GOLDEN KEY DESCRIPTION OF THE PEER MENTORING SERVICE

GOLDEN KEY DESCRIPTION OF THE PEER MENTORING SERVICE 1. Introduction to the Peer Mentoring Service 2 2. How Bristol agencies can be involved in developing the Golden Key Peer Mentoring Service 7 3. Lead Delivery Partner 7 4. Seconding Agencies 12 5. Host Organisations 14 6. Peer Mentors 15 7. Expectations, Outputs and Deliverables 18 8. Timeframe 20 9. The Peer Mentoring Service Evaluation Panel 21 10. Communications 22 11. Project Duration and Budget 22 1

1 Introduction to the Peer Mentoring Service 1. Background 1.1. Second Step and the partnership Second Step is a Bristol-based mental health charity, working across the West of England, offering housing, support and hope to clients. It is the lead agency for the BIG Lottery Multiple Needs programme, working in partnership with other Bristol agencies and organisations. The partnership consists of agencies, people with lived experience, organisations and commissioners from the voluntary, statutory, public and private sector. Working together, the partnership produced a bid for Big Lottery funding; with the aim of delivering an innovative programme to support some of the most vulnerable people in Bristol who are the farthest away from services; helping them find ways to break out of a cycle of homelessness, offending, and problems linked to drug and alcohol dependency and mental health. The programme is part of a national initiative called the Big Lottery Fund: Supporting People with Multiple Needs. Running across 12 areas in England the aim is to improve the lives and service experience of people with multiple and complex needs. More information on this is available here: http://www.biglotteryfund.org.uk/prog_complex_needs Earlier this year, 2014, Bristol was awarded 10 million to deliver the 8 year Golden Key Programme. 1.2. The Bristol Golden Key Programme The Golden Key (GK) programme aims to find new ways of working with this complex group whose needs are unmet by the current system. The well-worn cycle of crisis hospital admissions, prison, homelessness, drug and or alcohol problems, followed by non- 2

engagement with services, followed by more crisis situations, is all too familiar in Bristol. A survey of Bristol agencies showed that 69% see people with three or four of these deep-rooted problems, and 80% of the same services see people who fail, or are unable, to engage. The survey estimated that the number of people in the city with deep rooted multiple problems is around 700. We believe this to be a conservative estimate. The vision of the Golden Key Programme is to enable this group of people with the most complex and multiple needs, who are furthest away from services, to drive their own recovery journey, build on their strengths, and pursue their hopes and aspirations; by maximising the choice and control people have over their own support, they will make sustained positive changes in their lives. This will be achieved by: Unlocking the future for a group of people who often do not believe that they have one Unlocking services and agencies to new ways of helping people who have disengaged or are perceived as impossible to help Embracing new psychological thinking, to enable Bristol to be a forward-thinking city that has a clear vision for change for this client group Putting clients and people with lived experience at the heart of the whole project and integral to its design, delivery and review Learning together to bring about long term sustainable system change Through the programme, we want to change the current system for people who are generally experiencing three of four 3

situations 1 ; namely drug and/or alcohol dependency, mental health problems, homelessness and offending behaviour. Beneficiaries over the 8 years will be: 300 GK clients A wider group of 1500 other individuals with complex and multiple needs, who will benefit as services change. We believe that we can change the way services work so that this Golden Key (GK) group will feel able to accept and receive help. The main elements of the programme are: Service Co-ordinator team to walk the journey with the individual at a pace that s right for them, coordinate and broker access to services chosen by the client. Peer mentors - each client will be offered a peer mentor volunteer who will bring their lived experience to support and inspire hope. Golden Key (GK) agencies who will work together to overcome blocks and barriers in the system, and to increase innovation, flexibility and service responsiveness Small personal budgets to assist with engagement. Telling Story Once cloud based portal to enable individuals to record their personal story, and control who they give access to. Development of a Psychologically Informed Environments (PIE) approach - staff training and advice will support services to more fully understand people s histories and how they impact on their behaviour and to deliver more effective responses. 1 It is recognized that some individuals needs may not be fully recognized, such as undiagnosed mental health issues. 4

