s strengths and achievements, the Summit meeting also reviewed areas where ISPCAN’s

work could be improved. These included communications and visibility (quality of website, use of technology

and social media, access to the journal, language issues); membership issues (not truly international or multi-

disciplinary, member retention, lack of younger members, not drawing on member expertise); funding & fundraising,

cumbersome governance utilizing very formal Robert’s Rules of Order; translation of knowledge to practical tools

to be used in the field; lack of knowledge of the work of others; slowness of response to emerging issues; and the

absence of voices of children.

At the same time it was recognized that there are currently many opportunities for ISPCAN to make its work even

more effective:

• Violence against children is at the top of international agendas (UN SRSG High Time initiative, Sustainable

Development Goals, including...):

• Contributing to providing more clarity on child rights, violence and public health for target audiences; educating

ISPCAN members

• Opportunity for partnerships: with UNICEF, Global Partnership, etc; more use of national/regional partners

• Increased engagement and participation through having a wider professional network, including younger members

• Improved publications: a wider audience for the Child Abuse and Neglect: The International Journal; accessible

toolkits and resources with global and multi-disciplinary relevance

• Advocacy & communications on key issues

ISPCAN’S ROLE AND VALUE AS A MULTI-DISCIPLINARY SOCIETY OF PROFESSIONALS

Section— 3 —


• Research/evidence on what works in different environments/contexts

• Maximizing the use of technology and multi-media opportunities

3.3 ISPCAN’s Vision A new vision for ISPCAN was elaborated during the Sion Summit:

ALL CHILDREN WILL LIVE AND GROW IN NURTURING, RIGHTS-RESPECTING ENVIRONMENTS, FREE FROM ABUSE,

NEGLECT AND OTHER FORMS OF VIOLENCE

3.4 ISPCAN’s MissionISPCAN’s mission was also redefined during the Sion Summit:

ISPCAN’S MISSION IS TO STRENGTHEN THE WORK OF INDIVIDUALS AND ORGANIZATIONS TO…

• PREVENT ABUSE, NEGLECT AND OTHER FORMS OF VIOLENCE AGAINST CHILDREN

• PROMOTE THE WELLBEING OF CHILDREN


3.5 Guiding Principles A number of key principles and approaches will guide all aspects of ISPCAN’s work.

• ISPCAN’s work will be based on the latest scientific evidenceScience

• ISPCAN will promote an interdisciplinary approach to its work

• ISPCAN’s membership will be drawn from a variety of professionsInterdisciplinary

• ISPCAN wishes to be a truly global organization, with membership

from all continents

• ISPCAN will disseminate its information to a wide audience

Global Reachand Representation

• ISPCAN recognizes that it cannot achieve its objectives on its own

and willl work in a collaborative manner with other like-minded

organizations and agencies

Partnership and Collaboration

• ISPCAN will find appropriate ways to involve children and young

people in contributing to its workChild and Youth

Participation

• ISPCAN’s work will be based on child rights principles, the

Convention on the Rights of the Child (CRC) and other relevant

international conventions

• Children will be at the heart of all initiatives

Child Rights


Over the next five years, ISPCAN will focus its work around two strategic goals. These strategic goals emerged from

discussions on the changes that needed to be realized for preventing children from experiencing violence, abuse

and neglect, as well as the specific role that ISPCAN can play as a global network of professionals and organizations.

The strategic goals are:

Objective 1:Expand ISPCAN’s global reach by broadening, diversifying and sustaining the membership network

As a global network, ISPCAN has the potential to reach many organizations and individuals at different levels by

building knowledge, skills, capacities, and facilitating collaboration. ISPCAN’s role and value as a network are to

strengthen and contribute to the expertise of key organizations and professionals working to prevent child abuse and

neglect, and other violence against children.