Piloting different ways of co-ordinating and delivering services through a multi-disciplinary team pilot and a full personal budget pilot. Innovation pilots to develop new ways of working Training and action learning to embed change. 1.3. The Partnership Board and the If group The Bristol Golden Key Programme is a partnership of local agencies, charities and voluntary organisations. It is overseen by the Partnership Board, which includes members of the IF advisory group of people with lived experience of the issues facing the client group. Second Step chairs the Partnership Board as the lead organisation and grant holder. The If group provides consultation and advice from people with lived experience. They have been involved in every aspect of the development of the business plan, and implementation of delivery. Their input is pivotal to the success of the Golden Key programme as they bridge the gap between strategic vision and the client journey. They meet regularly as a group with a view to maintaining a strong purpose and joint vision. They also have established sub-committees which advise on specific areas, such as communications and marketing and delivery planning. 1.4 The Peer Mentoring Service 1.5 One of the fundamental elements of the Golden Key programme is the use of volunteer Peer Mentors, with lived experience of the four needs areas (homelessness, mental health issues, reoffending, drug and alcohol misuse), in supporting clients to engage and start to connect with services. They will work closely together with the Service Co-ordinator Service. Peer Mentors are 5

critical to the success of the overall programme and the achievement of outcomes, in particular: Supporting clients to engage with and stabilise in at least one chosen service. Clients taking more control over their lives and making positive changes which lead to improved wellbeing. 1.6 Our aim is that all 300 clients, over the lifetime of the programme, will take up the offer of a Peer Mentor. The budget for the Peer Mentoring Service is based on a paid staff team structure that includes one 0.6 FTE Team Manager and five fulltime Volunteer Coordinators posts. 1.7 One of the principle aims of this work is to evaluate the effectiveness of this service in relation to engaging and supporting the needs of this complex client group 1.8 The Partnership Board recognised that the Peer Mentoring service provides a unique platform in Bristol for trialling independent, client led service delivery. It is this recognition which has led to a Golden Key aspiration of creating an independent Peer Support Organisation by the end of the fourth year of the programme. 1.9 To deliver this element of the programme and facilitate the development of an independent Peer Support Organisation the GK programme will appoint a partnership and a Lead Delivery Partner. 1.10 Furthermore, to ensure the Peer Mentoring Service is informed by existing good practice and expertise, the Volunteer Coordinator posts will be secondments, recruited from local organisations with track records in running peer-mentoring projects in Bristol in the four needs areas. 1.11 As stated this service will work very closely with the Service Coordinator Service, both as a service and also on an individual basis with clients. Good communication and collaborative 6

working is essential for ensuring complementary and effective joint working. 1.12 Critical to the success of the overall delivery model and achievement of outcomes, this element will have equal status alongside the Service Coordinator team, be properly resourced, trained, supported and managed, with access to accredited training and qualifications. 1.13 The Peer Mentoring Service contract will be managed by the Golden Key Programme Manager who is accountable to the Golden Key Partnership Board, the IF group, the Chief Executive of Second Step and The Big Lottery Fund. 1.14 The Partnership Board recognised that this is a complex project to commission, dealing with a range of agencies within the partnership and trialling new approaches. Therefore, the Golden Key Programme has contracted Voscur 2 to ensure a rigorous, robust and transparent procurement process. 2 How Bristol agencies can be involved in the Golden Key Peer Mentoring service: 2.1 As the Lead Delivery Partner, a Seconding Agency or a Host Organisation 3 Lead Delivery Partner: 3.1 The Peer Mentoring Service will be delivered by the Lead Delivery Partner who will be awarded the contract through a rigorous tendering process. They will be responsible for delivering the project and for maintaining and leading the Peer Mentoring Service partnership. 2 Voscur is an organisation that supports, develops and represents the Voluntary and Community Sector in Bristol for more information, visit www.voscur.org 7

3.2 The partnership will consist of a group of agencies, these will include: Seconding Agencies, who will be identified prior to the tendering process, details of which will be available when the applications for Lead Delivery Partner opens; Host Organisations, who are specialist and/or community based organisations who have some contact with the Golden Key client group, these partnership arrangements will be developed by the Lead Delivery Agency. 3.3 Please see annex 1 Lead Delivery Agency criteria for further details regarding expectations and requirements. 3.4 Prospective Lead Delivery Partners will be required to complete and return a submission. Additional information regarding the submission requirements will be available at a later date. 3.5 Service Delivery Expectations: 3.6 The Peer Mentoring Service will have a base in the inner city, and will work very closely with the Service Coordinator Team to reach and support clients at locations cross the city. 3.7 The Peer Mentor role will be complementary to the Service Coordinators and the two teams will work closely to fully coordinate their activities, draw on their different strengths and maximise impact. 3.8 The service will be psychologically informed (PIE) and maximise use of PIE resources already within the Programme. 3.9 The service will offer accredited training for all volunteers and also a structured approach towards further external volunteer, training, education and employment opportunities for all volunteers. 8