ISPCAN will develop a strategy for increasing and retaining its membership. Included in the strategy are key initiatives

and activities, which:

• Increase the diversity of membership – drawing in more members from regions under-represented in ISPCAN and

ensuring our activities are relevant to those working in a variety of disciplines and contexts

• Strengthen communications within the ISPCAN network – use emerging technologies, such as online platforms and

portals, to improve communications and increase member engagement

To realise these strategic goals ISPCAN has developed its strategic plan around five strategic objectives which will

guide ISPCAN’s work over the coming five years. The strategic objectives are:

STRATEGIC OBJECTIVES

1. Expand ISPCAN’s global reach by broadening, diversifying and sustaining the membership network

2. Build strategic partnerships

3. Develop and deliver training programs and resources

4. Generate and disseminate research and best practice

5. Use ISPCAN’s expertise to raise awareness and contribute to selected advocacy initiatives

Improve global professional capacity and effectiveness to prevent child abuse and neglect

Be a leading international organization in the prevention of child abuse and neglect

ISPCAN’S STRATEGIC PRIORITIES2016 – 2021

Section— 4 —


• Improve the website, which functions both as a key method of communication for ISPCAN’s work and a mechanism for

accessing ISPCAN tools and literature, through enhanced search facilities; information is also available in languages

other than English to provide more connectivity for members.

• Increase the involvement of its members in the activities of the network through, for example, special interest or

affinity groups which work on key initiatives for ISPCAN.

• Explore opportunities for expanding the participation of children and youth in the network; these opportunities will

be articulated in a strategy for child and youth participation.

Expected outcomes and indicators (to achieve by 2021)

A strong and diverse

membership base

• Over 80% of members renew their membership each year

• 35% of members from low/middle income countries (currently 27%)

• 50% of members are “younger” professionals (<10 years of experience)

• >1500 members (50% increase)

• Three special interest/affinity groups set up with clear workplans and

accountability to ISPCAN Council

Members use online and multi-

media platforms accessible

through the ISPCAN website to

access information, engage with

each other and contribute to

ISPCAN initiatives

• 50% of members access the website at least 6 times a year

• 5 webinars per year, each with at least 30 members participating

• 50% of members are active in ISPCAN social media

(currently 26% report involvement)

• Information for children and young people on the ISPCAN website

• Youth volunteers at all ISPCAN events and workshops

• ISPCAN tools and materials contain information about how children

and young people have been consulted in their development

• An article in LINK newsletter at least once a year written from child/

youth perspective

• Youth forums are organized with each major conference event

ISPCAN’s work takes account of

the views of children and young

people

Outcomes Indicators


Key Activities

Year 1

Develop a strategy to increase and retain membership

Year 2

Develop online platforms and portals to enhance member engagement and improve communications

Create and deliver a framework for special interest/affinity groups

Year 3

Develop and implement a strategy for child and youth participation within the network

Objective 2: Build Strategic Partnerships

ISPCAN will identify and build strategic partnerships with other networks and organizations to strengthen its impact.

ISPCAN has already been successful in collaborating with key international organizations working on preventing child

abuse and neglect. A number of these organizations contributed to ISPCAN’s strategic planning process. ISPCAN

will map the sector working on preventing child abuse and neglect to identify potential partnerships to develop,

implement or support key initiatives that are in line with the 5-year strategic plan.

ISPCAN currently has relationships with 18 country organizations and has set up four regional resource centers in

Asia, Latin America, the Middle East, and South Africa. The country partners and the regional resource centers are

opportunities to extend ISPCAN’s reach and relevance in the countries and regions within which they are based.

However, these arrangements have not yet maximized their potential and this strategic period offers the opportunity

to examine the relationships and arrangements to decide how best to proceed. The resource centers are just getting

off the ground, developing websites and formulating networks within their regions. Further evaluation of the capacity

and needs in each region could help define the potential directions for future activities within the resource centers

and country partner programs.


ISPCAN has strategic

partnerships at international,

regional and national level

which enhance its effectiveness

• 3 new joint program initiatives with other international organizations

• Collaboration arrangements piloted with three graduate schools in

different countries

• Each country partner delivers at least one ISPCAN-related initiative per year

• ISPCAN involvement in initiatives by UN SRSG VAC & Global Partnership

to End Violence Against Children

• Invitations to key meetings and conferences

ISPCAN promotes the availability

of culturally relevant, evidence-

based resources at regional level

to increase capacity in the field

of child protection

• Regular statistics on usage provided by ISPCAN resource centers

• Decisions to support regional initiatives are based on mapping and

assessment of existing services

• Positive feedback from members on their use of the ISPCAN

resources centers

• Case studies of increased child protection capacity in the region

as a result of ISPCAN-supported initiatives

Key Activities

Year 1

Map the child protection sector and identify key strategic partnership opportunities

Year 2

Evaluate the relationship with country partners and implement recommendations

Evaluate the regional resource centers and implement recommendations

Outcomes Indicators



Objective 3: Develop and deliver training resources and programs

ISPCAN has had success in designing and delivering training and materials for a range of disciplines. It will continue to

strengthen capacity through information exchange, facilitating peer support, and developing and delivering training

programs.

ISPCAN will build on its current success and explore options for developing ISPCAN-certified training programs, which

will make a valuable contribution to the continued professional development of those working to prevent child abuse

and neglect.

ISPCAN needs to make both current and future training materials more accessible. Despite efforts to make training

available online, there has been limited engagement. Future initiatives may involve enhancing the use of technology,

allowing materials to be accessed more easily remotely, ensuring that they are available in several languages, and

hiring full time staff to manage the program. ISPCAN will also look at the relevance of current materials for different

regions, contexts and disciplines and plan to address any gaps in future trainings. This will include updating and

expanding the range of multi-disciplinary curricula.

ISPCAN will review opportunities for providing technical assistance and consultancy, by capitalizing on its members

and the ISPCAN Council. ISPCAN will develop clear options for technical assistance and consultancy, taking into

account their organizational structure, revenue and quality assurance.


Members develop new skills

and knowledge through online

training and webinars

• 5 webinars per year, each with at least 30 members participating

• Five viable online training courses (i.e. at least cost-neutral through

member uptake)

ISPCAN offers recognized

continuous professional

development relevant in

different contexts

• An ISPCAN-certified training programme

• Materials and certification available in four languages (English, French,

Spanish and Arabic, as per key regional links)

• Four case studies of successful mentoring in different regions

ISPCAN curriculum materials on

child abuse and neglect are

integrated into new areas of

professional curricula

• Two pilot projects underway to provide multi-disciplinary curricula

Technical support/consultancy

service delivers on organizational

objectives and is in line with

agreed business model

• Skills audit of ISPCAN members (council etc who can provide

technical support) regularly updated

• Positive feedback from clients of technical support

Key Activities

Year 1

Explore options for ISPCAN-certified training programs

Develop and implement a plan for making current and future training materials more accessible

Year 2

Review opportunities for providing technical assistance and consultancy

Year 3

Update and expand the range of multi-disciplinary curricula

Outcomes Indicators



Objective 4: Conduct and disseminate research and best practice

ISPCAN’s major role and achievements to date have been in generating and disseminating research and best

practice in child abuse and neglect prevention. Most notably, perhaps, have been the congresses and conferences,

which are well attended, relevant to a range of professionals and organizations, and a key mechanism in providing

the opportunity to develop and present research and best practice on relevant topics.

ISPCAN is aware that it is now timely to review the congress and conference model to make improvements. Areas

where improvements have already been identified include providing opportunities to draw on best practice from

a wider field, allocating time for structured networking and key topic related forums or special interest groups and

creating a simpler mini-conference model to provide cost effective solutions for local professionals..

Although ISPCAN has been a key resource for research on prevention of child abuse and neglect, there are emerging

areas of practice-based research. Vital to increasing knowledge and understanding on child abuse and neglect,

ISPCAN could champion for future directions as a leader in the field.

ISPCAN will create an online library and resource center of ISPCAN publications, conference papers and materials.

The library and resource center will include easy categorization and search functions and bring together a wide array

of resources that will be more easily accessible to our members and be available on mobile devices.