3.10 The Golden Key Contract Manager will coordinate the development of a Service Level Agreement between the Peer Mentor Service and the Service Coordinator Team. 3.11 The Lead Delivery Partner will establish case management systems, collecting required details for service evaluation and outcome monitoring. 3.12 The Lead Delivery Agency will be expected to provide or subcontract a full evaluation of the Peer Mentoring Service. 3.13 Partnership expectations 3.14 The Lead Delivery Partner will coordinate a partnership of organisations with a view to achieving the following: Bringing together the expertise and skills of a number of agencies in Bristol through seconding staff into one central team. Identifying areas of improvement and development through the Secondment model. Sharing learning, skills and delivery models with any agencies involved in the Peer Mentoring Service. Having hot desks/meeting places across Bristol to enable the Volunteer Coodinators and Peer Mentors to meet the needs of their clients. These will be provided by Host Agencies and Seconding Organisations. Any remuneration will be agreed between the Lead Delivery Partner and the Host Agencies. Having links with organisations who could provide specialist skills and knowledge which will enhance the service delivery and therefore improve the client journey. Trial opportunities for resource, skills and experience sharing to aid partnership work, as an alternative to formal remuneration. 9

Create a legacy for good practice by evidencing the importance of partnership working and peer mentoring. 3.15 Innovation and Legacy 3.16 The service will help inform the development of sustainable ways for Peer Mentors to influence and play a central role in service design and planning. This will include direct partnership links with the IF group who will support and advise throughout the delivery of this project. It will also include providing influencing and service development opportunities for the participants of the Peer Mentoring Service and Golden Key clients. We would like to encourage recommendations and innovations in this area. The learning gained from the delivery of the wider Golden Key programme will be shared to support the development of this work. 3.17 The Lead Delivery Partner will be responsible for developing and delivering a range of support opportunities for the Volunteer Coordinators, Peer Mentors and Golden Key clients. This could include: One-one support and supervision; peer support groups and networks; providing opportunities which enables individuals to support each other and draw on a wider pool of strengths. We will encourage prospective Lead Delivery Partners to suggest opportunities and innovations for this work. 3.18 Peer Mentoring Service Evaluation 3.19 The Lead Delivery agency will be responsible for delivering or subcontracting a service evaluation. All Golden Key services require thorough evaluation to support service development and analyse expected and unexpected outcomes. 3.20 The evaluation should include six monthly learning reports which influence and guide the delivery of the service. 10

3.21 The Partnership Board and the Golden Key Programme Manager will provide support and guidance for delivering the service evaluation. Learning from the wider Golden Key evaluation will be shared to support the development of this work. 3.22 The Peer Mentoring Service will also be expected to participate in the Golden Key local and national evaluations. This may include data-sharing, and opportunities for staff, volunteers and clients to be interviewed. This work may also provide opportunities for volunteers to become Peer Researchers. More information regarding this will be provided at a later date. 3.23 The Peer Mentoring service transition to a Peer-Led Independent Organisation. 3.24 The Partnership Board recognised that the Peer Mentoring service provides a unique platform in Bristol for trialling independent, client led service delivery. It is this recognition which has led to a Golden Key aspiration of creating an independent Peer Support Organisation by the end of the fourth year of the programme. 3.25 The Lead Delivery Partner will be responsible for establishing service continuity and working towards it becoming Independent by the end of year four. Therefore, the Lead Delivery Partner will be expected to develop a sustainability strategy which supports this vision. 3.26 Other expectations 3.27 The service will be branded as part of the Golden Key programme and the successful agency will work closely with Golden Key on branding and communications. 11