A new model for ISPCAN

conferences in place, with

improvements based on

member consultation

• Participant surveys show high satisfaction rates

• 50% of members attend at least one ISPCAN event per year

• Conferences and workshops break even

• All conferences include at least one presentation on a new area/

emerging theme

All ISPCAN materials and

conference papers accessible

on the website and searchable

• Website statistics / hits indicate usage of publications section of

website increases by 50%

• Member surveys report increased satisfaction with access to materials

on website

A more accessible Journal

continues to be ISPCAN’s

flagship publication

• New subscription model with some online open access content

• Journal contains articles on new/ emerging themes at least once a year

Outcomes Indicators



Key Activities

Year 1

Review and further develop the existing congress and conference model to improve organization and content,

and offer more alternative training opportunities

Year 2

Champion research on prevention and emerging themes related to child abuse and neglect through activities

such as the ISPCAN thinking space

Year 3

Review the content, use and accessibility of the ISPCAN Journal

Year 4

Create an online library and resource center of ISPCAN publications, conference papers and materials

Objective 5: Use ISPCAN’s expertise to raise awareness and contribute to selected advocacy initiatives

This strategic objective is a relatively new area for ISPCAN. ISPCAN has been instrumental in raising awareness on

preventing child abuse and neglect. Information and evidence which ISPCAN has produced or disseminated has also

been used by organizations to inform their advocacy or policy making efforts. ISPCAN can play a more proactive role in

this regard by providing evidence, educational briefs or other information, which can be actively used in key advocacy

initiatives. An example could be evidence or educational briefs on the impact of corporal punishment, to be used by

the Global Initiative to End All Corporal Punishment of Children.

ISPCAN will articulate its specific role and contribution to raising awareness and advocacy. This will include the

selection of priority advocacy platforms to which it can contribute during this strategic period.


ISPCAN contributes to key

change initiatives focused on

preventing and eliminating child

abuse and neglect

• Process in place for Council to identify key topics where ISPCAN is in

a unique position to provide information, which could add value to

policy discussions or decisions

• Evidence of ISPCAN providing an educational brief in response to a

particular debate relating to child abuse and neglect

• ISPCAN contributes to two advocacy platforms on a pilot basis

Outcomes Indicators


Key Activities

Year 3

Develop an advocacy strategy

Year 4

Select priority advocacy platforms to contribute to as a pilot initiative

Create educational briefs for dissemination

ISPCAN has standing orders and by-laws in place which serve as the official guidance for the organization, and is governed

by an Executive Council of 20 members which meets once a year. The president and the executive committee are

elected every two years and serve as the official head of the organization. The executive committee (8 members) meets

in person twice a year in January and during the August council meeting. There are a number of sub-committees that

support and help implement council decision-making. The council uses formal methods of governance and decision-

making, based on “Robert’s Rules”, which provide for common rules and democratic procedures for deliberation and

debate (using motions, points of order etc). In between meetings, motions may be submitted for electronic voting.

The Council recognizes that the current system is rather cumbersome and that the time has come to conduct a review of

governance and decision-making processes. The aim will be to have simpler, more nimble processes, enabling quicker

and more efficient decision-making, while retaining accountability to the membership.

ManagementISPCAN is managed by an Executive Director and 4 other full-time staff. The small office team, together with an

ambitious program of work and some staff changes, have meant that a number of councilors have been heavily

involved in the delivery of organizational activities. The new strategic plan provides the opportunity to review the

respective roles and responsibilities of the council and the Executive Director/ staff team, to ensure that over the

coming 5 years the strategic objectives can be achieved effectively and efficiently.

Resource mobilizationISPCAN will need to develop an income generation strategy to diversify and increase funding for full

implementation of the strategic plan.

Currently, ISPCAN receives revenue from 5 primary income streams:

• Grant funding • Publications and Products

• Membership • Consultancy and Technical Services

• Congress and Conferences

ISPCAN’S GOVERNANCE, MANAGEMENTAND ADMINISTRATION

Section— 5 —


The current grant funding is from one major donor, so there is an urgent need to diversify this income stream. This

will entail identifying potential donors, packaging products and services within the strategic plan that they may be

interested in, and raising ISPCAN’s profile with donors.