3.28 The Lead Delivery Partner will be expected to deliver in accordance with Golden Key principles which are outlined in the draft Golden Key Compact. They should also be aware of the partnership expectations outlined in the Bristol Compact. 3.29 Support for partnership development: 3.30 The Golden Key and Voscur will be delivering partnership events in December to clarify the expectations of partnership working, and to support interaction between agencies. 4 Seconding Agencies 4.1 To draw on existing good practice and expertise in the city and maximise learning and sustainability, the Peer Mentoring Service will have a maximum of 4 Volunteer Coordinator posts which will be secondments. These will be recruited from local organisations with substantial experience of delivering peer mentoring volunteers in Bristol for one of the client needs groups: homelessness; mental health; drug and alcohol problems; or offending. These organisations will be the Seconding Agencies. 4.2 Seconding Agencies will be identified prior to the procurement of this service through a transparent and robust process. This will include an application process and an independent decision making panel. This information will be available to all prospective Lead Delivery Partners. 4.3 Seconding Agencies should aim to recruit Volunteer Coordinators from an existing pool of staff wherever possible. 4.4 The identified Seconding Agencies will work in partnership with the Lead Delivery Partner to recruit the Volunteer Coordinators. 12

4.5 The Lead Delivery Partner will have responsibility for managing the Volunteer Coordinators day to day, including supervision and specialist training. Seconding Organisations will therefore have lower overhead costs than for an organisationally based member of staff. As per learning from the Service Coordinator Team secondments, Seconding Agencies are likely to be paid a 4000 per year overhead remuneration unless they can evidence particular areas which increases this cost. 4.6 The Golden Key has developed a Secondment Agreement which will be utilised between the Lead Delivery Partner and the Seconding Agencies. 4.7 The Volunteer Coordinator role responsibilities will include: Establishing good working relationships with the Golden Key Service Coordinator team Developing good links with Host Organisations Recruitment, training and support for Peer Mentors Identifying new groups of Peer Mentors through developing partnership links Supporting the development of a range of opportunities for Peer Mentors 4.8 All Volunteer Coordinators will: Have skills and experience of managing a caseload of Peer Mentors delivering 1-to-1 work Be highly organised and have excellent communication and problem solving skills. Understand the importance of supporting Peer Mentors with time management and prioritising their own needs and support requirements. Have experience of working with Peer Mentors from at least one of the needs groups. 13

Be empathetic and sensitive to the volunteers support needs Have the skills, training and experience to provide solid support and supervision Awareness of the need to appropriately match clients with mentors Have the background to effectively support volunteers with a range of areas including boundaries, professionalism and ethical working. Bring a strong understanding of safeguarding issues. Bring a knowledge of their organisations policies, processes and working systems which could support the development and improvement of these areas within the Peer Mentoring Service. 4.9 What is the value of becoming a Seconding Agency? 4.10 Seconding Agencies will become Golden Key agencies, the benefit of this includes: Having clear referral routes for possible Golden Key clients; becoming part of a pre-established partnership of agencies working towards a common goal; having access to any learning and development opportunities which arise as the programme progresses. 4.11 Please see annex 2, Seconding Agency selection criteria. 5 Host Organisations 5.1 Host Organisations will have the opportunity to become partners to the Golden Key Peer Mentoring service by providing a community base for the Coordinators and/or Peer Mentors to work from. 5.2 Host Organisations are likely to be smaller and communityfocussed organisations which have contact with potential Golden Key clients or Golden Key Peer Mentors. 14

5.3 The Lead Delivery Partner and the Host Organisation will agree appropriate remuneration for resources provided, if required. 5.4 Host Organisations should be able to offer one or more of the following: Hot-desk space and/or space for Volunteer Coordinators, Peer Mentors and/or Golden Key clients to meet. Access to a hidden group of potential Golden Key clients. Access to a potential cohort of Golden Key Peer Mentors Advice and guidance for working with a specific minority or complex group. Added value to the wider Golden Key Programme 5.5 What is the value of becoming a Host Organisation? 5.6 Host organisations will have the opportunity to become a Golden Key agency in the future and will have a clear referral route for possible Golden Key clients. The aim of this work is to provide opportunities to a wider range of smaller, community based organisations. 5.7 Becoming a Golden Key agency will provide Host Organisations with a pre-established partnership and opportunities to link with other agencies through the delivery of the programme. 5.8 Golden Key Organisations will benefit from learning, training and development opportunities as the programme progresses. This includes having an input into the areas which require systemic change and influencing commissioning and service delivery. 6 Peer Mentors 6.1 Bringing unique perspectives and strengths from their lived experience, peer mentors can help break down barriers and 15

mistrust amongst clients who have disengaged from services, including people who have been round the system, and lack confidence in using services. 6.2 By acting as positive role models they will help to challenge stereotypes, offering befriending and empathy and supporting people to develop their hopes, aspirations and ambitions. 6.3 This element is critical to the success of the overall programme and the achievement of outcomes, in particular: Supporting clients to engage with and stabilise in at least one chosen service; clients taking more control over their lives and making positive changes which lead to improved wellbeing. 6.4 The mentors will be provided with supportive and sustainable environments, offering them the opportunity to learn and develop new skills. 6.5 Peer Mentors will provide one-one support to the Golden Key client group. The Mentors should have life experience which allows them to have empathy with the client group, and allows the clients to build trust through the recognition of a shared experience. 6.6 Each Golden Key client will be offered a peer mentor to build a trusting relationship and mentor and support them on their journey. Peer Mentors will be involved throughout the client journey, with individual client-led agreements in place. While working at a pace determined by the client, Peer Mentors will also encourage people to see beyond their current situation and want more for themselves. This is vital for clients with low selfesteem who experiences have led them to have a strong sense of shame or failure. 6.7 Peer Mentors will work very closely with the Service Coordinator, who will agree with the Peer mentor and client the activities undertaken by the Peer mentor. Thus a triangle of support is 16

formed between the client, Service Coordinator and Peer Mentor. 6.8 At a practical level Peer Mentors will undertake tasks identified by the client such as accompanying individuals to appointments, sending reminders and checking in with clients after appointments to see how these went. Factors to overcome include social isolation, travel costs, a lack of confidence in venturing into unknown parts of the city, fears for personal safety and a focus on day to day survival. 6.9 While the primary peer role will be that of mentor to clients, the service will also offer opportunities for people with lived experience to contribute in other volunteering capacities. IF group members experience underlined the value of this in providing routes into peer support work, and opportunities for peers to broaden their skill sets. This could include helping to produce publicity or carrying out administrative support functions. 6.10 Volunteers will be offered accredited training, progression routes into other roles, and will be supported to pursue opportunities for paid employment. This will developed over the lifetime of the programme, working in partnership with a range of organisations and linking up with the range of other mentoring and volunteering projects in Bristol. 6.11 As well as one to one support, peer support groups and networks will be on offer to clients. The IF group has emphasised the importance of this option in enabling individuals to support each other, and draw on a wider pool of strengths. 6.12 Through development of the peer support service, which will become an independent peer-led organisation by the end of Year 4, we want to see the creation of a number of paid peer posts by 17

the end of the programme, and have set this at a minimum of 50% of the total posts within the service. This assumes a level of turnover, and development of the service. Where possible, this will include some part time and/or job share positions to extend the opportunities on offer. 7 Expectations, Outputs and Deliverables Expectations will include, as a minimum: 7.1 To deliver within the context of Bristol s current and developing Peer Mentoring services. We understand that Bristol City Council is interested in supporting the coordination of a city-wide approach to Peer Mentoring. The Lead Delivery Partner will be expected to be involved with and support this process. 7.2 To work towards establishing examples of good practice which can inform learning and support the development of a Bristol strategy for Peer Mentoring services 7.3 Ability to evidence established partnership relationships. 7.4 To deliver the project in accordance with expectations of the Contract Manager and the Partnership Board. 7.5 To deliver with the understanding that the project expectations will evolve as we learn about the impact and effectiveness of peer mentoring services and the wider Golden Key programme. 7.6 Attendance at appropriate Golden Key Meetings, as required. 18