Membership income is currently the largest revenue source, and represents a good return on investment in relation

to the expenditure on membership. However, recent membership data reveals ongoing problems in relation to

recruitment and retention. This strategic plan has an objective and activities to expand the membership.

Congresses and conferences, as well as consultancy and technical service provision, are raising less income than

they cost to deliver. This strategic plan has identified key actions to review the congress and conference model

and develop new opportunities for delivering consultancy and technical support. Increasing revenue and return on

investment in these two areas will be an important component of those reviews.

CommunicationsISPCAN recognizes the need to invest further in marketing and communications in order to increase the profile of the

organization, and attract more members by reaching out to a wider audience, including younger people. This will

include upgrading the website.


A new transparent governance

model fit for the 21st century,

with streamlined decision-making

• An effective council with updated by-laws and procedures

• New constitution in place

• Agreed statement of the respective roles and responsibilities of the

council and the director/staff

• Council minutes available to members on the website

A stable funding base • At least three donors providing core funding on a multi-year basis

• Ten new partnerships developed with private donors or foundations,

not previously connected with ISPCAN

• Cost-benefit analysis always undertaken for decisions on new

initiatives and events

ISPCAN is aware of

organizational risks and takes

action as necessary

• Risk register in place, updated and reviewed at every council meeting

ISPCAN has a strong “brand”

and its expertise is valued outside

its membership and core partners

• Increase the number of Twitter followers

• 50% of visitors to the website are returning visitors (26% in 2014)

• Bi-monthly update to list serve contacts

• Increase the number of links from other websites to ISPCAN website

Outcomes Suggested indicators


Key Activities

Year 1

Review the process of governance and decision-making and develop a proposal for streamlining

Revisit council size and representation as part of the review

Revisit the capacity and respective roles of the management team and the Council

Conduct a review of current return on investment/cost-benefit analysis of key activities

Develop a strategy for diverse and increased revenue streams

Develop a marketing and communications strategy to increase ISPCAN’s profile as a leading organization in

preventing child abuse and neglect

Year 2

Utilize technology to tap into crowd funding and other individual donors

Develop a risk strategy and register for the Council to track risk

Secure a line of credit as a method of risk mitigation

The ISPCAN Council will be responsible for overseeing the implementation of the strategic plan and for monitoring the

progress on achieving the objectives.

The Executive Director will manage the day-to-day implementation of the strategic plan and will develop annual

operational plans setting out the activities proposed for achieving the required results and outcomes, according to

the timelines set out in the implementation plan below.

The Executive Director will provide a report to the Council twice a year, in July and January, detailing the progress

on achieving each objective and the performance against the agreed outcomes and indicators. This report will

then be discussed at the council meetings in order to assess progress, and determine if any project plans need to be

amended or timelines would need to be adjusted.

• Review successes, achievements and impact

• Discuss any problems or challenges in meeting the objectives

• Agree on any necessary adjustments to outcomes or timescales

• Reflect and learn from practice

At the end of year three of the strategic planning period (late 2019), an independent evaluation will be undertaken

to take stock of progress and make recommendations for the final two years and for future directions beyond

2021. After this, the council will start the process of developing the next strategic plan, including consultations

with the membership.

MONITORING AND EVALUATION

Section— 6 —

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ISPC

AN

’S G

OV

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AN

CE,

M

AN

AG

EMEN

T A

ND

A

DM

INIS

TRA

TIO

N

2016

Q1

Q2

Q3

Q4

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Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

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Q1

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2017

2018

2019

2020

IMPL

EMEN

TATI

ON

PLA

NSe

ctio

n—

7 —

The International Society for the Prevention of Child Abuse and Neglect (ISPCAN)

13123 E 16th Ave. B390, Aurora, Colarado 80045 USA

Telephone: 1.303.864.5220 Fax: 1.303.864.5222 Website: www.ispcan.org

Sponsored by:

Special thanks to GCPS for consultation and facilitation services.

draft strategic plan - ispcan · 4 ispcan strategic plan | june 2016 1 particularly sdg 16.2: end...

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