7.7 To source new opportunities for recruiting peer mentors through partnership working. Outputs will include as a minimum: 7.8 All Golden Key clients will be offered the option of working with a Peer Mentor. Over the life of the programme, beneficiary numbers for this element are therefore the 300 clients, plus 500 Peer Mentors. This assumes that the Peer Mentors will stay with the service for an average of 12 months, with periodic recruitment campaigns to maintain a pool of around 75 at any one time. We recognise this is a challenging target and the Partnership Board will want to support the Successful Lead agency around recruitment strategies. 7.9 Evidence the impact of the Peer Mentoring service on the Golden Key Client 7.10 Evidence the impact of the Peer Mentoring service on the Peer Mentors 7.11 Evidence the impact of the Peer Mentoring service on the Golden Key Programme as a whole. 7.12 All learning should be logged and reflected in a quarterly report, this should include any development which results from the learning. 7.13 We want to see the creation of a number of paid peer posts by the end of the programme, and have set this at a minimum of 50% of the total posts within the service. This assumes a level of turnover, and development of the service. Where possible, this 19

will include some part time and/or job share positions to extend the opportunities on offer. 7.14 There is an expectation that the Lead Delivery Partner will identify their progress to the service becoming an independent peer led organisation by year 4. Deliverables: 7.15 Quarterly outcome monitoring reports, yearly service reviews and 2-yearly contract reviews this being supported and informed by the project evaluation. 7.16 Implementation: Project inception and scoping meeting, project initiation document, development of a detailed delivery plan to include: Timetable; key performance indicators; invoicing schedule; structure and content of the monitoring reports, yearly service reviews and 2 yearly contract reviews. 7.17 A full evaluation report at the end of the project. 7.18 The Lead Delivery Agency will be required to provide a service evaluation which commences at the beginning of delivery. 8 Timeframe 10 th October Peer Support Service Briefing Event. 3 rd November Peer Mentoring Service specification available on Voscur website. 3 rd November Advertise Seconding Agency applications. 20

3 rd November Agencies will be invited to submit their Biography, Intentions and Contact Details online. This information will be used to help organisations work together and form partnerships. 3rd December event for potential Host Organisations. 8 th December Deadline for Seconding Agency applications. 9 th December Lead Agency Peer Mentoring Service specification briefing. 9 th December Meet the Lead/Host: Collaborations and Partnerships event. 6 th January Advertise Lead Partner applications. 13 th February Deadline for clarification questions. Week commencing 23 rd February Panel training. 2 nd March Deadline for Lead Partners applications. 2 nd March 20 th March Evaluations of applications and invitations to interviews. Week commencing 23 rd March Interviews. TBC Award. TBC Implementation period, including formalising secondment arrangements. 9 The Peer Mentoring Service Evaluation Panel 9.1 The Peer Mentoring Service panel will evaluate the response to the tender and will be responsible for the overall decision of the contract award. 9.2 Voscur will provide training to all panel members prior to the decision making process. 21

9.3 Following the submission deadline, the panel will shortlist candidates suitable for interview. The panel will assess on a consensus score and the highest ranked scorers will be invited to interview. 9.4 At interview stage, interviewees will present to panel members and panel members will have the opportunity to ask questions to the organisation s representatives. The panel will then review their original scores, by consensus, based on the interviews. The final scores will then be calculated and the highest scoring bidder will be identified. 9.5 Declarations / Conflicts of Interest 9.6 The Golden Key Programme and Voscur have a responsibility to manage this process in the best interests of the programme and its service users. Part of this is to be open and transparent about different interests and any potential conflicts. 9.7 Any agencies interested in being a Lead Agency or a Seconding Agency for the Peer Support Service will be required to complete and return the Declaration / Conflict of Interest form. A summary of Declarations and the actions taken to mitigate any Conflicts of Interest will be published on this webpage. 10 Communications 10.1 All future communications, including application papers, will be published by Voscur on this webpage: www.voscur.org/goldenkey 11 Project Duration 11.1 This project is split into three phases. The first phase, which relates to this tendering process, is the implementation and 22

development phase of the Peer Mentoring Service. This will be commissioned for 3 years. 11.2 The second phase is the Peer Mentoring service s transition to becoming an independent organisation. This will be the fourth year of the project. Funding for the fourth year may be offered to the Lead Delivery Partner, depending on the outcome of phase one. 11.3 The third phase of the project will be the establishment and sustainability of the Independent Peer Mentoring Service. Funding for this will compare to previous years and will be paid to the Independent Organisation; who will be required to deliver under the Golden Key outcomes and goals. 11.4 To clarify, this specification relates to funds for the first three years, with a possible addition of the fourth year to support the service transition to independence. 11.5 Budget Total price per year of the contract. (This includes all costs such as secondments and any host agency agreed costs.) Total Cost Inclusive of VAT Year 1 Year 2 Year 3 Year 4 (Transition phase) 300,000 300,000 300,000 300,000 23